Office: Daniels College of Business, 455
Mail Code: Daniels College of Business, 2101 S. University Blvd., Denver, CO 80208
Web Site: https://daniels.du.edu/management/
Master of Science in Management
The Master of Science in Management (MSM) is a 45-credit hour, 10-month program designed for people without a business background or degree. You will join a cohort of classmates from various careers, backgrounds and fields of study to learn management skills, ethical leadership, effective communications, and of course, business fundamentals. Wherever your passion lies, the Daniels MSM program can help prepare you for success.
Daniels has been continuously accredited by the Association to Advance Collegiate Schools of Business International (AACSB) since 1923.
Master of Science in Management with a concentration in Customized Management
- Fall 2017 Priority Deadline: November 15, 2016
- Fall 2017 Final Submission Deadline: August 15, 2017
- Fall 2017 Deadline for Applicants Educated Outside the U.S.: April 15, 2017
- Online admission application
- $100 Application Fee
- University Minimum Degree and GPA Requirements
- Transcripts: One official transcript from each post-secondary institution.
- GRE: The GMAT or GRE is required. Scores must be received directly from the appropriate testing agency by the deadline. The GMAT code number is MZR-GT-68. The GRE code number is 4842. The GRE/GMAT may be waived if you meet one or more of the following criteria:
- You have received an accredited master's degree in any field.
- You have a GPA of at least a 3.25 from an accredited institution in any major.
- You are a DU student that meets the provisions for MAAP admission.
- Letters of Recommendation: Two (2) letters of recommendation are required. Letters should be submitted by recommenders through the online application.
- Essay: Two prompted essays are required. A third is optional.
- Résumé: Submit a résumé that focuses on your unique strengths and accomplishments.
Additional Standards for Non-Native English Speakers
Official scores from the Test of English as a Foreign Language (TOEFL), International English Language Testing System (IELTS) or Cambridge English: Advanced (CAE) are required of all graduate applicants, regardless of citizenship status, whose native language is not English or who have been educated in countries where English is not the native language. The minimum TOEFL/IELTS/CAE test score requirements for the degree program are:
- Minimum TOEFL Score (paper-based test): 575
- Minimum TOEFL Score (internet-based test): 88 (No less than a 20 on any section)
- Minimum IELTS Score: 6.5 (No less than a 6.0 on any section)
- Minimum CAE Score: 176 (No less than a 169 on any section)
- English Conditional Admission Offered: No, this program does not offer English Conditional Admission.
Read the English Language Proficiency policy for more details.
Read the English Conditional Admission (ECA) policy for more details.
Read the Required Tests for GTA Eligibility policy for more details.
Additional Standards for International Applicants
Per Student & Exchange Visitor Program (SEVP) regulation, international applicants must meet all standards for admission before an I-20 or DS-2019 is issued, [per U.S. Federal Register: 8 CFR § 214.3(k)] or is academically eligible for admission and is admitted [per 22 C.F.R. §62]. Read the Additional Standards For International Applicants policy for more details.
There are many different options available to finance your education. Most University of Denver graduate students are granted some type of financial support. Our Office of Financial Aid is committed to helping you explore your options.
Master of Science in Management
|MGMT 4203||Foundations of Strategy||2|
|MGMT 4202||Personal Development and Intentional Change||2|
|MKTG 4201||MS Management Marketing Management||2|
|MGMT 4204||Personal Leadership and Career Development||1|
|MGMT 4201||Persuasive Communications in Leadership||2|
|MGMT 4402||Management Ethics||2|
|INFO 4401||Business Analytics||2|
|MGMT 4301||MS Management Organizational Behavior||2|
|MGMT 4302||MS Management Human Resource Management||2|
|ACTG 4201||Financial Accounting for Management||2|
|MGMT 4303||Organizational Politics and Change||2|
|MGMT 4305||Business Model Design and Innovation||2|
|FIN 4201||MS Management Managerial Finance||2|
|MGMT 4304||Project and Budget Management||2|
|MGMT 4405||Strategic Execution and Summit Team Competition and Assessment||3|
|MGMT 4403||Business and Society||2|
|MGMT 4401||Managing Cross-Cultural and Virtual Teams||2|
|MGMT 4306||Virtual Business Management Simulation||2|
MGMT 4201 Persuasive Communications in Leadership (2 Credits)
Many surveys show that employers want job candidates with strong communication skills. Similarly, success in a graduate program requires the ability to articulate your thoughts clearly and persuasively in all forms. In this course, we study the principles of effective oral, written, and digital communications. We accomplish the learning outcomes of this course by critically examining yours and others’ communications styles, practicing oral and written forms, maintaining effective social media presence, and delivering impactful and persuasive presentations.
