Dr. Dave Luvison
Affiliate Assistant Professor
Sellinger Hall 425
Dr. Dave Luvison is an Affiliate Assistant Professor in the Sellinger School of Business and Management at Loyola University Maryland and a Fulbright Specialist.
His research focuses on alliance capability and organizational culture, as well as the implications of behavioral processes on strategic alliance performance. His academic research has been published in The International Journal of Strategic Business Alliances, Management Decision, and The Journal of Applied Management and Entrepreneurship, as well as various edited books.
Prior to his career in academe he spent 25 years creating and directing partner and alliance programs in industry and continues to develop curriculum and consult in the area of alliance management practice. 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 three courses on strategic alliances.
2011 DBA, Management, Nova Southeastern University, Ft. Lauderdale, FL.
2008 CSAP (Certified Strategic Alliance Professional), Association of Strategic Alliance Professionals, Canton, MA.
1976 MBA, Finance, Miami University, Oxford, OH.
1973 BA, cum laude, English Literature/Education, John Carroll University, University Heights, OH.
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., de Man, A. P., & Pearson, J. (2011). Building an alliance culture: Lessons from Quintiles. In T. K. Das (Ed.), Behavioral perspectives in strategic alliances (pp. 51-81). 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.
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.