DOCSLIB.ORG

Pankaj Ghemawat

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Pankaj Ghemawat ACADEMIC POSITIONS HIGHER EDUCATION RECENT HONORS AND AWARDS OTHER RECENT PROFESSIONAL ACTIVITIES PUBLICATIONS BY AUDIENCE Researchers Managers Public Policymakers Business Educators SELECTED WORK IN PROGRESS RECENT_PRESENTATIONS 1 Last saved: 2/3/2017 Pankaj Ghemawat ACADEMIC POSITIONS 2014– Stern School of Business, New York University Global Professor of Management and Strategy. Director of the Center for the Globalization of Education and Management. 2013–2014 Stern School of Business, New York University Distinguished Visiting Professor of Global Strategy. 2006– IESE Business School, Barcelona Anselmo Rubiralta Professor of Global Strategy. Teaching responsibilities have included the MBA courses “Global Strategy” and “Globalization of Business Enterprise (GLOBE)”—as well as a MOOC version of GLOBE on the Coursera platform. 1991–2008 Harvard University Graduate School of Business Administration Jaime and Josefina Chua Tiampo Professor of Business Administration, Strategy Unit. Teaching responsibilities included the MBA courses “Strategy, Commitment, and Choice,” “Competition and Strategy,” and “Globalization and Strategy.” Chaired the Ph.D. program in Business Economics and the Harvard University Committee on Higher Degrees in Business Studies. 1983–1991 Harvard University Graduate School of Business Administration Assistant and Associate Professor, Strategy Unit. HIGHER EDUCATION 1979–1982 Harvard University Graduate School of Business Administration and Harvard University Faculty of Arts and Sciences Ph.D. degree in Business Economics. 1976–1979 Harvard College A.B. degree in Applied Mathematics and Economics. Phi Beta Kappa. RECENT HONORS AND AWARDS Ranked 15th on the Case Centre’s bestselling authors 2015/2016 Ranked 19th on the Thinkers50 global ranking of management thinkers, 2015. 2 Last saved: 2/3/2017 Recipient of the Booz Eminent Scholar Award from the International Management Division of the Academy of Management, August 2014. Special panel honoring the 10th anniversary of the publication of “Semiglobalization and International Business Strategy,” in the Journal of International Business Studies at the European International Business Academy, 2013. Herbert Simon Award of the Rajk Laszlo College for Advanced Studies in Budapest, 2013. Invited talk at TED Global, Edinburgh, on “Globalization and Globaloney,” 2012. Axiom Business Book Awards, Gold Prize in the International Business/Globalization category for World 3.0: Global Prosperity and How to Achieve It (Harvard Business Review Press, 2011), 2012. Thinkers50 Book Award for the best business book published in 2010–2011 (for World 3.0), 2011. IESE Alumni Research Excellence Prize (for World 3.0), 2011. Irwin Outstanding Educator Award from the Business Policy and Strategy Division of the Academy of Management, 2008. Included in the guide to the 50‐odd greatest management thinkers of all time published in 2008 by The Economist. Fellow of the Strategic Management Society (SMS), 2008. IESE Alumni Research Excellence Prize for Redefining Global Strategy (Harvard Business School Press, 2007), 2008. IESE‐Fundación BBVA Economics for Management Prize, 2008. Fellow of the Academy of International Business, 2007. McKinsey Award for best paper published in the Harvard Business Review (“Regional Strategies for Global Leadership”), 2005. OTHER RECENT PROFESSIONAL RESPONSIBILITIES Guest Editor, Global Strategy, for the Strategic Management Journal Member of the Working Group on Infrastructure Finance Stern School of Business. 2015‐ Founding Chairman, PRISM (Practice and Research in Strategic Management) Foundation. 2014 Chairman, Eminent Scholar selection committee, Academy of International Business Annual Conference, 2013. Chairman, Strategy Research Foundation, 2013. Member, AACSB Taskforce on the Globalization of Management Education, 2008–2011. Departmental Editor for Strategy, Management Science, 2003–2009. “Strategy Mentor” to successive CEOs of Tata Consultancy Services as it grew from 12,000 to 300,000 employees, 2000–2013. PUBLICATIONS BY AUDIENCE RESEARCHERS Journal Articles “Evolving Ideas about Business Strategy,” Business History Review, forthcoming. “Strategies for Higher Education in the Digital Age,” California Management Review for a special issue on 3 Last saved: 2/3/2017 Managing Universities in an Era of Transition, forthcoming. “Competitiveness and Interregional as well as International Trade: The Case of Catalonia” (with Carlos Llano and Francisco Requena). International Journal of Industrial Organization 28, no. 4, (2010): 415– 422. Competitiveness in Catalonia. Selected Topics (with Xavier Vives). Reports of the Public‐Private Sector Research Center, no. 2. IESE‐Foment del Treball Nacional, July 