MGMT 4202 Personal Development and Intentional Change (2 Credits)
This course is a seminar designed to provide exposure to mid- to high-level executives and the decisions they face. A diverse set of speakers are invited to class to describe their career path, views on leadership and management, and particularly challenging decisions they faced during their career. The speakers are selected to represent a variety of business types both for-profit and non-for-profit, career paths, and leadership and management perspectives. The course encourages students to evaluate the speakers in the context of selected dimensions of leadership and management.
MGMT 4203 Foundations of Strategy (2 Credits)
Foundations of Strategy is a course that introduces the student to the theory of strategic management. Students will develop the ability to think strategically by examining a firm’s mission, vision, and values, business model and financial health of the organization. After assessing the firm’s strengths and weaknesses, the focus is then placed on the industry and competitive environments using a series of tools and frameworks that result in identifying opportunities and threats. Synthesis in the course takes place when the student is able to provide strategic recommendations that generate added value and competitive advantage for the firm. Learning is facilitated through a work-shop atmosphere that uses case studies of industry leaders currently in the news. Principal Content Elements (i.e., modules / weeks): Intro to Strategy Business Models Competitive Advantage Role of Mission / Vision / Values Evaluating a Company’s Resources, Capabilities, and Competitiveness Evaluating the External Environment Generic Competitive Strategies Strengthening a Company’s Competitive Position Strategies for Competing in International Markets Corporate Strategy – Diversification and the Multi-business Company Strategic Alliances and Partnerships Strategy Execution and Implementation Challenges.
MGMT 4204 Personal Leadership and Career Development (1 Credit)
This course helps you to develop your abilities as a leader and follower working in teams; since most success and progress in business will take place by working with others. Your personal development as a leader and follower is thus of the utmost importance. In short, we hope to fire your imagination as to what is possible, as well as ground your dreams in the realities and complexities of working in the 21st Century. The personal development aspect begins with self-awareness in Leading at the Edge. Within the first few weeks of their graduate program, students are taken to a nature camp 9,000 feet up into the Rocky Mountains where they participate in an intensive (some say “grueling”) three-day exercise in self-awareness, outdoor leadership, team-building, and problem solving. Unlike most “rocks ‘n ropes” exercises, this intellectually rigorous component, often referred to as Leading at the Edge, is designed to enhance the classwork students engage in, especially in working together on the challenging exercises that make up the MS in Management program. The value creation aspect is supported by a series of workshops.” In these workshops, students will focus on applying their new found knowledge to real world situations. The purpose of these Daniels Engagements is to match the personal development aspects of Leading at the Edge with discussions and exercises on creating value, for your self and for your organization, but for the community and for the larger social realms in which businesses operate. For the exercises, students will explore and discuss some of the definitive writings by thought leaders on business. This is intended to facilitate learning basic “business literacy” – exposure to fundamental ideas and concepts that business leaders and writers currently struggle – and to provide material with which to engage your developing skills in (1) critical and creative thinking, and (2) clear communication with others.
