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William Carter, Ph.D.

Assistant Professor
Dean Clifford C. James Chair for Distinguished Teaching

Department of Management and International Business
Office: Business Center 553
Phone: 410.837.5574
E-mail: wcarter@ubalt.edu

Education:

  • Ph.D., University of North Texas
  • M.B.A., Southern Methodist University
  • B.S., Oklahoma State University
  • Bio

    After graduating from Oklahoma State University and completing an MBA degree at Southern Methodist University, Dr. Carter began his career in the management consulting field. Over a career spanning more than two decades, he worked through a variety of marketing management roles up to the position as Vice President of Marketing and Strategic Planning for a large privately held specialty consumer products firm. Dr. Carter has also owned and operated his own small business.

  • Research Interests

    Grounded in his experience in top management in a firm facing significant market change, Dr. Carter’s primary research interests relate to questions about how firm’s respond to and strategize around external changes such as radical technological developments. With a scope that addresses established incumbent firms all the way through inventors attempting to launch radical new technologies, Dr. Carter’s research aims to advance scholarly understanding of the range of variables affecting strategic adaptation as well as to advance prescriptive theory to improve decision making by executives and entrepreneurs whose firms face major external changes.

  • Teaching Interests

    The primary area of Dr. Carter’s teaching is Strategic Management, the integrative capstone course for all business school graduates. He enjoys the experience of helping students bring together all of their prior education and pertinent work experience to gain an understanding of the ‘big picture’ of analyzing and managing organizational performance.

  • Recent Publications

    Intellectual Contributions

    Book Chapters

    Salimath, M. S., & Carter, W. (2014). The path to sustainable technological entrepreneurship. Edward Elgar Publishing.

    Refereed Journal Articles

    Carter, W. (2015). Ambidexterity deconstructed: A hierarchy of capabilities perspective. Management Research Review. 38(8), 794-812.

    Carter, W., Davis, P., Herchen, J., & Chandna, V. (2013). Pitfalls and Paradoxes: Coping with the capabilities-rigidities dilemma in whole networks. Journal of Business Strategies. 30(2), 97-119.

    Strutton, D., & Carter, W. (2013). Reducing biases in cross-cultural top management team decision-making processes. International Journal of Business Administration. 4(3), 1-13.

    Presentations

    Carter, W., & Salimath, M. Southern Management Association annual conference, "Incumbent response to emerging radical technology: The influence of competitive interdependence on strategic choice," Southern Management Association, Charlotte, NC. (2016).

    Carter, W., & Salimath, M. S. Southern Management Association Annual Meeting, "Incumbent response to technological innovation: The influence of competitive dynamics on strategic choice," Savannah, GA. (2014).

    Carter, W. Southwest Academy of Management Annual Meeting, "Specialists, advocates, and stewards: Process role identities in top management teams and their influence on team performance," Dallas, Texas. (2014).

    Carter, W., & Salimath, M. S. Southwest Academy of Management Annual Meeting, "Sustainability Implementation: Insights from Business and Research," Dallas, Texas. (2014).

    Carter, W. Academy of Management Annual Meeting, "Stakeholder response to CSR: The mediating role of authenticity judgments," Orlando, FL. (2013).

    Carter, W. Academy of Management Annual Meeting, "Survivability and stability thresholds and the use of HPWPs in early-stage firms," Orlando, FL. (2013).

    Carter, W. Academy of Management Annual Meeting, "Ambidexterity deconstructed: A hierarchy of capabilities perspective," Orlando, FL. (2013).

    Carter, W., & Salimath, M. S. Sustainability, Ethics, and Entrepreneurship Conference, "Sustainable technological entrepreneurship: A multi-level framework," Denver, CO. (2013).

    Carter, W., & George, B. Decision Sciences Institute Annual Meeting, "Perceptions of team environments, decision process quality, and shared leadership behaviors: Examining antecedents of perceived team effectiveness," San Francisco, CA. (2012).

    Carter, W., Davis, P., Herchen, J., & Chandna, V. Southern Management Association Annual Meeting, "Coping with the capabilities-rigidities dilemma in whole network organizations," Ft. Lauderdale, FL. (2012).

    Carter, W. Academy of Management Annual Meeting, "Strategic Ambidexterity: Paradoxical strategy-making styles and the exploration-exploitation continuum," Boston, MA. (2012).

    Carter, W. Academy of Management Annual Meeting, "Time urgent personalities in self-directed teams: Anxiety in response to a favored work design model," Boston, MA. (2012).

    Research in Progress

    "Research commentary: Security competence as a strategy variable for the digital world" (Planning)
    We find that the management literature has inadequately addressed the timely topic of digital security. In this research commentary, we define the scope and importance of digital security, connect the notion of digital security competence to common frameworks in the strategic management literature, and conclude with a research agenda for the field.

    "Strategist or software? Artificial intelligence and strategic decision-making" (Planning)
    An integration of literature on the current and expected progress of artificial intelligence as a tool for strategic decision-making and the implications of applying AI into human team-based decision making processes.

    "The TMT Exercise: An experiential capstone integration tool" (On-Going)
    An empirical analysis, and practical implementation description, of an experiential exercise for MBA capstone strategic management courses.

    "The U.S. Space Launch Industry: Ecosystem Evolution as Entrepreneurial Context" (On-Going)
    Based on a historical analysis of the emergence of the commercial space launch industry in the U.S., we examine the co-evolution of critical ecosystem-level factors that inhibit or enable new venture creation.