2009. “Reconceptualizing International Strategy and Organization.” Strategic Organization 6, no. 2, (May 2008): 195–206. “Strategic Interaction across Countries and Multinational Agglomeration: An Application to the Cement Industry” (with Catherine Thomas). Management Science 54, no. 12, (December 2008): 1980–1996. “Choice Interactions and Business Strategy” (with Daniel Levinthal). Management Science 54, no. 9, (September 2008): 1638–1651. “Introduction to the Special Issue on Strategic Dynamics” (with Bruno Cassiman). Management Science 53, no. 4, Special Issue on Strategic Dynamics (April 2007): 529–536. “Global Integration ≠ Global Concentraon” (with Fariborz Ghadar). Industrial & Corporate Change 15, no. 4 (August 2006): 595–623. “Dynamic Mixed Duopoly: A Model Motivated by Linux vs. Windows” (with Ramon Casadesus‐Masanell). Management Science 52, no. 7 (July 2006): 1072–1084. “New Frontiers in International Strategy” (with Joan Enric Ricart, Michael J. Enright, Stuart L. Hart, and Tarun Khanna). Journal of International Business Studies 35, no. 3 (May 2004): 175–200. “Semiglobalization and International Business Strategy.” Journal of International Business Studies 34, no. 2 (March 2003): 138–152. “Competition and Business Strategy in Historical Perspective.” Business History Review 76, no. 1 (Spring 2002): 37–74. “Competitive Shocks and Industrial Structure: The Case of Polish Manufacturing” (with Robert E. Kennedy). International Journal of Industrial Organization 17, no. 6 (August 1999): 847–867. “Order Backlogs and Strategic Pricing: The Case of the U.S. Large Turbine Generator Industry” (with Anita M. McGahan). Strategic Management Journal 19, no. 3 (March 1998): 255–286. “The Nature of Diversified Business Groups: A Research Design and Two Case Studies” (with Tarun Khanna). Journal of Industrial Economics 46, no. 1 (March 1998): 35–61. “Competitive Advantage and Internal Organization: Nucor Revisited.” Journal of Economics & 4 Last saved: 2/3/2017 Management Strategy 3, no. 4 (December 19951): 685–717. “Competition to Retain Customers” (with Anita M. McGahan). Marketing Science 13, no. 2 (May 1994): 165–176. “Commitment to a Process Innovation: Nucor, USX, and Thin‐slab Casting.” Journal of Economics & Management Strategy 2, no. 1 (March 1993): 135–161. “The Organizational Tension between Static and Dynamic Efficiency” (with Joan E. Ricart i Costa). Strategic Management Journal 14, Special Issue: Organizations, Decision Making and Strategy (Winter 1993): 59–73. “Identifying Mobility Barriers” (with Richard E. Caves). Strategic Management Journal 13, no. 1 (January 1992): 1–12. Also published in Strategic Management edited by Julian Birkinshaw, Northampton, MA: Edward Elgar Publishing, 2005. “Market Incumbency and Technological Inertia.” Marketing Science 10, no. 2 (May 1991): 161–171. “The Snowball Effect.” International Journal of Industrial Organization 8, no. 3 (September 1990): 335– 351. “The Devolution of Declining Industries” (with Barry Nalebuff). The Quarterly Journal of Economics 105, no. 1 (February 1990): 167–186. “Investment in Lumpy Capacity.” Journal of Economic Behavior & Organization 8, no. 2 (June 1987): 265–277. “Capital Commitment and Profitability: An Empirical Investigation” (with Richard E. Caves). Oxford Economic Papers 38, Supplement: Strategic Behaviour and Industrial Competition (November 1986): 94– 110. “Learning Curve Spillovers and Market Performance” (with A. Michael Spence). The Quarterly Journal of Economics 100, Supplement (1985): 839–852. “Exit” (with Barry Nalebuff). Rand Journal of Economics 16, no. 2 (Summer 1985): 184–194. “Capacity Expansion in the Titanium Dioxide Industry.” The Journal of Industrial Economics 33, no. 2 (December 1984): 145–163. Also published in The Economics of Business Strategy, edited by John Kay, Cheltenham, UK: Edward Elgar Publishing Ltd., 2003. “The Decline of Dominant Firms, 1905–1929” (with Richard E. Caves and Michael Fortunato). The Quarterly Journal of Economics 99, no. 3 (August 1984): 523–546. 1 Year on hard copy version is 1995; online version is dated: 1994. 5 Last saved: 2/3/2017 Books “The Laws of Globalization and Business Applications”, Cambridge: Cambridge University Press (November 2016). Creating Value through International Strategy (coedited with Africa Ariño and Joan E. Ricart). London: Palgrave Macmillan, 2004. Games Businesses Play: Cases and Models. Cambridge, MA: The MIT Press, 1997. Book Chapters/Notes “The Global Infrastructure Development Sector” (with Ingo Walter). In The Infrastructure Finance Challenge, edited by Ingo Walter: Cambridge, UK: Open Book Publishers, 2016 “Globalization, Capabilities, and Distance: Theory and a Case Study (of China)” (with Thomas M. Hout). In Oxford Handbook of Dynamic Capabilities,
Recommended publications
  • Evolving Ideas About Business Strategy