MGMT 4240 Global Business (2 Credits)
The International Experience is designed to expose students to the challenges and opportunities of doing business globally. How do you make well-informed decisions in a global environment, taking into consideration the economic, political, environmental, cultural and historical context of a particular country or region? Conducting business outside the United States involves a unique set of challenges; diverse cultures, laws, languages, and currencies add to the complexity of putting together and managing international business ventures. The international experience will help you prepare for these types of activities by exploring the basic questions which focus on various aspects of international business. As a part of the international trip, students will meet with business executives and organizational leaders across a variety of industries to gain a broad understanding of the business environment in a host country. In addition to completing secondary research beforehand, students will also be responsible for conducting primary research by setting up small team meetings in-country in order to develop a hands-on understanding of the business environment on the ground. Another aspect of the trip will include working with a non-profit or other NGO on a social capital project while in the host country, to allow students to experience, personally, the local cultural and socio-economic environment.
MGMT 4280 Business Design (4 Credits)
Each student learns an organized approach to rapid design of a business with a sustainable competitive advantage based upon innovations(s) to the business model. That innovation(s) is discovered through an investigation of the existing business models and the competitive landscape including: suppliers, customers, competitors, substitutes and barriers of entry. Specific opportunities are identified through investigation of the following: industry, market, and competition. Opportunities to create competitive advantages are investigated through the design of strategies in: marketing, sales, operations, human capital, social responsibility, financing, corporate governance and technology. The course offers a workshop atmosphere in which students are expected to apply and discuss the various aspects of business planning. The result is a written business plan and presentation to funding sources reflecting a sustainable competitive advantage and creation of a defensible market.
MGMT 4301 MS Management Organizational Behavior (2 Credits)
Organizations can be mysterious places, often very difficult to understand. Spend any amount of time in an organization – large or small, business, not-for-profit, government – and you’ll probably find yourself scratching your head. “Who came up with that idea?” “Why does this always (or never) happen?” In this course you will get a framework that will help you make sense of these questions. You will come to understand how some decisions that seem to make no sense to you, make eminent sense when viewed from a different perspective. You will get a framework for examining behaviors in organizations. You will also learn your particular perspective on organizations and how it can limit your ability to truly understand differing points of view. Drawing on several disciplines – Sociology, Social Psychology, Political Science, Cultural Anthropology, Symbolism –this course will help give you the tools necessary to understand why things happen in organizations the way they do, and how to adapt your style to be a successful and influential member and leader in your organization.
MGMT 4302 MS Management Human Resource Management (2 Credits)
A management course for graduate students grounded in a strong foundation of real experiences managing and leading Human Resource organizations. This course is designed to unify strategy, human resource strategy and principles of management in a highly interactive format employing multiple learning methods.
MGMT 4303 Organizational Politics and Change (2 Credits)
This course will cover the theory and practice of conflict management, negotiation, and change management in the workplace. Change is an inevitable part of organizational life, and competencies in managing change along with resulting conflicts, is a critical skill set for both new and experienced leaders. Using established models, the course will explore sources of, and strategies for dealing with, conflict at multiple levels: individual, dyadic, team, and organizational. Methods of principled negotiation will be presented and practiced during the course.
MGMT 4304 Project and Budget Management (2 Credits)
This course will introduce the student to the key elements of a successful project delivery system. The project delivery system consists of five components: training, tools, core skills, company support, and a project delivery process. The process is the means by which projects are consistently and efficiently planned, executed, and completed to the satisfaction of clients. The system is aligned with the principles of a total quality improvement program, namely client focus, project manager commitment, evaluation and measurement, corporate support, and continuous improvement.
MGMT 4305 Business Model Design and Innovation (2 Credits)
Each student learns an organized approach to rapid design of a business with a sustainable competitive advantage based upon innovations(s) to the business model. Innovation(s) is discovered through an investigation of the existing business models and the industry landscape including: customers, competitors, substitutes, suppliers, and barriers to entry. Specific opportunities are identified through investigation of the following: industry, market, and competition. Opportunities to create competitive advantages are investigated through the design of financial, marketing, sales, operation, talent, technology, and social responsibility strategies. The course offers a workshop atmosphere in which students are expected to apply and discuss the various aspects of a Business Model and a Business Plan. The result is a written business plan and presentation to a potential funding panel.
