Photo of Keith W Weigelt

Keith W Weigelt

Marks-Darivoff Family Professor

Research Interests: compensation, corporate strategy, eastern thought, economics of sports, experimental economics, game theory, microfinancing

Links: CV

Contact Information

Address: 2112 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: weigelt@wharton.upenn.edu
Office: (215) 898-6369

Overview


1986 - Ph.D. in Business Policy, Kellogg Graduate School, Northwestern University

1975 - M.B.A. (Marketing), Michigan State University

1973 - B.A. (Institutional Management), Michigan State University

 

 

Websites:

FAP: Field Application Project

Building Bridges to Wealth

Research


  • Keith W Weigelt, T. Ho (2005), Trust Building among Strangers, Management Science  Abstract
  • Keith W Weigelt, Louis A Thomas (2000), Production Location Choice in a Differentiated Product Market, Strategic Management Journal  Abstract
  • Keith W Weigelt, A. Orrison, A. Schotter (Forthcoming), On the Design of Optimal Organizations Using Tournaments: An Experimental Examination.
  • Keith W Weigelt, T. Ho (1996), Task Complexity, Equilibrium Selection, and Learning, Management Science  Abstract
  • Keith W Weigelt, A. Schotter, C. Wilson (1994), A Laboratory Investigation of Multi-Person Rationality and Presentation Effects, Games and Economic Behavior  Abstract
  • Richard A. Lambert, David Larcker, Keith W Weigelt (1993), The Structure of Organizational Incentives, Administrative Science Quarterly, (September), pp. 438-461.  Abstract  Related Materials
  • Richard A. Lambert, David Larcker, Keith W Weigelt (1991), How Sensitive is Compensation to Organizational Size?, Strategic Management Journal, (July), pp. 395-402.  Abstract

Awards And Honors

  • Undergraduate Division Excellence in Teaching Award, 2005
  • Miller-Sherrerd Teaching Award, 2004
  • Wharton Graduate Association’s “Tough, but I will thank you in 5 years” Teaching Award, 2004
  • Core Class Teaching Award - Wharton, 1999
  • Core Class Teaching Award - Wharton, 1996

In The News

Knowledge @ Wharton

Courses

Current

  • MGMT291 - Negotiation and Conflict Resolution

    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.

    LGST206411 

    MGMT291411 

    OPIM291411 

  • MGMT653 - Field Application Project

    The course is unique since there are no classroom meetings, all meetings are held in the professor's office in small groups of 4-6. Student teams work with faculty and host managers to construct innovative solutions to real-time issues. Solutions are integrative and cross-functional in nature. The course encourages creative thinking and uses cutting-edge ideas like game theory, measuring changes to brand equity, and non-market cap equity indexing. An emphasis is placed on teaching students how to frame unstructured business so as to convince others. Some projects are with non-profits, particularly those in microfinancing and the arts.

    Format: Teams (4-6 members) meet with faculty on a weekly basis (30-45 minutes). There will also be 3-5 meetings with host managers. In addition to meeting with their Faculty Head, students are given access to "area of expertise" faculty. These faculty members are chosen based on their prime research areas.Students are given access to the most up-to-date models and information.

    Requirements: Weekly team meetings with faculty project head and a final PowerPoint report and presentation.

    MGMT653001 

    MGMT653002 

    MGMT653003 

    MGMT653004 

    MGMT653005 

    MGMT653006 

    MGMT653007 

    MGMT653008 

    MGMT653009 

    MGMT653010 

    MGMT653011 

    MGMT653012 

    MGMT653013 

    MGMT653014 

    MGMT653015 

    MGMT653016 

    MGMT653017 

    MGMT653018 

    MGMT653019 

    MGMT653020 

    MGMT653021 

    MGMT653022 

    MGMT653023 

    MGMT653024 

    MGMT653025 

    MGMT653026 

    MGMT653027 

    MGMT653029 

    MGMT653030 

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    MGMT653032 

    MGMT653033 

    MGMT653034 

    MGMT653036 

    MGMT653037 

    MGMT653038 

    MGMT653039 

    MGMT653040 

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    MGMT653054 

  • MGMT783 - Strategies for Economic Inclusion

    MGMT283401 

    The majority of humans, estimated to exceed 4 billion people, exist on incomes less than $300 per year. Over 1 billion of these poor exist on less than a $1 per day. Many poor are denied the opportunity to engage in the global business environment. Constraints they face include those of capital, knowledge, and services.

    This course is designed to attract those who are interested in the market for the poor. It will provide a managerial guide to those who may want to pursue careers in this space. The course is designed to present a multi-functional view of decisions managers will face.

    MGMT783401 

Previous

  • MGMT223 - Business Strategy and Policy

    This course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. The focus is on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm's competitive advantage. In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module will be conducted as a multi-session, computer-based simulation in which students will have the opportunity to apply the concepts and tools from module 1 to make strategic decisions.

    The goal of the course is for students to develop an analytical tool kit for understanding strategic issues and to enrich their appreciation for the thoughtprocesses essential to incisive strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation forthe requirements posed by the need to integrate all functions into a coherent whole. Students will develop skills in structuring and solving complex business problems.

  • MGMT291 - Negotiation and Conflict Resolution

    This course examines the art and science of negotiation, with additional emphasis on conflict resolution. Students will engage in a number of simulated negotiations ranging from simple one-issue transactions to multi-party joint ventures. Through these exercises and associated readings, students explore the basic theoretical models of bargaining and have an opportunity to test and improve their negotiation skills.

  • MGMT653 - Field Application Project

    The course is unique since there are no classroom meetings, all meetings are held in the professor's office in small groups of 4-6. Student teams work with faculty and host managers to construct innovative solutions to real-time issues. Solutions are integrative and cross-functional in nature. The course encourages creative thinking and uses cutting-edge ideas like game theory, measuring changes to brand equity, and non-market cap equity indexing. An emphasis is placed on teaching students how to frame unstructured business so as to convince others. Some projects are with non-profits, particularly those in microfinancing and the arts.

  • MGMT783 - Strategies for Economic Inclusion

    The majority of humans, estimated to exceed 4 billion people, exist on incomes less than $300 per year. Over 1 billion of these poor exist on less than a $1 per day. Many poor are denied the opportunity to engage in the global business environment. Constraints they face include those of capital, knowledge, and services.

  • MGMT891 - Advanced Study Project - Strategic Management