This list below is a representative sample of doctoral courses and may change without notice.
AC 901, A1, Introduction to Accounting Research
Introduction to basic tools in financial accounting and managerial accounting research; domain of accounting research and research methods employed; using computerized databases in large sample financial accounting studies; basic managerial accounting modeling tools. Credits: 4.
AC 909, A1, Contemporary Topics in Accounting
This course, required of accounting doctoral students, introduces several fields of contemporary accounting research and research methodologies which are not covered in the financial accounting, managerial accounting, and research methods seminars. This seminar is also intended to provide an opportunity for students to study interdisciplinary research involving accounting. Credits: 4.
AC 918, A1, Financial Accounting Research
This course, required of accounting doctoral students, covers contemporary research in financial accounting, reviewing major trends and addressing methodological issues in such research. The course emphasis is on development of skills in designing and executing research projects involving financial accounting. Credits: 4.
AC 919, A1, Managerial Accounting Seminar
This course, required of accounting doctoral students, covers contemporary research in managerial accounting. We review major trends in analytical and empirical research, including agency theory. Students are required to design a research project around a managerial accounting question. Credits: 4.
DS 907, A1, Teaching, Publishing and the Dissemination of Knowledge
This course, required of all SMG doctoral students, introduces students to the craft of teaching, based upon an understanding of how students learn. Topics covered include: teaching by the case method, simulations, teaching and technology, and how students learn as both individuals and members of a team. Credits: 4.
IS 910, A1, Perspectives on Information, Organization and Strategy
The focus of this course will be on information, how it is shared and assessed across a variety of actors and how value can be generated by it in organizational and market contexts. The perspectives on information will be anchored by two disciplinary positions: economics and organization theory. The goal will be to bring a strong disciplinary approach and contrast to information and apply to classic challenges for organization and strategy (markets). The course will consist of a variety of readings as well as guest speakers representing these perspectives. The output of the course will consist of short “reaction” papers as well as a final paper where the students state their perspectives on information and apply it to the primary research question(s) driving their graduate studies. Open to all PhD students at Boston University. Also open to MBA students with the faculty member’s consent. Credits: 4.
IS 915, A1, Methods and Models for IS Research
This seminar examines two sets of methods and models and explore implications for IS research. The first part covers the structural equation models as a way of representing and testing theoretical assertions and hypotheses. The second part s at the recent developments in network methods and models to explore how we can better understand IS research from a network centric point of view. Collectively, the aim is to better understand the interplay between theory and methods in IS research. Credits: 4.
IS 916, A1, Doctoral Seminar in Information Systems: IS in the Organizational Context
This course covers important IS theories and also organizational theories that are relevant to the field of information systems. The focus is on organizational information processing as a lens for understanding information technology in the networked economy. We will begin with a short section on research methods so that students have a framework for understanding the research articles covered. We then delve into the research starting at the industrial level of analysis, moving down into the organizational and team levels, ending with individual-level theories of information acquisition. Credits: 4.
IS 919, A1, Seminar in Information Systems
This seminar focuses on the more “technical” side of research in the field of information systems, including the basic technologies that researchers have in their toolkit that form the basis for creating knowledge management systems. In addition, the readings will show how the technologies will map to generic types of organizational problems leading to an understanding of how various types of decision-making and problem solving in organizations can be supported by using knowledge management systems. Credits: 4.
MK 914, F1, Seminar in Consumer Behavior
Understanding consumers is a critical determinant of success in most enterprises and, as such, is central to almost all of the activities and functions within an organization. MK914 is designed to familiarize students with the major theoretical streams of research concerning consumers and their behavior patterns. The objective of the course is to instill in students not only a knowledge of the current “state of the art” in consumer research but also an ability to apply behavioral science theories to broader issues associated with behavior in the marketplace. Thus, although the course will have a primary focus on consumers and their behaviors, the course is also recommended for those seeking a general understanding of the application of social science theories to behavior within business contexts (e.g., managerial decision making, information processing, knowledge transfer). Credits: 4.
MK 916, A1, Seminar in Distribution Channels and Interorganizational Relations
This course will provide an opportunity to (1) develop an individualized understanding of distribution management as a field of scientific inquiry; (2) consider fundamental questions concerning the field of distribution and work toward tentative answers to these questions; and (3) gain a better, more mature, sense of distribution knowledge as presented in the marketing literature and other allied literatures. These goals will be accomplished by evaluating and discussing the extant literature on distribution management critically from both methodological and theoretical perspectives. It is hoped that students will develop their own research agendas pertaining to this field based on the discussions, readings, and assignments. Credits: 4.
MK 928, A1, Mathematical Modeling and Marketing
There are many decision problems in marketing that require mathematical modeling, using operations research/ management science approaches. This type of modeling is distinct from “statistical modeling;” this latter type of modeling is very worthy of study, and is heavily covered in various other courses you will take or have taken (e.g., QM915: Multivariate Analysis; QM917: Experimental Design; most of the MK doctoral seminars). Some problems require (and some journal articles use) a mixture of both types of modeling. Credits: 4.
OB 915, A1, Seminar on Careers Research and Theory
This seminar will examine major theoretical models and research on the process of how careers unfold in and out of organizations. It will examine both the more traditional issues of career dynamics in organizational settings (e.g., internal labor markets, tournament mobility systems, organizational socialization) as well as emergent issues of boundaryless, protean, or “free agent” career processes, such as career transformation, career networks, developmental relationships, adult development, and emotional competencies. Credits: 4.
