Photo of Luis Ballesteros

Luis Ballesteros

PhD Candidate

Research Interests: global strategy, organizational decision-making under uncertainty, organizational responses to systemic risks, strategic csr, non-market strategy, firm-performance implications of corporate philanthropy, social-welfare implications of business strategy, business provision of collective goods

Links: Personal Website, Consortium on Non-Market Strategy

[Visit my personal website for information on and requests of the Economic Affiliation to National Markets (by Corporation) and Concentration (by Industry and National Market) databases]


The cornerstone of my research interests is strategy. I seek to understand whether, how, and the extent to which corporate engagement in the strategic provision of public goods, or CSR, explains variance in firm performance across national markets.

In my dissertation, I examine the drivers and consequences of strategic philanthropy in the aftermath of natural disasters with three lines of research:

  1. How the strength of a firm’s economic connection with a national market affects its decision to help such market in the context of disasters;
  2. How first movers’ public image, not associated with disaster giving, in combination with high uncertainty, affects stakeholder preferences of a contextually appropriate donation, creates strategic isomorphism among followers, and explains first-mover and follower advantages;
  3. How firms’ dynamic capabilities in disaster response help countries recover faster and greater than through aid from foreign national and multilateral agencies. (A study forthcoming in AMJ).

My professional endeavors prior to Wharton–at JP Morgan, the United Nations Development Program, and the World Bank–inspired and fueled this interest and my understanding of business responses to systemic risk.


Dissertation Committee:

Mauro Guillen

Witold Henisz (Chair)

Exequiel Hernandez

Uri Simonsohn (OPIM)

Michael Useem

Tyler Wry



(SRF Dissertation Scholar)


Drivers and Consequences of Non-Market Decision-making under Uncertainty:

Evidence from Global Corporate Disaster Giving