MGMT 4306 Virtual Business Management Simulation (2 Credits)
The focus of this course is on gaining new venture experience. Through an online/virtual computer simulation, students will be placed into a very realistic international business setting, where they will start up and run a company through multiple rounds of decision-making. The online simulation allows students to build entrepreneurial firms, experiment with strategies, and compete with other student teams in a virtual business world. Designed to mimic the competitive, ever changing marketplace, the simulation lets students gain experience in market analysis, strategy formulation, and the management of a new venture.
MGMT 4340 Strategic Human Resource Mgmt (4 Credits)
This course focuses on the effective management of human resources in order to create sustained competitive advantage. The course covers the major policy areas of employee influence mechanisms, staffing, training and development, performance appraisal, reward systems, and work design so that students are better prepared to provide direction to the creation and implementation of effective management systems. Prerequisite: MGMT 3900 or permission of instructor.
MGMT 4345 Performance & Rewards System (4 Credits)
Measuring and improving human performance, techniques of individual objective settings including MBO, appraisal and feedback systems, creating and managing compensation programs, job design, analysis and redesign of reward systems in various organizational contexts. Prerequisite: MBA 4121 or equivalent.
MGMT 4350 Business Summit Series: Current Business Issues and Topics (4 Credits)
The Business Summit Series is an elective course that provides students with insights into a variety of contemporary business issues and topics with a practical approach to developing business leadership skills and competencies. Before the course commences, students are invited to provide input and help faculty select the topics that are covered in the series. The faculty will develop modules, with each module covering a discrete business topic a workshop format. The workshops are taught in four-hour segments, with some workshops covering more than four hours, depending on content and learning outcomes. Workshops span practical topics that are not covered in-depth during the core PMBA curriculum, and they also include emerging business subjects. Topics include: Go-To-Market Strategy, Business Development Strategies, Mastering Sales Techniques, Business Consulting Skills, Becoming a Manager, Organizational Change Leadership, Franchise Business Model, and Colorado's Marijuana Industry. Other emerging business topics may include the Colorado small business market and new industry segments. Industry leaders may present to the class as subject matter experts.
MGMT 4401 Managing Cross-Cultural and Virtual Teams (2 Credits)
The world is more connected than ever before and culturally diverse virtual teams are a reality in the global marketplace. This course provides an introduction into managing culturally diverse and virtual team work in practice and distinctive features and challenges of virtual working environments. The course covers topics such as: managing cultural differences; knowledge sharing and team communication; managing yourself; engaging culturally diverse employees; managing conflicts in team work; and online tools and digital work.
MGMT 4402 Management Ethics (2 Credits)
The purpose of this course is to introduce students to ethical concepts, theories and issues as they relate to business and managerial decision-making. Consideration of ethics and the social responsibilities of business are relevant both for effective managing and for businesses properly fulfilling their function(s) in the larger society. This is a course in applied ethics. A primary focus will be specific issues related to business and managerial decision-making. The course is also designed to introduce students to more general approaches or ways of thinking about ethics, and students will be exposed to both normative and behavioral aspects of ethics. An important learning outcome of the course is to strengthen the capacity of students to make practically wise decisions in their future careers.
MGMT 4403 Business and Society (2 Credits)
This course examines the role of business in society and explores important issues in the relationships between business, government, and society. These issues are approached from a stakeholder perspective, integrating business strategy with law, ethics, and social responsibility. The obligations of business to its multiple stakeholders are established and applied through analysis of companies, cases, and current events.
MGMT 4405 Strategic Execution and Summit Team Competition and Assessment (3 Credits)
Strategic Execution is a Challenge Driven Educational (CDE) course that builds off several previous MS Management courses. Students will leverage the contents from accounting, finance, management, marketing, strategy, and business analytics to engage with corporate partners to examine real-world problems. This course provides you with the opportunity to apply what you have learned so far in the MSM program with a live client. You will work on a project focused on business and management. Scoping the project will be a key learning outcome.