OB 918, A1, Seminar in Micro-Organizational Behavior
The goal of this doctoral seminar is to familiarize students with major conceptual frameworks, debates, and developments in contemporary – behavior. Micro-organizational behavior scholarship draws primarily from the field of psychology to theorize and explore individual, interpersonal, and group level issues within the workplace. This seminar will feature sessions by a number of OB department faculty with special expertise in the areas of leadership, careers, mentoring, groups, and other topics. Credits: 4.
OB 919, A1, Seminar in Macro-Organizational Behavior
This course examines theory and research about organization design, relations between organizations and environments, and inter-organizational relations. The emphasis is on the behavior of organizations as systems themselves and on their relations with the larger context in which they are embedded. The course examines topics such as organizations as open systems, as institutions, as elements in ecological systems and other perspectives on large scale organization theory and dynamics. The course is a basic survey of theory and research on macro-organizational theory. Credits: 4.
OB 920, A1, Advanced Theory in Organizational Behavior
For PhD Organizational Behavior majors. An advanced seminar to help students understand and articulate a theory of practice as developing social scientists. The course bridges the gap between theory and practice in fieldwork—broadly defined to include research, consulting, training, and teaching. Concretely, we look at what happens when social scientist meets organization. Students are introduced to the literature in which social scientists from many disciplines reflect on their field experience and are expected to discuss and analyze their own ongoing work as practitioners in the field. Credits: 4.
OB 923, Field Studies Seminar
As management researchers seek to understand questions of ‘how’ and ‘of what’ in addition to the more traditional question of ‘how many,’ qualitative methods are taking a central place in our field’s methodological practice. One indicator is the publication of qualitatively based articles by major journals in the sub-disciplines of organizational behavior, information systems, strategy, accounting, and marketing. This doctoral-level seminar has two objectives: to explore the range of methodological practices and processes associated with conducting and composing high quality qualitative research, and to draw particular attention to the important processes of observing, discovery, justification, and writing. Open to MBA students with approval from faculty member. Credits: 4.
OM 920, A1, Seminar in Management of Technology
Globalization, technology trends, innovation, and reliance on information are raising new types of operational challenges in a variety of industries. Students in this seminar survey classic operations and technology strategy frameworks. Research themes address the linkage and consistency in operations and strategic decisions; productivity and performance measures; sourcing, staffing, and learning strategies; investments in capacity, flexibility, time-based competition, and new product development; product and process architecture; technological and organizational disruptions; simultaneous management of product, process, and supply chain technologies. Implementation issues are explored with tasks, projects, processes or firms as the unit of analysis. OM920 is open, with faculty member’s consent, to any MBA student who has taken OM725/726 (OTM Core course). It is suitable for MBA students who wish to get into supply chain/ product portfolio management related consulting practice based on use of analytical tools. Credits: 4.
OM 925, Service Operation and Quality Management
This seminar surveys the field of service operations from a number of perspectives. Topics include the service economy, service taxonomy, service strategy, service quality and productivity, service management, service marketing, and technology. Other aspects of service operations management such as planning and scheduling are also examined. Seminar participants will have the opportunity to investigate their own areas of interest within the service operations field (such as professional service firms, health care organizations, airlines, and call centers). The field of quality management is also surveyed, from the “classic” works of the quality gurus to focused academic studies. In both fields, linkages to theory and to designing research on quality management are emphasized. Credits: 4.
OM 928, A1, PhD Research Seminar: Economics and Operations Management
Economics has brought profound impact on business research, operations management (OM) included. This doctoral seminar focuses on the intersection of economics and OM, and surveys the academic literature from two perspectives. First, it examines the influence of micro-economic theory, particularly game theory, on analytical OM research. Topics covered include incentives, information sharing, competition, and coordination in inventory and supply chain management. Next, it surveys the development of empirical research in the field of manufacturing and service operations. Topics that will be discussed include product development, inventory management, service quality, and revenue management.
The course is discussion-based. Each participant will be in charge of at least one class. Each student will also complete a final paper that reports on new research. The paper should outline a research topic, lay out a research plan, offer some results, and discuss future research. Students will present their research in the final sessions. Credits: 4.
QM 915, F1, Multivariate Data Analysis
This course examines an extensive coverage of multiple regression models and diagnostics and an analysis of variance. Other topics covered include Cluster Analysis, Factor Analysis, Discriminant Analysis, and a brief introduction to Log-linear models. Credits: 4.
SI 912, A1, Reading Seminar: Classics in Strategic Management
This course traces the evolution of modern management theory through a set of “classic” books. Since the era of scientific management in the early 1900s, and continuing to the present, the literature of management is an integration of theory and practice. Each shift in focus has produced or been characterized by a seminal scholarly work. The reading list is drawn from books that have application to all subfields of management. Open to second-year MBA students with faculty member’s consent. Must meet with faculty member to discuss course content and goals. Credits: 4.
SI 918, A1, Doctoral Seminar in Strategy and Organization
This course introduces doctoral students to organizational aspects of strategic management. The course focuses on the determinants of the firm’s organizing choices, and how those choices interact with the firm’s strategy to impact performance. In the first part of the course, we study organizational choices aimed at achieving economic efficiency through enhanced coordination and motivation. The second part studies how social and political structures of the firm help determine its organizing choices and organizational learning. The course combines economic approaches to organizations with traditional organization theory. Credits: 4.