Executive in Residence – Management and Organizations
Contact
410-617-2679
Sellinger Hall 206
dluvison@loyola.edu
https://loyola.zoom.us/j/9375060484
Biography
Dr. Dave Luvison holds the rank of Executive in Residence in the Sellinger School of Business and Management at Loyola University Maryland and is a Fulbright Specialist. He earned his doctorate of Business Administration from the H. Wayne Huizenga School of Business and Entrepreneurship at Nova Southeastern University.
His research and applied interests lie in the areas of inter-organizational collaboration and strategic alliances. Prior to entering teaching, Dave accumulated over 20 years of hands-on experience managing alliances, building alliance programs and consulting to firms in the area of alliance management. He holds a Certified Strategic Alliance Professional (CSAP) level certification from The Association of Strategic Alliance Professionals (ASAP), was one of the editors of The ASAP Handbook of Alliance Management: A Practitioner’s Guide and has written the official review courses for both levels of the association’s certification exams. He also serves as a faculty member for the American Management Association, where he authored courses on collaboration and strategic alliances. His academic research has been published in Journal of Management Inquiry, Business Horizons, Group and Organization Management, The International Journal of Strategic Business Alliances, Management Decision, and The Journal of Applied Management and Entrepreneurship, as well as various edited books.
Education
2011 DBA, Management, Nova Southeastern University, Ft. Lauderdale, FL.1976 MBA, Finance, Miami University, Oxford, OH.
1976 MBA, Finance, Miami University, Oxford, OH.
1973 BA, cum laude, English Literature/Education, John Carroll University, University Heights, OH.
de Man, A. P., Luvison, D., & de Leeuw, T. (2022). A temporal view of the academic-practitioner gap. Journal of Management Inquiry, 3(2), 181-196.
de Man, A. P., & Luvison, D. (2019). Collaborative business models: Aligning and operationalizing alliances. Business Horizons, 62(4), 473-482.
Luvison, D., & Cummings, J. L. (2017). Decisions at the boundary: Role conflict and alliance manager behaviors. Group & Organization Management, 42(2), 279-309.
Luvison, D., & Cummings, J. L. (2015). Assessing the impact of psychological processes on leader alliance performance expectations and alliance structuring. International Journal of Strategic Business Alliances, 4(2/3), 93-115.
Luvison, D., & de Man, A. P. (2015). Firm performance and alliance capability: The mediating role of culture. Management Decision, 53(7), 1581-1600.
de Man, A. P., & Luvison, D. (2014). Sense-making’s role in creating alliance supportive organizational cultures. Management Decision, 52(2), 259-277.
Luvison, D., & Marks, M. A. (2013). Team coordination in strategic alliances: Identifying conditions that reduce team willingness to cooperate. International Journal of Strategic Business Alliances, 3(1), 1-22.
de Man, A. P., & Luvison, D. (2012). Heeft uw organisatie een alliantiecultuur? Holland Management Review, (142), 50-55.
Luvison, D., & Bendixen, M. (2010). The behavioral consequences of outsourcing: Looking through the lens of paradox. Journal of Applied Management and Entrepreneurship, 15(4), 28-52.
Luvison, D. (2009). Alliance management at Eli Lilly: Lessons on how alliance capability contributes to sustainable advantage. Journal of Applied Management and Entrepreneurship, 14(3), 120-141.
Cummings, J. L., Luvison, D., & Steele, T. B. (2021). How alliance decision makers shape alliance success and failure. In T. K. Das (Ed.), Managing partners in strategic alliances (pp. 141-164). Charlotte, NC, USA: Information Age Publishing.
Luvison, D., de Man, A. P., & Pearson, J. (2021). Building an alliance culture: Lessons from Quintiles. In T. K. Das (Ed.), Cultural Values in Strategy and Organization (pp. 229-258). Charlotte, NC: Information Age Publishing.
(This chapter was originally published in 2011 in T. K. Das (Ed.), Behavioral perspectives in strategic alliances (pp. 51-81). Charlotte, NC: Information Age Publishing.)
Cummings, J. L., & Luvison, D. (2018). The effect of alliance managers’ role enactments on alliance performance under conditions of misalignment. In T. K. Das (Ed), Behavioral strategy for competitive advantage (pp. 145-170). Charlotte, NC: Information Age Publishing.
Marks, M. A., & Luvison, D. (2011). Product launch and strategic alliance multiteam systems. In S. J. Zaccaro, M. A. Marks & L. A. DeChurch (Eds.), Multiteam systems: An organizational form for dynamic and complex environments (pp. 33-52). New York: Routledge / Taylor & Francis.
Luvison, D., & Bendixen, M. (2011). A theory of the outsourcing firm. In F. J. Contractor, V. Kumar, S. K. Kundu & T. Pedersen (Eds.), Outsourcing and offshoring of business activities (pp. 73-104). Cambridge, UK: Cambridge University Press.
