TY - JOUR
T1 - BRINGING INSTITUTIONS INTO STRATEGY TEACHING
AU - Peng, Mike W.
AU - Nguyen, Huy Will
AU - Wang, Joyce C.
AU - Hasenhüttl, Maria
AU - Shay, Jason
N1 - Funding Information:
We appreciate the constructive guidance and encouragement provided by Guest Coeditors Igor Filatotchev and Greg Bell as well as three reviewers. We thank David Fan, Fuming Jiang, Forest Li, Yadong Luo, Julia Richardson, and Htwe Htwe Thein for their helpful comments on the first submission when the first author visited Curtin University. This research has been supported in part by the Jindal Chair and the Jindal Research Fellowship at UT Dallas.
Publisher Copyright:
© Copyright of the Academy of Management, all rights reserved.
PY - 2018/9
Y1 - 2018/9
N2 - New institutionalism as a research area is thriving in the strategic management literature. The importance of institutional realities and transitions is also evident around the world. Yet, institutions are not explicitly and widely taught in strategy courses. We suggest that it is time to bring institutions into strategy teaching. Specifically, how can strategy teaching be enriched with enhanced institutional flavors? What topics can particularly benefit from bringing more institutional flavors into teaching? We argue that injecting more institutional flavors will make strategy teaching-and ultimately learning-more insightful, realistic, and balanced. To substantiate our case, we leverage progress in four areas of new institutionalism research to shed light on a series of topics widely taught in strategy courses: (1) market entry, (2) strategic alliances, (3) mergers and acquisitions (M&As), (4) corporate governance, and (5) corporate social responsibility (CSR). Overall, we suggest that bringing institutions into teaching will enhance both the rigor and relevance of strategy courses.
AB - New institutionalism as a research area is thriving in the strategic management literature. The importance of institutional realities and transitions is also evident around the world. Yet, institutions are not explicitly and widely taught in strategy courses. We suggest that it is time to bring institutions into strategy teaching. Specifically, how can strategy teaching be enriched with enhanced institutional flavors? What topics can particularly benefit from bringing more institutional flavors into teaching? We argue that injecting more institutional flavors will make strategy teaching-and ultimately learning-more insightful, realistic, and balanced. To substantiate our case, we leverage progress in four areas of new institutionalism research to shed light on a series of topics widely taught in strategy courses: (1) market entry, (2) strategic alliances, (3) mergers and acquisitions (M&As), (4) corporate governance, and (5) corporate social responsibility (CSR). Overall, we suggest that bringing institutions into teaching will enhance both the rigor and relevance of strategy courses.
UR - http://www.scopus.com/inward/record.url?scp=85067877700&partnerID=8YFLogxK
U2 - 10.5465/amle.2017.0120
DO - 10.5465/amle.2017.0120
M3 - Article
AN - SCOPUS:85067877700
SN - 1537-260X
VL - 17
SP - 259
EP - 278
JO - Academy of Management Learning and Education
JF - Academy of Management Learning and Education
IS - 3
ER -
