Each week, the Daniels Debrief is featuring a researcher who conducts meaningful research that impacts their field and the wider community. Learn more about their work in Q&As with Melissa Archrpru Akaka, associate dean for faculty research. Email Melissa to nominate yourself or a colleague for a future Q&A.
Don Bergh joined the Daniels College of Business in 2006 and is the Louis D. Beaumont Chair of Business Administration, as well as a professor in the Department of Management. His research primarily explores mergers, acquisitions and divestitures, but he has also studied important ethical issues in academic research, and has greatly contributed to methodological advancement in the management field. Don has published numerous articles in a variety of journals, including multiple outlets on the Financial Times 50 and University of Dallas lists. He has also served in a variety of editorial roles, including editorial review boards, associate editor and editor-in-chief. His research extends beyond traditional management journals; he recently published an article in the Journal of International Business Studies that provides important methodological insights for the future of international business research.
Don Bergh
How did you get started with your research and how did it evolve?
I got into research because I always wanted to know more about what interested me. When I was a kid, I had an aquarium, so I had books to learn about how to take care of the fish. And I studied each fish to learn about how they worked. I never thought that was research, but that’s what I did.
I got into research because I always wanted to know more about what interested me. When I was a kid, I had an aquarium, so I had books to learn about how to take care of the fish. And I studied each fish to learn about how they worked. I never thought that was research, but that’s what I did.
I came from a family that didn’t have college graduates; my parents dropped out of school when they were in eighth grade or 10th grade. So I did not know about what happened in college until I started watching my own professors. It looked like a great job, to say: “I know how things work, but I don’t know why they work, but I bet there is a good reason why they work. And it led me into studying some very basic questions in management. Why do some acquisitions work and why do some not? Can we forecast the outcomes of these things so we can inform decision making? That’s what led me to do a PhD. Then, along the way, I learned that how we did our research methods wasn’t what the textbooks told us. It made me think about what we improve in how we do our studies. So my research really evolved from there into two themes: corporate strategy and research methods. And I’m still like that today. I love to solve puzzles.
You also teach in the Executive PhD program. What role do you think this program plays in an academic field?
I think it’s important one. We’re able to give students experience with deductive thinking, inductive thinking, philosophy of science and research methods. More generally, we teach them how to do academic research and then introduce them to various theories. They’re coming on board now with a knowledge of the world in which they’re entering, and I think it will ultimately reduce the differences between tenure-track and non-tenure-track faculty.
I think it’s important one. We’re able to give students experience with deductive thinking, inductive thinking, philosophy of science and research methods. More generally, we teach them how to do academic research and then introduce them to various theories. They’re coming on board now with a knowledge of the world in which they’re entering, and I think it will ultimately reduce the differences between tenure-track and non-tenure-track faculty.
What is your perspective on the role that academic research plays for these Executive PhD students who are staying or going back into practice?
First, it teaches them a thought process that they wouldn’t have ordinarily experienced. I think they’ve also been exposed to multifaceted approaches to problems, realizing the view they may have may not be the only view or the best way. There is a process by which they should go about learning and solving their problems. Second, it opens them up to academic literature that they may not have been aware of previously. They are introduced to this voluminous literature that they can draw upon, alongside their colleagues in their cohorts. They are close, they work together, they are very positive, very supportive of one another, and they have a team mentality. That certainly gives them resources, which I think becomes a third benefit. All three of those are different reasons why this program is valuable.
First, it teaches them a thought process that they wouldn’t have ordinarily experienced. I think they’ve also been exposed to multifaceted approaches to problems, realizing the view they may have may not be the only view or the best way. There is a process by which they should go about learning and solving their problems. Second, it opens them up to academic literature that they may not have been aware of previously. They are introduced to this voluminous literature that they can draw upon, alongside their colleagues in their cohorts. They are close, they work together, they are very positive, very supportive of one another, and they have a team mentality. That certainly gives them resources, which I think becomes a third benefit. All three of those are different reasons why this program is valuable.
We have an invited a scholar, Yi Li, from the International Business (IB) field to speak on campus on Friday, Oct. 13. To set the stage for his talk, I’d love to hear your thoughts on research in the IB field and a little about your most recent JIBS publication.
I think IB cuts across many disciplines. There is strategic management, human resources, marketing and others, so it’s a very splintered field. It can be very informative for us to draw upon global theories for our respective disciplines. And they provide important insights into cultural differences, so that helps when we look at mergers and acquisitions that involve companies in different parts of the world. They have studies that have examined those international samples and internationally related concepts that can fit into our different disciplines and that can be relevant and helpful. About five years ago, I put together a panel at the leading conference in international business on research methods. It was very well attended. That led us to some conversations about what advice we have for methods in an international business. So this recent JIBS paper offered five sets of recommendations on how to advance methodological rigor. We start off with theory, went into measurement, and then we got into research design, covering multi-level studies and mixed methods research as well. It’s basically a roadmap on how to raise the bar using different methods in international business.
I think IB cuts across many disciplines. There is strategic management, human resources, marketing and others, so it’s a very splintered field. It can be very informative for us to draw upon global theories for our respective disciplines. And they provide important insights into cultural differences, so that helps when we look at mergers and acquisitions that involve companies in different parts of the world. They have studies that have examined those international samples and internationally related concepts that can fit into our different disciplines and that can be relevant and helpful. About five years ago, I put together a panel at the leading conference in international business on research methods. It was very well attended. That led us to some conversations about what advice we have for methods in an international business. So this recent JIBS paper offered five sets of recommendations on how to advance methodological rigor. We start off with theory, went into measurement, and then we got into research design, covering multi-level studies and mixed methods research as well. It’s basically a roadmap on how to raise the bar using different methods in international business.