MGMT 4450 Power and Influence (4 Credits)
This course presents conceptual models, tactical approaches, and self-assessment tools to help you understand political dynamics as they unfold around you, and to develop your own influence style and negotiation skill. By focusing on specific expressions of power and influence, this course gives you the opportunity to observe its effective—and ineffective—use in different contexts and stages of a person’s career. This course will challenge you to define for yourself what will constitute the effective exercise of power and influence in your life.
MGMT 4490 Global Strategy (4 Credits)
Management of multinational enterprises; identification, analysis, and discussion of key policy issues for the international manager within various functional areas; home and host country relationships including assessment of political risk, selection of foreign locations, entry and ownership strategy, personnel and staffing considerations, technology transfer, multinational labor relations, organizing for international operations. Prerequisite: Should be taken in the last possible quarter before graduation and after completion of all advanced requirements and ITEC 3900, MGMT 3900, MKTG 3900, STAT 3910, and FIN 4610.
MGMT 4503 Comparative Management (2 Credits)
Exploration of similarities and dissimilarities of management practices in various cultures, determination of political, economic and cultural factors primarily affecting management theory and practice, transferability of certain management practices to other cultures. Introduction to basic assumptions and approaches of comparative research methodology. Prerequisite: MBA 4121.
MGMT 4515 Introduction to Sport and Entertainment Management (4 Credits)
The purpose of this course is to provide students with a very broad but significant exposure to the business of sports, which represents a global, multi-billion dollar industry. By critically analyzing numerous facets within this business from the perspective of a manager, student come away with knowledge that is wide enough but deep enough to foster a solid understanding of this dynamic and exciting industry. At the same time, this course provides students with specific and valuable insights that foster and stimulate deeper interest in a particular aspect within this industry through subsequent and additional coursework, independent study, and/or internship opportunities.
MGMT 4520 Managing Sport & Entertainment Contracts (4 Credits)
This is a comprehensive and interactive seminar on managing sports and entertainment contracts. The class covers intellectual property; the role of entertainment and sports managers and agents; general contract principles and theory; contract negotiation; management and operating agreements; and sponsorship, endorsement, and licensing agreements.
MGMT 4525 Facility Management (4 Credits)
What is a Public Assembly Facility? Public assembly facilities such as arenas, stadiums, convention centers, and theatres evolved out of the need by social communities to build permanent structures for public assembly, for political and commercial activities, religion, sports, spectacles, artistic expression and for commercial and educational assemblies. This course examines the specific areas of responsibility that one must acknowledge and understand to operate a successful venue of this type. We discuss the core competencies required and the unique areas of concentration that separate a public assembly facility from other venue types. Students realize the significant impact and benefit that facilities like these have on the social, educational and economic environment of communities.
MGMT 4530 Technologies for Sport & Entertainment Management (2 Credits)
This is a specialized course for the MBA student interested in expanding their knowledge of the sports industry as a business and as a world economic force. It provides students with a framework for understanding the scope of the sports business across various venues, as it relates to information technology. Management Sport Technology focuses on understanding the practical uses of computer applications as a tool in sport management activities. Emphasis is placed on demonstrated proficiency in project management, spreadsheet management, database management, and Web page development.
MGMT 4535 Managing Sponsorships for Sport & Entertainment Events (2 Credits)
The purpose of this course is to give students an understanding of sports sponsorship from the perspective of the corporate sponsor and the sports entity. The course identifies and describes the several media distribution channels that are used in corporate sports sponsorship. In addition, students learn how to use sports media distribution properties to create an effective sports marketing plan for corporate sponsors. Students put together a corporate sports marketing plan with a sample sports team.
