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
[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 and particularly the understanding of performance differences across national markets. In my dissertation, I explore the drivers and consequences of non-routine or infrequent organizational decision-making by focusing on strategic philanthropy in the aftermath of natural disasters.
My dissertation documents three lines of research regarding multinational enterprises' engagement in disaster giving:
- 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;
- How cognitive capabilities help some firms understand socially-constructed expectations among consumers and peers and accrue first-mover or follower advantages associated with the timing of the donation, and;
- How firms' dynamic capabilities in disaster response help countries recover faster and greater than through aid from foreign national and multilateral agencies.
My interest on this theme centers on the argument that non-routine decision-making is more frequently associated with high-stakes outcomes that disrupt market equilibrium and affect the allocation of rents than routine operation. Likewise, the implications of organizational choices on society at large are exacerbated.
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.
Witold Henisz (Chair)
Uri Simonsohn (OPIM)
Drivers and Consequences of Organizational Decision-making under Uncertainty:
Evidence from Global Corporate Disaster Giving