    Evolving Ideas About Business Strategy

    Pankaj Ghemawat Evolving Ideas about Business Strategy This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics. This update provides several indications of a drop- off since then in the rate of development of new ideas about strategy but also a continued focus, in the new ideas that are being developed, on dynamics. And since our stock of dynamic frameworks has, based on one enumeration, more than doubled in the last fifteen to twenty years, updating expands both the need and the empirical basis for some gener- alizations about the types of dynamic strategy frameworks— and strategy frameworks in general—that managers are likely to find helpful versus those that they are not. n 2002, I published an article in the Business History Review, “Com- Ipetition and Business Strategy in Historical Perspective,” that at- tempted to provide an overview of the evolution of practical—rather than academic—ideas about business strategy from the beginnings of the field through the second half of the 1990s. It concluded that, by then, (1) there had been a profusion of new ideas about strategy, which had probably started in the early to mid-1980s, and (2) many of the new ideas embodied some explicit dynamics, compared with the typical- ly timeless or static approaches to strategy that had previously domi- nated the field. The article was, however, qualified in its
  • Assessing the Magnitude and Sustainability of Value Creation

    Assessing the Magnitude and Sustainability of Value Creation

    16 December 2002 Americas/United States Strategy Investment Strategy Equity Research Assessing the Magnitude and Sustainability of Value Creation Illustration by Sente Corporation. • Sustainable value creation is of prime interest to investors who seek to anticipate expectations revisions. research team • This report develops a systematic way to explain the factors behind a Michael J. Mauboussin company’s economic moat. 212 325 3108 [email protected] • We cover industry analysis, firm-specific analysis, and firm interaction. Kristen Bartholdson 212 325 2788 [email protected] Investors should assume that CSFB is seeking or will seek investment banking or other business from the covered companies. For important disclosure information regarding the Firm's ratings system, valuation methods and potential conflicts of interest, please visit the website at www.csfb.com/researchdisclosures or call +1 (877) 291-2683. Measuring the Moat 16 December 2002 Executive Summary • Sustainable value creation has two dimensions—how much economic profit a company earns and how long it can earn excess returns. Both are of prime interest to investors and corporate executives. • Sustainable value creation is rare. Competitive forces—including innovation—drive returns toward the cost of capital. Investors should be careful about how much they pay for future value creation. • Warren Buffett consistently emphasizes that he wants to buy businesses with prospects for sustainable value creation. He suggests that buying a business is like buying a castle surrounded by a moat—a moat that he wants to be deep and wide to fend off all competition. According to Buffett, economic moats are almost never stable; competitive forces assure that they’re either getting a little bit wider or a little bit narrower every day.
  • Opening the Door Leonard Stern’S New York City Scholarship Helps Fulfill NYU Founder Albert Gallatin’S Vision