MGMT 4540 Advanced Seminar in Sports and Entertainment Management (4 Credits)
The purpose of this seminar is to consider current topics in sport and entertainment management. Topics vary by quarter depending on timeliness of topics and interest of students. Potential topics may include public policy questions; ethical issues; current economic impacts and analysis; sport and entertainment management factors and how the various segments (professional, amateur, collegiate, high school, recreational and others) relate; environmental impacts; global issues and other issues that impact the current and future fields of sport and entertainment management.
MGMT 4545 Leadership, Team, and Career Development (2 Credits)
Daniels MBA students are preparing for leadership roles-as entrepreneurs, in corporations, and in not-for-profit organizations. In this course we will look at leadership from a variety of perspectives. Once we have reviewed what the experts have to say about leadership, we will turn our focus to helping you develop your personal theory of leadership. You will answer on important questions: How will I lead? Armed with this knowledge, you will be better equipped to handle leadership challenges as you go forward in life.
MGMT 4620 Organizational Dynamics (4 Credits)
In this course, you will: (1) understand and develop a set of management and leadership skills critical for effectiveness in high performance work environments; (2) develop the ability to analyze organizations and environments from multiple perspectives; (3) explore policies and practices for facilitating organizational change; (4) become a valued and effective member of a work team; and (5) learn how to incorporate effective communication, critical thinking, creative problem solving, and technology, into organizational behaviors and processes.
MGMT 4625 Leading People & Organizations (4 Credits)
This course focuses on the effective management of people, every organization’s most critical resource. Employees’ knowledge, skills, commitment, creativity, and effort are the basis for sustained competitive advantage. It is people who deal directly with customers, have creative ideas for new products or for process improvements, who devise marketing strategy or take technologies to the next level. In this course, we approach the people side of business from a general management perspective, integrating concepts from organizational behavior, human resource management, strategy, and organizational design. Course topics include motivation, reward systems, engagement; feedback; processes by which work is done and decisions are made, including attention to teams, power dynamics, conflict, and negotiations; the structure of the organization and its systems, including job and organizational design and systems and policies affecting human capital; the organization’s culture and history; and the external environment within which the organization operates, including legal, regulatory, demographic, economic and national cultural factors.
MGMT 4630 Strategic Human Resources Management (4 Credits)
This course advances the argument that effective human resource policies will create sustained competitive advantage. To that end, this course will address the effective management of human resources in various policy areas: staffing, diversity, training and development, voice and influence, performance appraisal, and reward systems. Rather than taking a traditional, staff personnel perspective, we will discuss human resource management from the strategic perspective of a general manager. Prerequisite: MGMT 4620.
MGMT 4650 Introduction to Management Consulting (4 Credits)
This course is designed to provide a broad overview of the management consulting profession, including its industry and competitive dynamics, major practice areas, approaches to implementation, management of consulting firms and the future of consulting. In addition, emphasis is given to the practice of consulting through the development of certain high impact skills in evaluation, proposal writing, data gathering and client presentations. The course is relevant to those who: 1) are specifically interested in consulting careers, 2) have job interests that involve staff positions in corporations, 3) want to become line managers who might one day use consultants, 4) wish to develop general consulting skills and familiarity with the consulting industry. The learning process in class will consist of lectures, cases, readings, exercises and guest speakers. This wide variety of learning methods is intended to convey both the necessary knowledge and practical skills necessary for building a sound foundation for becoming a professional consultant. It is essential that everyone comes well-prepared to class, as the learning process depends heavily upon participation.
MGMT 4690 Strategic Management (4 Credits)
This course builds from the premise that managers make decisions that influence the overall success of their organizations. We will concentrate on how top managers create and maximize value for their stakeholders. You will learn about how companies compete against each other in the quest of achieving high performance and market victories. You will learn about how and why some companies are successful while others are not. This course is about strategy. The primary task of strategy is the allocation and commitment of critical resources over relatively long periods of time in pursuit of specific goals and objectives. Strategic decisions take account of the conditions that prevail within the industry environment, both positive and negative, and the resources and capabilities available to managers for meeting environmental challenges. Strategy also requires establishing and managing an internal organizational system that creates and sustains strategic value.
