Recruitment paused PhD in Strategic Management and Entrepreneurship
- ERIM PhD RSM 2018 SE_GP
The Department of Strategic Management and Entrepreneurship at the Rotterdam School of Management, Erasmus University provides a strong research environment, with numerous faculty members and PhD students working across nearly all relevant fields of the wider strategic management field. Three characteristics make the Department an excellent environment for high-quality candidates to pursue a PhD.
• First, we pride ourselves in our excellent PhD placement record, and our graduates routinely find placements in top schools worldwide. Recent placements include INSEAD, Judge (Cambridge), Desautels (McGill), HEC Paris, ETH Zurich, Otto Besheim (WHU), and Moore (University of South Carolina).
• Second, the department hosts specialists in a wide variety of methodological traditions, including survey and archival data analysis, longitudinal econometric analysis, meta-analysis, case studies, grounded theory, and fuzzy-set qualitative comparative analysis.
• Third, our department is well-connected internationally. It structurally hosts visiting professors, like Gerry George (SMU), and our own faculty have held visiting positions at schools like Harvard, Imperial, Kellogg, MIT, and Wharton.In short, the Department offers one of the most stimulating and productive environments for pursuing a PhD in Strategic Management and Entrepreneurship in North-western Europe.
PhD research in the Strategic Management and Entrepreneurship group at the Rotterdam School of Management is expected to take place within four main research themes that represent currently ongoing research:
1. Strategic and Corporate Entrepreneurship;
2. Strategic Renewal;
3. Corporate Governance and Competitiveness;
4. Global Strategy.
Although research that cuts across these four themes is encouraged, candidates are expected to express and explain their preferences for one or more research themes in the cover letter of their application.
(global) strategy, (corporate) entrepreneurship, comparative corporate governance, business model innovation, family firm strategy and governance, strategy and organization.
Research theme 1: Strategic and Corporate Entrepreneurship.
The aim of this subtheme is to draw the foundations and to identify emergent opportunities for research on strategic entrepreneurship in general and on organizational ambidexterity, new business models, and accelerating organizational growth in particular. Strategic entrepreneurship, or the sensing and seizing of new opportunities, has been widely acknowledged by scholars and executives alike as an effective means of revitalizing organizations to improve performance. This research theme considers the challenges associated with strategic entrepreneurship and details important organizational and managerial features of successful organizations that are not only able to resolve paradoxical challenges but also navigate complex business environments with new business models. The research theme proposes an integration of theory and research in strategic management and entrepreneurship, as well as using multilevel approaches to generate valuable new research avenues. Most evidence about how strategic entrepreneurship can be successfully implemented is anecdotal in nature or based on cross-sectional studies that focus on alternative approaches that organizations may undertake to facilitate renewal. As such, insights into how and under what conditions organizations may reconcile conflicting demands and host exploratory and exploitative activities simultaneously are far from complete: fundamental pieces are missing. More research is therefore direly needed, as understanding strategic entrepreneurship goes back to the heart of research on strategic management, entrepreneurship and organizational ambidexterity, and provides considerable new insights into one of the most important challenges facing today’s businesses.
Research theme 2: Strategic Renewal: New Managerial Roles and Organizational Forms.
Strategic renewal, the activities a firm undertakes to alter its path dependence, has increasingly attracted scholarly interest. Expanding world-wide competition, fragmenting markets, and emerging technologies force established firms to create new business models through new combinations of resources. On the other hand, these pressures for change are countered by short-term competitive forces that require them to maximally exploit their existing capabilities. How do firms balance these tensions? The literature has provided a wide variety of descriptions and models for these possible renewal processes. They have been variously described in the organization literature as change versus preservation, adaptation versus selection, adaptability versus alignment and exploration versus exploitation. Examined less frequently is how multiunit firms deal with these tensions over time. Moreover, most theories focus on the interaction between the firm and the environment and ignore the interactions at the intra-firm level. In this theme, we investigate journeys of strategic renewal of multiunit firms considering how and why processes of exploration and/or exploitation unfold. In doing so, we want to provide answers to the following questions: When is renewal a selection or an adaptation process? Are there generic patterns of renewal or is each renewal journey rather idiosyncratic? And what roles do TMT and MLM play in renewal journeys? Drawing on the upper echelon and middle management perspectives, this research aims to carry the literature forward by way of a multi-level study that recognizes that both the firm’s most senior executives and middle managers matter when it comes to strategic change and renewal. In examining the joint effect of the firm’s top management and middle management on strategic renewal, this research fills a major gap in the literature. Its objective is to systematically build new theory and to test it using large-scale longitudinal and cross-sectional data.
Research theme 3: Corporate Governance and Competitiveness
Corporate governance is about the ownership, decision-making, and accountability practices that modern enterprise organizations feature to develop and exploit their resources and create value for their shareholders and stakeholders. Corporate governance therefore touches the heart of modern organizational capitalism and is a key-factor explaining firm and country level differences in competitiveness. Research within this theme will focus on three research topics that are critical to understanding how corporate governance affects the strategies, competitiveness and performance of firms. First, although research has extensively addressed the performance and value consequences of a broad array of governance practices in public firms, we currently do not fully understand how these governance practices affect strategic renewal processes in these firms. Second, as the bulk of corporate governance research has been on publicly listed firms, we currently know very little about the governance of non-listed forms of enterprise organization, such as business groups, family firms, professional partnerships, cooperatives, and emerging organizational forms or business models that transcend firm boundaries and include (external) stakeholders in the value chain. Third, because of its predominant focus on the US and Europe, we currently know relatively little about how country level institutions affect the ownership and governance choices of firms, and how this in turn affects the strategies, competitiveness, and performance of firms. This stream of research will explore these three lacunae, and contribute to our understanding of corporate governance practices across mechanisms, organizational forms, business models, and national contexts.
Research theme 4: Global Strategy
Global strategy focuses on "the study of any and all aspects of the environment, organizations, institutions, systems, individuals, actions, and decisions that are a part of, or impinge on, the practice of strategy and strategic management ... in the global context.” The “global” focus of this research theme emphasizes an interest in the study of cross-border business activities and in the comparative analysis of business activities to the extent that they materialize differently in different national contexts. Furthermore, the “strategy” focus of the sub-programme references organizations’ expansive worldviews that consider foreign locations as potential financial, factor and product markets, and as sources of knowledge, learning, and competitive advantage in their own right. The research theme addresses the global aspects of central questions in strategic management: How do firms behave in a global context? How do firms differ in a global context? How do firms enter and expand in foreign markets? What is the function of the head office in a globally diversified firm? What determines success or failure in global competition? How are strategic processes affected and conditioned by cultural and institutional differences across national contexts? How do firms deal with varying institutions that characterize nations in the formulation and implementation of global strategies? Recent global and regional developments such as the rise of emerging markets, the worldwide financial and debt crises, climate change, and regional integration, have resulted in challenges to and changes of established institutions, as well as the rise of new institutions with far-reaching consequences for multinational companies and their strategies. Using a wide variety of theories, methodological designs and analytical skills, as well as a multitude of platforms, the Global Strategy sub-programme aims to address these questions and contribute to this important and vibrant field of study.