    Opening the Door Leonard Stern’S New York City Scholarship Helps Fulfill NYU Founder Albert Gallatin’S Vision

    SternBzSpring Final Spreads_UG_Layout 6 5/1/15 12:58 PM Page 3 SPRING 2015 RG. Office of Public Affairs d 44 West Fourth Street, Suite 10-160 the Alumni Magazine of NYU Stern New York, NY 10012 sity STERNbusiness Opening the Door Leonard Stern’s New York City Scholarship helps fulfill NYU founder Albert Gallatin’s Vision Pankaj Ghemawat leads Stern’s new global research center ■ JetBlue’s Robin Hayes on the airline industry ■ Wall Street stars come to campus ■ John Fayerweather expanded Stern’s boundaries SternBzSpring Final Spreads_UG_Layout 6 5/1/15 12:58 PM Page 4 a letter fro m the dean NYU recently earned an impor- both virtual and in-person engagement. Andre, the second tant distinction, attaining first place among three Koo generations to attend Stern, sat down with us among leading US colleges and uni- to share his thoughts (page 6). versities ranked by the Institute of Of course students benefit in profound ways from their inter- International Education (IIE) for both the number of interna- actions with our faculty, who continue to distinguish themselves tional students hosted and the number of American students sent with notable research. In this issue, we sample three recent pa- to study abroad. The Stern School shares proudly in this success. pers that highlight the human side of organizations. Lisa Leslie, At Stern we know we are at the forefront of global education, Gavin Kilduff, and Becky Schaumberg each focus on various as- boasting our own offshore programs and unparalleled leadership pects of human behavior and its impact on how groups handle when it comes to research on globalization.
  • Baker Library Core Collection 2/15/07

    Baker Library Core Collection 2/15/07

    Baker Library Core Collection 2/15/07 1 Baker Library Core Collection - 2/15/07 TITLE AUTHOR DISPLAY CALL_NO Advanced modelling in finance using Excel and VBA / Mary Jackson and Mike Staunton. Jackson, Mary, 1936- HG173 .J24 2001 "You can't enlarge the pie" : six barriers to effective government / Max H. Bazerman, Jonathan Baron, Katherine Shonk. Bazerman, Max H. JK468.P64 B39 2001 100 billion allowance : accessing the global teen market / Elissa Moses. Moses, Elissa. HF5415.32 .M673 2000 20/20 foresight : crafting strategy in an uncertain world / Hugh Courtney. Courtney, Hugh, 1963- HD30.28 .C6965 2001 21 irrefutable laws of leadership : follow them and people will follow you / John C. Maxwell. Maxwell, John C., 1947- HD57.7 .M3937 1998 22 immutable laws of branding : how to build a product or service into a world-class brand / Al Ries and Laura Ries. Ries, Al. HD69.B7 R537 1998 25 investment classics : insights from the greatest investment books of all time / Leo Gough. Gough, Leo. HG4521 .G663 1998 29 leadership secrets from Jack Welch / by Robert Slater. Slater, Robert, 1943- HD57.7 .S568 2003 3-D negotiation : powerful tools to change the game in your most important deals / David A. Lax and James K. Sebenius. Lax, David A. HD58.6 .L388 2006 360 degree brand in Asia : creating more effective marketing communications / by Mark Blair, Richard Armstrong, Mike Murphy. Blair, Mark. HF5415.123 .B555 2003 45 effective ways for hiring smart! : how to predict winners and losers in the incredibly expensive people-reading game / by Pierre Mornell ; designed by Kit Hinrichs ; illustrations by Regan Dunnick.
  • Introduction to Strategy

