Richard Ivey Building 3361
- Leadership and Strategy
- Developing High-Execution Cultures
- Organizational Change
- Employee Engagement
- Talent Spotting and Development
- To search for publications by a specific faculty member, select the database and then select the name from the Author drop down menu.
Professor Loree joined the Ivey School of Business in July 2000. Before moving to Ivey, he was a faculty member in the Management Department at Texas A&M University, where he served as a core faculty member of the full-time MBA program. David received a B.S. in electrical engineering from Bradley University, an MBA from University of Dallas, and a Ph.D. in Organizations, Strategy, and International Management from University of Texas. Before moving into executive education, he previously worked as a design and reliability engineer with Texas Instruments, Inc. on various national defense-related projects.
David has received the Ivey Teaching Innovation Award for innovative course design and curriculum. He currently teaches in the areas of leadership, management behaviour and change management for the core MBA programs in Canada as well as the Executive MBA programs in Canada.
David is the Director of the Ivey Leadership Program -- named by Financial Times as one of the world’s top ten programs in general management and leadership. He has also designed and delivered executive education programs for private clients such as Effem / Mars, KPMG, NCR, McCain Foods, Maple Leaf Foods, Ontario Power Generation (both hydro and nuclear divisions of the company), Volvo, Dofasco, The Globe and Mail (Canada’s largest-circulation national newspaper), General Dynamics Land Systems, HSBC, Bank of China Hong Kong, Manulife, ING-Canada, TD Bank Financial Group, Canwest, Magellan Aerospace, Rogers Communications, Ontario Power Authority, Canadian Standards Association, Schulich School of Medicine (Western University), Teknion Office Products, Certified General Accountants Association, Pelmorex (The Weather Network), Ministry of Attorney General, Aecon Construction Group, Cari-Med Ltd., Open Text, Royal Bank of Canada, The Learning Partnership, Bruce Power (Nuclear), Ontario Teacher’s Pension Plan, Great-West Lifeco, Greater Toronto Airport Authority, and Price Waterhouse Coopers.
- Organizational Behaviour
- Executive Education
- BSEE, Bradley University
- MBA, University of Dallas
- PhD, University of Texas at Dallas
Recent Refereed Articles
Bapuji, H.; Loree, D. L.; Crossan, M. M.,
2011, "Connecting External Knowledge Usage and Firm Performance: An Empirical Analysis", Journal of Engineering and Technology Management, November 28(4): 215 - 231.
Abstract: Prior research suggests that firms create breakthrough innovations by using external knowledge, but it also underscores the difficulties firms face in acquiring and applying external knowledge. In this paper, we combine these insights to examine the conditions under which external knowledge usage will either enhance or erode firm performance. In particular, we argue that high external knowledge usage has a negative effect on performance when firms enter multiple new product markets, but a positive effect on performance when firms using external knowledge have higher absorptive capacity. We find general support for our hypotheses, which we test using patent citation data from the global integrated circuit manufacturing industry. Our findings have important implications for managers of firms making strategic decisions about their firms’ product portfolios and the degree to which they use external knowledge.
Link(s) to publication:
Loree, D. L.,
2008, "Density-dependent Strategic Action: Outcomes of Structural Market Commitment in the Global Integrated Circuit Industry", Journal of Engineering and Technology Management, June 25(1-2): 23 - 57.
Abstract: This study develops theory regarding organizational survival and technology management in global, technology-intensive industries. Findings indicate that ecological effects on survival localize to the level of separate international markets as an industry becomes global. How firms structurally participate in these markets moderate these ecological forces. Strategic choices about technology management, such as centralized versus decentralized manufacturing and R&D operations, help firms "crack" densely packed markets. The developed theory is tested with firm-level data on the structure and international presence of all organizations in the worldwide population of integrated circuit manufacturers, from 1961 to 1994.
Levitas, E.; McFadyen, M. A.; Loree, D. L.,
2006, "Survival and the Introduction of New Technology", Journal of Engineering and Technology Management, December 23(3): 182 - 201.
Loree, D. L.; Chen, C.; Guisinger, S.,
2000, "International Acquisitions: Do Financial Analysts Take Note?", Journal of World Business, October 35(3): 300 - 313.
Abstract: Recent research has determined that managers are increasingly concerned with how institutional investors and securities analysts view their companies' long term strategies. This article examines characteristics of international acquisitions that influence professional stock analysts' estimates of the acquirer's earnings per share. Previous international acquisition experience and target country operating experience positively affect analysts' estimates of stock earnings, and relatedness between the parent and target business lines also affects analyst estimates when viewed in light of operating experience in the acquisition target's home country.
Loree, D. L.; Guisinger, S.,
1995, "Policy and Non-Policy Determinants of US Equity Foreign Direct-Investment", Journal of International Business Studies, December 26(2): 281 - 299.
Abstract: The effects of policy and non-policy variables on the location of new US direct investment abroad (as distinct from reinvested earnings of existing affiliates), using 1977 and 1982 Benchmark data are examined. The data revealed statistically significant effects for investment incentives (positive), performance requirements (negative), and host country effective tax rates (negative) with interesting differences between the 2 time periods and between developed versus developing countries. Significance was also found for non-policy variables such as political stability, cultural distance, GDP per capita, and infrastructure.
- Western University Assistant Professor (2000-present)
- Texas A&M University Assistant Professor (1995 - 2000)
- University of Texas at Dallas Instructor (1992 - 1995)
- Texas Instruments, Inc. Design and Reliability Engineer (1987 – 1992)