MGMT 4700 Topics in Management (1-4 Credits)
MGMT 4710 Sustaining Family Enterprises (4 Credits)
Family enterprises have a tremendous impact on our local, national and global economies. Today, the definition of the family enterprise extends beyond just the business entity. It includes family offices, family "banks," family councils, trusts, and family foundations, just to name a few. Further, what happens in, and how decisions are made by, family enterprise affects not only the active family members but other key stakeholders such as inactive family members, in-laws, non-family managers and employees, professional advisors, customers, suppliers and competitors. This course gives students insight into the universe of possibilities that families, enterprises and their advisors face when engaged in systemic transition planning. This highly interdisciplinary course is appropriate for anyone who intends to work in or with family enterprises. This includes family members, accountants, attorneys, estate planners, financial or wealth managers, family office professionals, insurance consultants, business advisors, management consultants, organizational and leadership development experts, international business professionals, psychologists, social workers, and family therapists.
MGMT 4790 Managing Strategic Alliances (4 Credits)
The purpose of this course is to examine and expand upon the current understanding of the challenges of developing and managing strategic alliances. Reflecting the breadth of the novel features of the structure, the course draws from both strategic management and organizational behavioral disciplines. To order the discussion, we take a process view in addressing why and then how to use a strategic alliance. We initially focus on when to use an alliance. We then turn to the formation of an alliance - examining how to select a partner, which structure to choose and how to negotiate. Following, we discuss post-formation issues of partner relationships, management of the alliance, performance evaluation and alliance termination. We conclude the course with sessions devoted towards managing a portfolio of alliances and network management in general.
MGMT 4980 Graduate Internship in Mgmt (0-10 Credits)
Hours and times arranged by student.
MGMT 4991 Independent Study (1-10 Credits)
Individual research and report. Hours and times arranged by student.
MGMT 4992 Directed Study (1-4 Credits)
MGMT 4995 Independent Research (1-10 Credits)
Cynthia Fukami, Professor and Department Chair, PhD, Northwestern University
Dennis Wittmer, Professor and Department Chair, PhD, Syracuse University
Douglas Allen, Associate Professor, PhD, University of Michigan
Donald Bergh, Professor, PhD, University of Colorado Boulder
Jeff Bowen, Teaching Associate Professor, PhD, Hamilton University
Bahman Ebrahimi, Professor, PhD, Georgia State University
Jim Griesemer, Professor, DPA, University of Colorado Boulder
Aimee Hamilton, Assistant Professor, PhD, Pennsylvania State University
David Hopkins, Associate Professor, Emeritus, PhD, Syracuse University
Sylvester Houston, Senior Lecturer , Emeritus, MA, California State University, Sacramento
R. Van Johnston, Professor, Emeritus, PhD, University of Southern California
Sung Soo Kim, Assistant Professor, PhD, McGill University
Edward Lewis, Teaching Associate Professor, MA, Georgetown University
Scott McLagan, Professor of the Practice, Advanced Management Program, INSEAD, France
Lowell Miller, Teaching Assistant Professor, MBA, University of Denver
Vijaya Narapareddy, Associate Professor, PhD, University of Illinois at Urbana-Champaign
Karen Newman, Professor, Emerita, PhD, University of Chicago
Kathleen Novak, Teaching Assistant Professor, MS , University of Colorado at Denver
Paul Olk, Professor, PhD, University of Pennsylvania
Nancy Sampson, Professor, Emeritus, DBA, University of Oklahoma
Andrew Schnackenberg, Assistant Professor, PhD, Case Western Reserve University
Paul Seaborn, Assistant Professor, PhD, University of Toronto
Barbara Stuart, Teaching Associate Professor, MSS, University of Colorado at Denver
Julian Craig Wallace, Professor, PhD, Georgia Institute of Technology
Thomas Watkins, Professor, Emeritus, PhD, University of Cincinnati
Joan Winn, Professor, Emerita, PhD, University of Georgia