    Introduction to Strategy

    10/17/2017 Introduction to Strategy https://cb.hbsp.harvard.edu/reader/?product_id=8097-EPB-ENG&user=38fc0263-0efd-4374-b7af-da92a2a8c329&tr=1130446&version=null#!/page/1 1/35 10/17/2017 Introduction to Strategy Ramon Casadesus­Masanell, Herman C. Krannert Professor of Business Administration, Harvard Business School, developed this Core Reading with the assistance of Sunru Yong, HBS MBA 2007. Copyright © 2014 Harvard Business School Publishing Corporation. All rights reserved. 1 INTRODUCTION The purpose of strategy is to create a competitive advantage that generates superior, sustainable financial returns. There are two requirements for doing this successfully. The first is an understanding of the business landscape: the forces that shape competition, the dynamics among players, and the drivers of industry evolution. This informs where the firm chooses to engage with its competition. The second is the choice of a position on this landscape. The firm’s positioning shapes the choice of a business model and the underlying set of activities that sustains it. Strategy, as you can see, consists of choices. It is the integrated set of choices that positions the business in its industry so as to generate superior financial returns over the long run.a Developing a good strategy is not easy: The right set of choices may not be obvious, they must be made amid uncertainty, and then they must be executed using finite resources. A strategy can fail because the firm has chosen a particularly difficult place on the business landscape and is not able to adapt to, or change, its environment. A strategy can fail because its choices are not truly integrated, and so its intended business model and positioning do not fully align.
  • Joseph T. Mahoney

    Joseph T. Mahoney

    JOSEPH T. MAHONEY Curriculum Vitae November 2012 Professor of Strategy and Entrepreneurship Caterpillar Chair of Business Department of Business Administration College of Business University of Illinois at Urbana-Champaign Joined faculty: January 1988 Date of Rank to Associate: May 1995 Date of Rank to Full: May 2003 18 Greencroft Dr. Champaign, IL 61821 Home telephone: (217) 344-5408 Office: 140C Wohlers Hall (1206 South Sixth Street), Champaign, IL 61820 Office Telephone: (217) 244-8257 Office Fax number: (217) 244-7969 E-mail: [email protected] Birth date: September 8, 1958 Philadelphia, Pennsylvania Married: January 7, 1989 (Jeanne Connell of Camden, Maine) EDUCATION Wharton School of Business, University of Pennsylvania, Philadelphia, PA Ph.D., Business Economics, May 1989 Topic: Vertical Integration, Multidivisionals, and Organizational Economics Committee: Almarin Phillips (Chairperson), Ned Bowman, Claudia Goldin, Bruce Kogut, and Gordon Walker Wharton School of Business, University of Pennsylvania, Philadelphia, PA M.S., Business Economics, December 1984 Honors: Mellon Bank (Competitive) Scholarship University of Pennsylvania, Philadelphia, PA B.A. Economics, Faculty of Arts and Sciences, December 1980 Honors: Cum Laude, Girard Bank (Competitive) Scholarship MEMBERSHIP IN ACADEMIC ORGANIZATIONS Academy of Management: • Business Policy and Strategy Division • Entrepreneurship Division Strategic Management Society ACADEMIC HONORS Irwin Outstanding Educator Award for the Business Policy and Strategy (BPS) Division of the Academy
  • Strategies for Higher Education in the Digital Age 57

