Chairperson

picture of Jerayr Haleblian Jerayr Haleblian
... is an Associate Professor at the University of California-Riverside, and an Adjunct Associate Professor at the University of Georgia. He received his Ph.D. from the University of Southern California. His research focuses on strategic ... More

Program Chair

picture of Caterina Moschieri Caterina Moschieri
... is an Associate Professor of Strategy at IE Business School, in Madrid. She received her PhD in General Management from IESE Business School, Barcelona, and her university degree in Economics (DES) from Bocconi ... More

Associate Program Chair

(No bios available)

Reps at Large 2017

picture of Ji-Yub Kim Ji-Yub Kim
... is an Associate Professor of Entrepreneurship and Family Enterprise at INSEAD. A native of South Korea, Jay received his bachelor’s degree from Yonsei University in South Korea. He earned his PhD in strategic management ... More

picture of Gwendolyn Lee Gwendolyn Lee
...is the Chester C. Holloway Professor at the University of Florida, Warrington College of Business Administration. She holds a Ph.D. in Business Administration from the University of California at Berkeley, and M.S. and B.S. degrees from MIT... More

picture of Libby Weber Libby Weber
... is an Assistant Professor of Strategy in the Merage School of Business at the University of California, Irvine. She received her Ph.D. in Business Administration (Strategy emphasis) from the University of Southern California. Her research integrates ... More



Reps at Large 2018

(No bios available)

Corporate Strategy

The Corporate Strategy Interest Group considers the decisions, actions and outcomes associated with an organization's portfolio of business lines. The research and practice of corporate strategy considers actions associated with changing the firm's scope and profile of business lines including vertical integration, mergers and acquisitions, divestitures, corporate diversification strategy/organization, implementation and performance. Recent research considers how resources shape a firm's scope and relatedness of business lines, how firm resource composition influence merger and acquisition outcomes, how diversified firms are managed most effectively and why and when divestiture becomes viable. Other areas of interest include how a firm's resources impact upon its growth and divestment decisions, when different modes of growth and reduction are used, and what tradeoffs exist among various types of diversification strategy and its organization alternatives. Corporate strategy draws from a wide range of theories and methods to help explain the determinants and performance outcomes of managing the scope and boundaries of the diversified firm.

2016 Summer Newsletter


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