Dr. Jeffrey L. Cummings
Professor of Management
Sellinger Hall 417
Strategic risk management, organizational alignment, implementing strategic-analysis and player-mapping frameworks, selecting appropriate strategic alliance and R&D partners, and the practice of alliance management.
Jeffrey L. Cummings, Ph.D., CSAP, is a Professor of Strategy and International Business in the Sellinger School of Business and Management at Loyola University Maryland where he has taught in the B.B.A., M.B.A. and Executive M.B.A. programs. Recently, Jeff led major curriculum changes as Department Chair and supported infusion of a strategic management-based approach for the school as Chair of the Sellinger Assembly. Jeff began his career after receiving an M.B.A. in finance in 1984, whereupon he worked as an investment banker and then management consultant delivering state of- the-art knowledge, advisory services and training on strategic issues and practices to management teams and boards seeking to improve their value adding activities. His advisory work, management seminars, off-sites, and research focus on strategic alignment, implementing strategic-analysis and player-mapping frameworks, and selecting appropriate strategic alliance and R&D partners. He earned his Ph.D. in international business strategy in 2002 from George Washington University.
Some of his advisory clients have included major financial institutions, software development companies, pharmaceutical companies, SMEs, not-for-profits, the World Bank and the U.S. Navy. Jeff is also a certified strategic alliance professional, having earned the CSAP designation from the Association of Strategic Alliance Professionals in 2013. He is currently co-developing strategic risk management curriculum with Lund University, Sweden, as part of an unfunded Fulbright, and supporting the alliance practice of ARM Partners, LLC.
Jeff has recently been published in Group & Organization Management, Long Range Planning, International Journal of Strategic Business Alliances, California Management Review, and Journal of Engineering & Technology Management. His hobbies include homebuilding, coaching soccer and mentoring entrepreneurs. He has lived in Boston, San Diego and rural Vermont, and now lives in Arlington, Virginia with his wife; his three older sons live nearby.
PhD, George Washington University
MBA, George Washington University
BBA, George Washington University
Managing Partners in Strategic Alliances (2021). “How Alliance Decision Makers Shape Alliance Success and Failure,” Information Age Publishing, Inc., pp. 141–164, with D. Luvison and T. Steele.
Behavioral Strategy for Competitive Advantage (2018). “The Effect of Alliance Managers’ Role Enactments on Alliance Performance under Conditions of Misalignment,” Information Age Publishing, Inc., pp. 145–170, with D. Luvison.
Group and Organization Management (2017). “How structural misalignments between partners and alliance managers’ role enactments affect alliance performance,” Vol. 42 (2), 279-309, with D. Luvison.
International Journal of Strategic Business Alliances (2015). “Assessing the impact of psychological processes on leader alliance performance expectations and alliance structuring,” Vol. 4, Nos. 2/3, pp. 93-115, with D. Luvison.
The ASAP Handbook of Alliance Management: A Practitioner’s Guide (2013). Chapter 2, 33-61.
International Journal of Strategic Business Alliances (2013). “The role of partnering factors in international learning alliance success,” Vol. 3, No. 1, 23-49, with S. R. Holmberg and Q. Yang.
Long Range Planning (2012). “Best-fit Alliance Partners: The Use of Critical Success Factors in a Comprehensive Partner Selection Process,” Vol. 45, 136-159, with S. R. Holmberg.
Journal of Business Case Studies (2011). “Susan’s Career Dilemma at MGR, LLC,” Nov./Dec., Vol. 7, No. 6., 49-62, with A. Mento.
Long Range Planning (2009). “Building successful strategic alliances: Strategic process and analytical tool for selecting partner industries and firms,” Vol. 42, 164-193, with S. R. Holmberg.
Journal of Teaching in International Business (2007). “Strategically assessing international business learning aims: A proposed model,” Vol. 18, Issue 2/3, 45-52, with R. J. Kashlak and P. Lorenzi.
Journal of General Management (2006). “The keys to successful knowledge sharing,” Vol. 31, No. 4, 1-18, with B. Teng.
Journal of Engineering and Technology Management (2003). “Transferring R&D knowledge: The key factors affecting knowledge transfer success,” Vol. 20, Issues 1-2, June, 39-68, with B. Teng.
Academy of Management Executive (2002). “Trade-offs in managing resources and capabilities,” Vol. 16, No. 1, 81-92, with B. Teng.
California Management Review (2000). “Identifying who matters: Mapping key players in multiple environments,” Vol. 42, No. 2, Winter 2000, 83- 104, with J. Doh. Reprinted in 2002 in Annual Editions: Organizational Behavior 01/02, McGraw-Hill/Dushkin.
Journal of International Business Studies (1999). “Cultural stability or change among managers in Indonesia?” Vol. 30, No. 3, Third Quarter 1999, 599-610, with M. Heuer and W. Hutabarat.
Awards and Honors
Best Article of the Year, Sellinger School of Business & Management. (2004).
Best Professor, George Washington University. (1999).
Management Consulting, Numerous Firms, Greater Baltimore region. (2002 - 2006).
Management Consulting, Numerous Private, Govt and Military Organizations. (1985 - 2006).
Association of Strategic Alliance Professionals
Academy of International Business
Academy of Management