The Practitioner Scholar

Doctor of Management Blog

Aparna Katre: What Does It Mean to Be a “Social Entrepreneur”?

April 24, 2012 ·

We live in exciting times. We hold in our hands phones that allow us to communicate freely, access data and plan our schedules. We partner with companies and workers halfway around the world, and do so in real time. We have immediate access to information that can change outcomes, even lives. Our understanding of “business” is changing. True, most students leaving business school will have in mind careers in corporations making considerable salaries, perhaps traveling widely or relocating to other countries. However, students also now have the option to choose “social entrepreneurship” – that is, to use the tools and strategies of business development to make socially conscious enterprises succeed.

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Tags: DM Reflections

Michael Fisher: First and Last

March 13, 2012 ·

This past week kicked off the last semester of my classroom work in the DM/PhD program. This made me think back on the past two and a half years to when this journey started and I realized that I had written several reflection papers that first semester. Reading these papers again, I had a few observations that I thought note worthy.

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Tags: DM Reflections

Marty Abbott: Team Building and Relationship Conflict

March 13, 2012 ·

Go to any nearly geographic location in the US where there’s a high density of medium and larger sized businesses and you’ll find at least one small business focused on helping these corporations with “team building events”.  There’s a good chance that you are familiar with such businesses; they usually have some outdoor space dedicated to an obstacle course and have “camp counselors” who both help teams negotiate the obstacles and spark debate over various challenges the team is expected to accomplish.  The courses are typically fun, the events challenging and the results for the team in the long term… well… inconsequential.

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Tags: DM Reflections · DM Research

Stephan Liozu: Managing Complexity in Value and Pricing Management

March 09, 2012 ·

Pricing is a complex process (Monroe, 1990; Nagle & Holden, 2002). Many industry managers consider pricing a headache and many firms have “thrown in the towel” on pricing. They complain that they have no control over prices since “the market sets the price and (they) have to figure out how to cope with it” (Dolan & Simon, 1996). Lancioni et al. (2005) proposed that pricing strategy has implications for stakeholders both within and outside the firm. For them, pricing is a difficult and complex process due to the plethora of internal and external economic and political influences that shape the firm’s pricing decisions. The tasks of price setting and implementation have numerous implications throughout the organization. These tasks involve “multidimensional processes affecting customers, products, cost recovery efforts, produce margin levels, customer retention, market share, and domestic and international sales” (Lancioni, et al., 2005, p. 125).

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Tags: DM Research

Impact of the DM Program on Alumni Thinking [Part 4 of DM Alumni Study]

March 27, 2011 ·

The ultimate test of any scholarly program involves the way that the program impacts the thinking of its students... Without exception, alumni indicated that the program changed their thinking... “I view the world differently now, I think about it differently, I process input differently, I speak about it differently, I write about it differently.”

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Tags: DM Reflections

DM Student Observations After Fifth and Sixth Residency

March 08, 2011 ·

I learned something new about myself after the fifth residency. One of my classmates suggested that since we were ahead of others in our cohort in completing the research work that we should reach out to our cohort and see how they are doing and help them in whatever way we could. I learned two things. One is emotional and the other is intellectual.

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Tags: DM Reflections

The DM Cohort – Reflections on the 4th Residency Session

December 10, 2010 ·

With the first semester now over, I thought I would reflect upon the non-academic part of the Doctor of Management experience. I had come into the program not knowing exactly how the transition from work to academia would take. Everything I read and everyone I talked with provided me with knowledge but since I did not have the experience of a doctorate program under my belt, there was no ability for me to absorb what I was reading and hearing prior to the start of the program. This phenomenon is called “absorptive capacity,” the ability a person has of internalizing something new is dependent upon prior experience that lets one grab the newness and make it concrete.

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DM Alumni Reflections on the DM Experience [Part 3 of DM Alumni Study]

December 08, 2010 ·

“The Case program challenged us to work hard and work well. It wasn’t there to weed us out, but was not soft…. That’s the hallmark of a quality academic program. I was treated as a serious person.”

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Tags: DM Reflections

Aubrey Webson: Empowering the Blind through the Africa Forum

November 17, 2010 ·

More than 20 million people in Africa are blind or partially sighted and in need of assistance, yet they often have nowhere to turn. Dr. Aubrey Webson (DM 2002) is changing that...

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Tags: DM Profiles

Why do DM Students Choose Case? [Part 2 of DM Alumni Study]

November 08, 2010 ·

There was no single factor that alumni offered for their decision to join the Weatherhead DM program.  Alumni typically offered a combination of reasons.... “I chose Case because of the reputation. Other programs were 'degree mills'... "I never made a monodisciplinary decision in my life" ... "[other] schools were focused on problems of theory - not practice!"

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Tags: Faculty Perspectives