    Strategies for Higher Education in the Digital Age 57

    Management Education California Management Review 2017, Vol. 59(4) 56 –78 Strategies for Higher © The Regents of the University of California 2017 Reprints and permissions: Education in the sagepub.com/journalsPermissions.nav DOI:https://doi.org/10.1177/0008125617717706 10.1177/0008125617717706 Digital Age journals.sagepub.com/home/cmr Pankaj Ghemawat1,2 SUMMARY This article analyzes online technology strategically from the perspective of traditional (face-to-face) providers of higher education. Analysis of current and projected relative positions explains why face-to-face providers need to take online technology seriously. But both pure strategies—entirely face-to-face and entirely online—have significant limitations from their perspective, directing attention toward mixed or blended strategies, for which a strategic typology, illustrated with a broad range of examples, is provided. Moving from an entirely face-to-face approach to a blended one is likely to generate some implementation challenges, which are also addressed. KEYWORDS: education, strategic management, technological innovation igitization is a common theme in many sectors, and education is no exception. One of the more critical issues confronting tradi- tional face-to-face providers of education is how to react to the possibilities offered by online technology. This article sheds some lightD on this issue from three different perspectives. The first section of this article applies simple strategic analysis to two polar cases, traditional face-to-face education with no online component and massive open online courses (MOOCs), entirely online and “low touch,” to help explain why online educational technology is worth taking seriously. The second section dis- cusses what traditional higher education providers should do in response to the pos- sibilities unlocked by advancing online technology.
  • 1 New Ranking of Business Gurus Announced

    1 New Ranking of Business Gurus Announced

    NEW RANKING OF BUSINESS GURUS ANNOUNCED: HARVARD INNOVATION EXPERT TOPS THINKERS50 Who is the most influential living management thinker? The Thinkers50 2011 provides the answer. The biennial global ranking is a guide to which thinkers and ideas are in – and which have been consigned to business history. So which thinkers make the grade in the 2011 ranking announced today? No. 1. The Innovation Guru: According to the all-new Thinkers50, the most influential living management thinker in the world is Professor Clayton Christensen of Harvard Business School. Christensen, the author of several best-selling books including The Innovator’s Dilemma, tops the list for the first time. "I never would have imagined I would merit an award like this. I am so honoured and so grateful," said Christensen when presented with the award by Thinkers50 co-founder Des Dearlove in Boston. Christensen’s influence on the business world has been profound. In The Innovator's Dilemma, he looked at why companies struggle with radical innovation in their markets. The book introduced the idea of disruptive technologies and disruptive innovation to a generation of managers. The innovator’s dilemma is that the very management practices that have allowed them to become industry leaders also make it hard for companies to develop the disruptive technologies that ultimately steal away their markets. More recently, Christensen has applied his ideas to healthcare and education to show how enlightened management thinking can tackle the big issues facing society. Christensen also picks up the 2011 T50 Innovation Award. No. 2. Blue Ocean Thinkers: At two in the 2011 ranking are the INSEAD professors W Chan Kim and Renée Mauborgne.
  • The Lords of Strategy by Walter Kiechel III

    The Lords of Strategy by Walter Kiechel III

    1 The Lords of Strategy by Walter Kiechel III Notes on Sources (and a few corrections) Preface: Three Common Beliefs to Be Discarded vii: “The Financial Times would say of him…” Christopher Lorenz. “Legend behind the cash cow.” Financial Times, July 27, 1992. viii: “But fewer than 4 percent…” The number comes from customer research done by Harvard Business Publishing, originally at the behest of then chief executive Linda Doyle x: “those little shitboxes”: Recounted to me at the time by a Ford executive xi: The Menand quotation is from Louis Menand. The Metaphysical Club: A Story of Ideas in America. (New York. Farrar, Straus and Giroux. Paperback edition, 2002.) From the Preface, page xi. Chapter 1: Strategy as a Case to Be Cracked 3: “The title that…” Andrew S. Grove Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company. (New York. Doubleday. 1996.) 3: “Big league strategy consultants like Orit Gadiesh still describe their greatest intellectual thrill as “cracking the case’…” Here, as in the rest of the book, unless a written source is cited the reader should assume that the quotation comes from an interview with the source conducted by the author. All the interviews were recorded. 7. The first mention of a book that will figure large in our story…Thomas J. Peters and Robert H. Waterman Jr. In Search of Excellence: Lessons from America’s Best-Run Companies. (New York. Harper & Row. 1982.) 12: “The market for business books blasted off… and now marshals eight thousand new titles a year…” Bowker, the leading source of bibliographic statistics, keeps track.