Peter Lane

An entrepreneur turned academic, Professor Peter Lane uses rigorous scholarship to address real-world problems in corporate strategy, leadership, change management, and innovation. Peter has worked with MBAs, managers and executives in the U.S., Europe and Asia as an educator and a consultant. He has helped a wide range of companies and organizations improve their effectiveness and their ability to respond to challenging environments.

The 26 academic articles and book chapters that Peter has published have been cited by other scholars over 15,000 times. He served on the editorial boards of Organization Science, Journal of International Business Studies, and Journal of Management, as well as in leadership positions in the Academy of Management and Strategic Management Society. He served as co-director of Arizona State’s MBA program and UNH’s MS Management of Technology programs. Peter has chaired Paul College’s Marketing Department and served as it’s Associate Dean for Faculty & Graduate Programs.

Education

• Ph.D., Business Admin.&Managemt, University of Connecticut
• M.B.A., Business Admin.&Managemt, University of Massachusetts - Amherst
• B.A., History Teacher Education, University of New Hampshire

Research Interests

• Change and transformation
• Corporate/Strategic Planning
• Innovation
• Leadership

Courses Taught

• ADMN 840: International Business
• ADMN 905: Corporate Consulting Project I
• ADMN 906: Corporate Consulting Projct II

Selected Publications

• Floyd, S. W., & Lane, P. J. (2010). Facilitating Strategic Renewal by Managing Strategic Role Conflict. In HANDBOOK OF TOP MANAGEMENT TEAMS (pp. 449-459). Retrieved from http://gateway.webofknowledge.com/
• Makri, M., Hitt, M. A., & Lane, P. J. (2009). Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions. Strategic Management Journal, n/a. doi:10.1002/smj.829
• Makri, M., & Lane, P. J. (2007). A search theoretic model of productivity, science and innovation. R&D Management, 37(4), 303-317. doi:10.1111/j.1467-9310.2007.00477.x
• Lubatkin, M., Lane, P. J., Collin, S., & Very, P. (2007). An embeddedness framing of governance and opportunism: towards a cross-nationally accommodating theory of agency. Journal of Organizational Behavior, 28(1), 43-58. doi:10.1002/job.402
• Makri, M., & Lane, P. J. (2007). Responding to technological maturity: A socio-cognitive model of science and innovation in technological communities. The Journal of High Technology Management Research, 18(1), 1-14. doi:10.1016/j.hitech.2007.03.001
• Lane, P. J., Koka, B. R., & Pathak, S. (2006). The Reification of Absorptive Capacity: A Critical Review and Rejuvenation of the Construct. Academy of Management Review, 31(4), 833-863. doi:10.5465/amr.2006.22527456
• Sirmon, D. G., & Lane, P. J. (2004). A model of cultural differences and international alliance performance. Journal of International Business Studies, 35(4), 306-319. doi:10.1057/palgrave.jibs.8400089
• Dess, G. G., Ireland, R. D., Zahra, S. A., Floyd, S. W., Janney, J. J., & Lane, P. J. (2003). Emerging Issues in Corporate Entrepreneurship. Journal of Management, 29(3), 351-378. doi:10.1016/s0149-2063_03_00015-1
• Lane, P. J., Salk, J. E., & Lyles, M. A. (2001). Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal, 22(12), 1139-1161. doi:10.1002/smj.206
• Lubatkin, M., Florin, J., & Lane, P. (2001). Learning together and apart: A model of reciprocal interfirm learning. Human Relations, 54(10), 1353-1382. doi:10.1177/a019198