The management component at the Jones Graduate School of Business consists of two areas: strategy and environment and organizational behavior.

Our strategy and environment faculty continue to introduce ground-breaking research in the field of strategic management. Faculty in the group have published pioneering work on such issues as emerging markets, entrepreneurship, corporate governance, alliance and merger strategies, and corporate responsibility. Each area contributes to the foundation, opportunity, and achievement of our students, and the management faculty - renowned in their fields - furnish a roadmap of standards for the growth of business and business education today. Visit Rice Business Wisdom for examples of our strategy and environment faculty's peer-reviewed business research presented in a compelling, quick-to-read package.

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Why Rice Strategy & Environment?

The Strategy & Environment area in the Jones School takes a unique approach in integrating the market and nonmarket environments of an organization to facilitate the formulation and implementation of its strategy.  Strategy is primarily directed towards improving and sustaining the performance of a firm, and it involves the establishment of an organization’s goals and objectives, formulation of its competitive and growth strategies, development and allocation of strategic resources, organization of internal and external governance arrangements, and measurement of organizational performance.

The study of strategy examines issues that are of interest to general managers - those who are responsible for the overall performance of multi-functional business units or multi-business firms. Major topics include: the external environment and structure of the industry in which firms compete, the pursuit of competitive advantage through positioning; competitive dynamics; the creation and leverage of firm resources and capabilities; entry into new product or geographic markets; technological or organizational innovation; governance of a firm; alliances and acquisitions; diversification, and portfolio management;. 

We define both environment and organization broadly.  Environment includes market and nonmarket dimensions that impact strategic management.  Organizations may be in the business, governmental, or nonprofit / social enterprise sectors of the economy.  The Strategy & Environment area includes specialists in traditional areas like competitive strategy, international management, management of alliances or acquisitions, technology and innovation, corporate governance as well as business ethics / corporate social responsibility, business-government relations, public / nonprofit management, and social enterprise.  There is increasing emphasis on and interest in ecological sustainability.  The MBA core curricula include courses in the fundamentals of business or corporate strategy, business ethics / corporate social responsibility, and business-government relations. Apart from core courses we offer a range of electives in some of the specific areas highlighted earlier.

Top electives

MGMT 652 - Mergers and Acquisitions

The course examines the merger and acquisition process from the perspectives of buyers and sellers. Attention is paid to the internal (make) versus external (buy) growth opportunities and their value consequences. The course also analyzes the M&A transaction process through the study of cases. An additional focus will be in the interaction of strategic planning, value planning, financial strategies and investment decisions.

MGMT 686 - Introduction to Marketing Research

Students will learn the most common methods managers use to gain insight about customers and markets as well as the objectives/advantages/disadvantages associated with different research designs such as qualitative methods, surveys and experiments. Students will not learn specific analytic methods but rather how to design studies to yield valid results.

MGMT 721 - Business Law

This course examines the broad subject of law as it relates to business and is designed to help the student develop “legal astuteness.” That is, the ability to communicate effectively with counsel and to work together with counsel to solve complex problems and/or to protect and leverage the firm’s resources. It is designed to be a guide to understanding how the law impacts daily management decisions and business strategies, to spotting legal issues before they become legal problems, and to using laws and legal tools to marshal resources and manage risk.

MGMT 733 - Strategies for Growth

This course focuses on examining various strategies that companies can adopt to achieve sustainable and profitable growth. The course will use a variety of real-life cases of companies and supplement them with relevant readings, lectures or other exercises, as necessary.

MGMT 833 - Strategy in Technology Ecosystems

The course deals with strategic management topics of interest to ventures that operate in technological ecosystems. Topics covered include platforms, network effects, coping with disruptive innovation, and how technology can create new markets and revolutionize existing ones.

Full-Time Faculty

Prashant Kale

Prashant Kale

Associate Professor of Strategic Management
713-348-6139
Balaji Koka

Balaji Koka

Associate Professor of Strategic Management
713-348-4708
Haiyang Li

Haiyang Li

Professor of Strategic Management
713-348-4194
Kate Odziemkowska

Kate Odziemkowska

Assistant Professor of Strategic Management
713-348-6036
Alessandro Piazza

Alessandro Piazza

Assistant Professor of Strategic Management
713-348-5383
Peter Rodriguez

Peter Rodriguez

Dean and Professor of Strategic Management
713-348-5928
Douglas Schuler

Douglas A. Schuler

Associate Professor of Business and Public Policy
713-348-5472
Duane Windsor

Duane Windsor

Lynette S. Autrey Professor of Management - Strategic Management
713-348-5372

Anastasiya Zavyalova

Associate Professor of Strategic Management
713-348-6342
Yan Anthea Zhang

Yan Anthea Zhang

Fayez Sarofim Vanguard Professor of Management – Strategic Management
713-348-2462

Part-Time Faculty

A.J. Bingham

Lecturer in Management – Strategic Management
 
Lee Ann E. Butler

Lee Ann E. Butler

Lecturer in Management - Strategic Management
713-348-3953
Craig Carroll

Craig Carroll

Lecturer in Management – Strategic Management
 
Terry Hemeyer

Terry Hemeyer

Adjunct Professor in Management - Strategic Management
 
Robyn O'Brien

Robyn O'Brien

Adjunct Professor in Management - Strategic Management
 
Nancy Sauer

Nancy Sauer

Lecturer in Management - Strategic Management
 
Laurence Stuart

Laurence Stuart

Adjunct Professor in Management - Strategic Management
 

Andrew Swain

Lecturer in Management - Strategic Management
 

Emeriti Faculty

Robert E. Hoskisson

Robert E. Hoskisson

George R. Brown Emeritus Professor of Management
 
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Ronald Taylor

Professor Emeritus of Management – Strategy