Ming-Jer Chen headshot

Ming-Jer Chen

Unit: Darden School of Business
Department: Darden Graduate School of Business
Office location and address
FOB 291D
90 Darden Blvd
Charlottesville, Virginia 22903
B.S., National Chung-Hsing University, Taipei
M.Ed., National Taiwan Normal University
MBA, Ph.D., University of Maryland

Ming-Jer Chen, Leslie E. Grayson Professor at The Darden School, is a leading authority in strategic management. He is recognized for his pioneering work in competitive dynamics and ambicultural management.

Ming-Jer is President and Fellow of the Academy of Management, a Fellow of the Strategic Management Society and former chair of the Academy's Business Policy and Strategy Division. He has received numerous publication awards and has served on the editorial boards of several scholarly journals. He is the author of Inside Chinese Business: A Guide for Managers Worldwide(Harvard Business School Press, 2001/03) and Competitive Dynamics: A Research Odyssey(in Chinese) (Peking University Press and Bestwise Press, 2009).

Ming-Jer's corporate outreach experience includes more than 20 years of executive education teaching at Darden, the University of Pennsylvania's Wharton School and Columbia Business School. His corporate clients include Merck, FedEx, United Technologies, DuPont, AIG, Munich Re, Alcoa,Taiwan Mobile, Rolls-Royce, Dover, Acer, Tencent, and the State-owned Assets Supervision and Administration Commission of China's State Council.

Interviewed and featured frequently in global media, including ForbesThe Wall Street Journal,Handelsblatt(Germany), Fortune(China) and China Central TV Corp., Ming-Jer also writes a regular column for Harvard Business Review(Chinese). He has contributed to the East-West business dialogue via keynote speeches at such symposia as the World Economic Forum's China Business Summit (Beijing, 2000) and the US-China Executive Summit (New York, 2004). He is conference convener for the Strategic Management Society's Special Conference in China (2012).

Prior to Darden, he founded and directed Wharton's Global Chinese Business Initiative and served on the faculty at Columbia. In addition, he has held honorary, advisory, or visiting appointments at universities in China, Hong Kong, Taiwan and Singapore. Twice he has taught management professors representing all of the MBA programs in the People's Republic of China, at the invitation of China's National MBA Education Advisory Committee.

Born and raised in a rural town in Taiwan, Ming-Jer had the opportunity, before leaving for graduate education in the U.S., to study Chinese classics and philosophy with a master who was a cousin of China's last emperor. He now lives with his wife and two sons in Charlottesville, Virginia, where he enjoys being part of Thomas Jefferson's "academical village." On both the professional and personal fronts his focus is on making the world smaller.

GBUS 7400: Strategic Thinking and Action
Credits: 2
This course develops students' ability to analyze the organizational and external factors essential for crafting and executing a firm's strategy for sustained success. The course draws heavily from the key concepts, frameworks, and tools of strategic management. Taking an action orientation, it reinforces and revitalizes the general-management perspective, the core mission of the school. Because of increasing global interdependence and an ever-shifting business environment, it emphasizes both the dynamics and the global aspects of strategic management. Topics include developing and evaluating strategy, building firm capability and sustaining competitive advantage, analyzing industry evolution and global rivalry, and linking strategy and execution. Course objectives are accomplished through exposure to cases from a range of industries and managerial settings. By providing students with an opportunity to apply analytical skills they learn in various first-year courses, the course fosters an integrative mind-set that will enable MBAs to operate at multiple levels and in different functions in their business careers.
GBUS 8011: Ambicultural Strategy
Credits: 2
This course aims to foster an ambicultural or both-and perspective that will benefit participants professional and personal endeavors. Ambicultural organizations, managers, and strategists transcend contradictions by embracing the best of different cultures and practices while avoiding the worst. Integrating opposing managerial concepts and practices can lead to fresh ways of thinking in the new global reality and inform managers.
GBUS 8058: Disruption, Response, and Transformation
Credits: 2
This course focuses on disruption as a source of transformational change within a firm, an industry, or society. Disruptions generally require organizations to significantly change their operations, resource allocation, or business model. Examining disruption through three different lenses--customer (including technology), societal, and political--the course teaches students how to harness disturbances to drive positive change at their organizations.
GBUS 8305: East-West Strategy Seminar
Credits: 2
As economies and businesses become more global, companies worldwide will increasingly need to examine their economic practices and beliefs. The purpose of this seminar is to help participants 1) develop a deep understanding of the strategic concepts and business models underlying foreign (in this case, Chinese) business, based on a thorough knowledge of cultural and institutional differences. Prerequisites: Restricted to Darden Students.
GBUS 8310: Competitive Dynamics Seminar
Credits: 2
This advanced strategy seminar provides class participants with an integrative framework and specific analytical tools for understanding how firms interact in the marketplace: within an industry, across industries, and beyond national borders. The premise of the course holds that business competition is both dynamic and relative; it is a constant interplay between companies as they juggle market positions by exchanging moves and countermoves, and a firm initiating a competitive move (whether a new product introduction or expansion into a new market, an acquisition bid or a simple price cut) must be prepared to meet counteractions from rivals. Understanding the relative nature of this dynamic process is the key to building and sustaining competitive advantage. The seminar is designed to develop an appreciation for cutting-edge academic research and its application to pertinent competitive issues, which is an essential skill for managers responsible for developing and implementing business strategies and for consultants advising such managers. Participants will be expected to abstract larger strategic issues from financial and operational particulars and to apply the concepts, analytical tools, and research methods learned in class to an intensive project on competition. The course will be especially useful to those interested in strategy consulting, marketing and strategic planning, and industry security analysis, as well as anyone seeking to develop sophisticated competitive thinking. Prerequisites: Restricted to Darden students.
GBUS 8650: Cases in Global Strategy Seminar
Credits: 2
In a world in which global businesses and economies are increasingly interconnected, tomorrow's leaders must develop the skills to succeed in dynamic cross-national contexts, leveraging nuanced understandings of global culture, strategy and execution to strategic advantage.
GBUS 8999: Darden Independent Study
Credits: 2–3
A Darden Independent Study elective includes either case development or a research project to be conducted by an individual student under the direction of a faculty member. Students should secure the agreement of a resident faculty member to supervise their independent study and assign the final grade that is to be based to a significant degree on written evidence of the individual student's accomplishment.