David Jemison

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David Jemison is Associate Professor of Management & Finance and the director of an MBA programme at the McCombs School of Business in Austin. His area of expertise is strategic management. Furthermore, David Jemison is also a faculty member at Stanford University and Indiana University.

Biography David Jemison

Prior to his academic career, David Jemison was a procurement officer in the US Air Force. He received his B.Sc. degree and MBA degree from the University of Ohio and he obtained his doctorate (Ph.D.) from the University of Washington.

His research focuses on strategic management processes in diversified companies. He has developed the acquisition integration approach model (AIA-model) with Philippe Haspeslagh. This model provides organizations with an insight and guidance in Mergers and Acquisition on choosing the best integration approach. His recent research focuses on business combinations as a vehicle for strategic renewal and how organizations learn from their activities.

David Jemison is the author of many articles and books on general management, strategy development, strategy implementation, the management of diversified organizations and mergers and acquisitions. His book Managing Acquisitions: Creating Value through Corporate Renewal, which he co-authored with author Philippe Haspeslagh (Free Press / McMillan 1991), received the George R. Terry Award from the Award Academy of Management for the most significant contribution to advancing management knowledge.

David Jemison has built up extensive education and consulting experience in North America, Asia, Europe and Latin America. His advice on subjects such as strategy development, strategy implementation, mergers and acquisitions, corporate partnerships and organizational design have been adopted by international organizations.

Publications and books by David Jemison et al.

  • 2002. Rethinking Strategy (Book). Administrative Science Quarterly 47, 739.
  • 1996. Acquisition Decision-Making Processes: The Central Role of Risk. Journal of Management 22, 723-736.
  • 1996. Creating Value in Acquisitions, in Managing the Multibusiness Company: Strategic Issues for Diversified Groups. M. Goold and K.S. Luchs, eds. London, England: Routledge.
  • 1994. Creating the Atmosphere for Value Creation, in The Management of Corporate Acquisitions: International Perspectives.  G. Vonkrogh, A. Sinatra, and H. Singh, eds. London, England: The MacMillan Press, Ltd.
  • 1992. Industry Restructuring, Acquisitions, and the Value Creation Process, in Perspectives on European Industrial Restructuring. I. Walter, K. Cool, and D. Neven, eds. London, England: Basil Blackwell.
  • 1991. How Experienced Buyers Manage the Acquisition Decision Process. The Journal of European Mergers and Acquisitions 3, 37-48.
  • 1991. Managing Acquisitions: Creating Value Through Corporate Renewal. New York, NY: Free Press.
  • 1991. The Challenge of Renewal Through Acquisitions. Planning Review 19, 27-32.
  • 1989. Business Strategy, Market Structure, and Risk-Return Relationships: A Casual Interpretation. Strategic Management Journal 10, 507-522.
  • 1989. Hybrid Organizations as Strategic Alliances: Theoretical and Practical Issues in Organizational Combinations. Academy of Management Review 14, 234-249.
  • 1988. Value Creation in Acquisition Integration – The Role of Strategic Capability Transfer, in Corporate Reorganization Through Mergers, Acquisitions, and Leveraged Buyouts. G. Leibcap, ed. Greenwich, CT: JAI Press.
  • 1987. Acquisitions: Myths and Reality. Sloan Management Review 28, 53-58.
  • 1987. Risk and the Relationship Among Strategy, Organizational Processes, and Performance. Management Science 33, 1087-1101.
  • 1986. Acquisitions: The Process Can Be a Problem. Harvard Business Review 64, 107-116.
  • 1986. Corporate Acquisitions: A Process Perspective. Academy of Management Review 11, 145-163.
  • 1984. The Importance of Boundary Spanning Roles in Strategic Decision Making. Journal of Management Studies 21, 131-152.
  • 1984. The Role of the Division General Manager in Corporate Strategic Management. in Advances in Strategic Management, G. Leibcap, ed. Greenwich, CT: JAI Press.
  • 1983. Corporate Governance in Mutual Insurance Companies: The Issues, the Evidence and the Implications. Journal of Business Research 11, 501-521.
  • 1982. Analyzing Corporate Culture in its Strategic Context. Exchange: The Organizational Behavior Teaching Journal 7, 37-41.
  • 1981. Organizational vs. Environmental Sources of Influences in Strategic Decision Making. Strategic Management Journal 2, 77-89.
  • 1981. The Business Policy Course: Some Thoughts on the Use of Alternative Theory Bases and Career Preparation for Teaching. The State of the Art in Teaching Business Policy, R.A. Ajami, ed. Columbus, OH: Ohio State University Press.
  • 1981. The Importance of an Integrative Approach to Strategic Management Research. Academy of Management Review 6, 601-608.
  • 1981. The Need to Reform Corporate Governance in the Mutual Insurance Industry. The Journal of Business Strategy 2, 52-60.
  • 1980. Mutual Property/Casualty Insurance Company Boards of Directors: Size, Composition and Structure. 81, 29-40.
  • 1980. Reframing the Business Policy Course: Alternatives and Implications. Exchange: The Organizational Behavior Teaching Journal V, 20-27.
  • 1979. Strategy Making Influence in Boundary Spanning Roles. Proceedings of the Thirty-Ninth Annual Meeting of the Academy of Management.

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