William Carter, Ph.D.
Dean Clifford C. James Chair for Distinguished Teaching
Department of Management and International Business
Office: Business Center 553
- Ph.D., University of North Texas
- M.B.A., Southern Methodist University
- B.S., Oklahoma State University
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.
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.
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.
Refereed Journal Articles
Carter, W., & Salimath, M. S. (2019). Diving into strange waters: Incumbent adoption of emerging radical technology. International Journal of Business Innovation and Research. 18(3), 346-368.
Carter, W., & Stickney, L. T. (2019). A Capstone for the Capstone: An Experiential Exercise in Strategic Management. Journal of Management Education.
Carter, W. (2015). Ambidexterity deconstructed: A hierarchy of capabilities perspective. Management Research Review. 38(8), 794-812.
Patino, A., Katsanis, L., Carter, W., & Pitta, D. A. Global Brand Conference, "Startups and branding: Can early lifecycle stage organizations manage to brand?," Berlin, Germany. (2018).
Carter, W., & Jackson, G. Academy of Management Annual Meeting, "Clockspeed, competition, and cooperation: Incumbent motives to participate in the market for ideas," Academy of Management, Chicago, IL. (2018).
Carter, W., & Pezeshkan, A. Academy of Management Annual Meeting, "The U.S. space launch industry: ecosystem evolution as entrepreneurial context," Academy of Management, Chicago, IL. (2018).
Carter, W., & Stickney, L. T. Annual Meeting of the Academy of Management, "A Capstone for the Capstone: An Experiential Exercise in Strategic Management," Academy of Management, Chicago, IL. (2018).
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).
Research in Progress
"Artificial intelligence and the disruption of management team decision-making theory" (Writing Results)
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.
"Incumbent adaptation to technological change: Capacity, choice, and competition" (Writing Results)
review/extension of literature explaining variation in the effectiveness of responses by incumbent firms to exogenous, radical technological change.
"Reviewing Reviews, Reviewers, and Reviewing: Seeing inside the blind review system" (On-Going)