Photo of Witold Henisz

Witold Henisz

Deloitte & Touche Professor of Management in Honor of Russell E. Palmer, former Managing Partner

Research Interests: stakeholder engagement, political risk identification and management, rise and fall of neoliberalism, political and economic reform and transitions, project management

Links: CV, Corporate Diplomacy Executive Education, Corporate Diplomacy LinkedIn Group


  • MGMT611 - Managing Established Enterprises

    The management of large, established enterprises creates a range of multi-facet challenges for the general manager. A general manager needs to understand the internal workings of a firm, how to assess and create a strategy,an how to take into account increasing, globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that successful management in the 21st century requires a combination of insights drawn from economics, sociology, psychology and political economy.

  • MGMT613 - Career Planning

  • MGMT655 - Global Strategic Management

    This course is designed to immerse you in the challenges faced by managers venturing into overseas markets in response to -or in anticipation of- increased global competition. Through a combination of case analysis, readings and class discussions, you will develop the ability to pursue managerial action that is responsive to the evolving global business environment, and to the demands of multiple stakeholders such as local and overseas customers, joint venture partners, and governmental organizations. We will examine the key activities undertaken by managers to evaluate new market opportunities, develop market entry strategies, and effectively manage expansion in international markets.

  • MGMT715 - Political Environment of the Multinational Firm

    Successful practitioners of corporate diplomacy meld art and skill in engaging external stakeholders to advance their corporate interests. They craft international coalitions of stakeholders spanning politicians, regulators, bureaucrats, analysts, investors, lawyers, reporters, consumers and activists. They influence these stakeholders' opinions, perceptions, behaviors and decisions so as to secure a favorable policy outcome, collective decision or shift in group opinion that enhances their corporation's ability to generate a profit by satisfying a market demand. This course surveys the managerial, political economic, sociological and psychological foundations of corporate diplomacy as well as case study examples of successful and failed implementation in order to develop an interdisciplinary framework for the play of global influence games. The insights gained can be applied to influence team decision-making and organizational politics as well as by individuals and organizations in lobbying, marketing, sales, political campaigns and corporate, national or multilaterial projections of soft power.

  • MGMT955 - Seminar in International Management

    The goal of the course is to provide you with a foundation in some of the majorresearch areas that underpin the study of Multinational Management. International Business (and the study of MNCs) is an interdisciplinary field. As such, oursurvey of the seminal articles in the field will span a number of different theoretical and and empirical approaches (i.e., economic, managerial, organizational and institutional). Much of our seminar discussions will focus on identifying and developing interesting research questions raised by this interdisciplinary literature, which offers many opportunities for systematic empirical study.

  • MGMT960 - Inst & Multinational Management

    This course builds on the foundational material presented in MGMT 955 with a deeper focus on current research examining institutional influences on multinational management. These include regulative supports (e.g., laws, regulations, contracts and their enforcement through litigation, arbitration ofincentive compatible self-regulation) but also normative (e.g., socially sharedexpectations of appropriate behavior, and social exchange processes) and cognitive (e.g., creating shared identity to bridge differences in values, beliefs and framing) elements of the institutional environment. We will examine notonly strategic responses in the market environment but also influence strategies of multinational and domestic firms that seek to alter the institutional environment in which they operate. We will draw not only uponthe international business literature but also related literatures including political economy, law, finance, communications, institutional theory, strategic corporate social responsibility, tourist management, construction management, management of extractive industries, negotiations, social movements and network theory (really!).