semadeni [at] indiana [dot] edu (E-mail)
Business School, Room 650E
- Associate Professor of Strategy
- Arthur M. Weimer Faculty Fellow
- Coordinator of Research for the Center for the Business of Life Sciences
- PhD, Texas A&M University, 2003
- BS, Brigham Young University, 1993
- Assistant Professor of Strategy, Kelley School of Business, Indiana University
- Assistant Professor of Strategy, Moore School of Business, University of South Carolina
- Senior Consultant, Electronic Data Systems
- Senior Consultant, Price Waterhouse LLC
Awards, Honors & Certifications
- Kelley MBA Class of 2013 Teaching Excellence Award
- Kelley MBA Class of 2012 Walt Blacconiere Award
- Kelley MBA Class of 2012 Teaching Excellence Award
- Kelley MBA Class of 2011 Teaching Excellence Award
- Research Fellow, Center for the Business of Life Sciences
- Indiana University Trustees Teaching Award, 2009
- Kelley School of Business Innovative Teaching Award, 2009
- 3M Junior Faculty Fellowship, 2008 - 2010
- Research Grant from The Center for Innovation Management Studies, 2006
- Riegel & Emory Fellow, Moore School of Business, University of South Carolina, 2006
- Center for New Ventures & Entrepreneurship Fellowship, 2001 - 2003
- Texas A&M University Association of Former Students Distinguished Graduate Student Teaching Award, 2003
- Dean’s Award for Outstanding Teaching from the Mays Business School, Texas A&M University, 2003
- Bentley College/Copenhagen Business School Outstanding Student Paper Award, 2000
Competitive Strategy, Corporate Strategy, Knowledge, Top Management Teams
Matthew Semadeni is associate professor of strategy in the Management Department of the Kelley School of Business. Prior to coming to Kelley, he was on the faculty of the Moore School of Business at the University of South Carolina. Semadeni received his Ph.D. from the Mays Business School at the Texas A&M University in 2003. Semadeni's work has been published in the Strategic Management Journal, the Academy of Management Journal, Organization Science, the Journal of Business Venturing, and the Journal of Management, and has been cited in media outlets such as the Wall Street Journal and the Washington Post. His research interests include competitive strategy, corporate strategy, knowledge, and top management teams. Semadeni is a member of the Strategic Management Society and the Academy of Management. He also serves on the editorial boards of the Strategic Management Journal and the Strategic Entrepreneurship Journal. Professor Semadeni has taught strategic management and entrepreneurship. Prior to his doctoral studies, Semadeni worked as a consultant for Price Waterhouse LLC and for Electronic Data Systems, with both private and public sector clients. His consulting work focused on the integration of technology to enhance business processes and performance as well as service level agreement negotiation. Professor Semadeni has work with top corporations such as Cummins, Intersoll Rand, Carlisle, and Bemis.
Krause, Ryan A. & Matthew Semadeni (2013), Last dance or second chance? CEO career horizon and the separation of board leadership roles. forthcoming, Strategic Management Journal.
Semadeni, Matthew, Michael Withers & S. Trevis Certo (2013), "The perils of endogeneity and instrumental variables in strategy research: Understanding through simulations," Strategic Management Journal, forthcoming.
Krause, Ryan A. Kim Whitler & Matthew Semadeni (2013), "Power to the Principals! An experimental look at shareholder say-on-pay voting," forthcoming, Academy of Management Journal.
Krause, Ryan, Matthew Semadeni, & Albert A. Cannella (2013), "External COO/Presidents as expert directors: A new look at the service role of boards," Strategic Management Journal, 34(13): 1628-1641.
Krause, R. and Semadeni, M. (2013), "Apprentice, Departure, and Demotion: An Examination of the Three Types of CEO-Board Chair Separation," Academy of Management Journal, Vol. 56 No. 3 pp. 805-826.
- Semadeni, Matthew and Albert A. Cannella (2011), "Examining the performance effects of post spin-off links to parent firms: Should the apron strings be cut?," Strategic Management Journal, Vol. 32, No. 10, October, pp. 1083-1098.
- Klaas, Brian S., Malayka Klimchak, Matthew Semadeni, and Jeanne J. Holmes (2010), "The adoption of human capital services by small and medium enterprises: A diffusion of innovation perspective," Journal of Business Venturing, Vol. 25, No. 4, July, pp. 349-360.
- Semadeni, Matthew and Brian S. Anderson (2010), "The follower’s dilemma: Innovation and imitation in the professional services industry," Academy of Management Journal, Vol. 53, No. 5, October, pp. 1175-1193.
- McFadyen, M. Ann, Matthew Semadeni, and Albert A. Cannella (2009), "The value of strong ties to disconnected others: Examining knowledge creation in biomedicine," Organization Science, Vol. 20, No. 3, May/June, pp. 552-664.
- Semadeni, Matthew, Albert A. Cannella, Donald R. Fraser, and D. Scott Lee (2008), "Fight or flight: Managing stigma in executive careers," Strategic Management Journal, Vol. 29, No. 5, pp. 557-567.
- Semadeni, Mathew (2006), “Minding your distance: How management consulting firms use service marks to position competitively,” Strategic Management Journal, Vol. 27, No. 2, pp. 169-187.
- Uhlenbruck, Klaus, Michael Hitt, and Matthew Semadeni (2006), “Market value effects of acquisitions involving Internet firms: A resource-based analysis,” Strategic Management Journal, Vol. 27, No. 10, pp. 899-913.
- Certo, Trevis and Matthew Semadeni (2006), “Strategy Research and Panel Data: Evidence and Implications," Journal of Management, Vol. 32, No. 3, pp. 449-471.