Address: 2021 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 746-1984
Office Fax: (215) 898-0401
Professor Exequiel Hernandez studies global networks and the internationalization of firms. He is especially interested in how firms grow through the establishment of subsidiaries in foreign countries and through the formation of alliances and other types of network ties with foreign partners. Zeke's research deals with two related challenges firms must manage as they grow in this manner: creating and transferring knowledge across units scattered throughout multiple parts of the world and dealing with competitive threats from rivals in multiple locations. He has published in top tier journals such as Administrative Science Quarterly, Organization Science, and Strategic Management Journal.
His dissertation on the relationship between immigration and the internationalization of firms has been recognized with several awards, and addresses issues of practical importance for managers and policy makers. He has also won awards for his teaching, in which he strives to apply research-based knowledge to the current issues faced by managers.
Zeke received his PhD from the University of Minnesota in 2011. Prior to joining Wharton, he was a professor at the Olin Business School of Washington University in St. Louis for two years. He teaches the Global Strategy course in the MBA program.
Exequiel Hernandez (2014), Finding a Home away from Home: Effects of Immigrants on Firms' Foreign Location Choice and Performance, Administrative Science Quarterly, 59 (1), 73 - 108. Abstract
Anja Tuschke, Wm. Gerard Sanders, Exequiel Hernandez (2014), Whose Experience Matters in the Boardroom? The Effects of Experiential and Vicarious Learning on Emerging Market Entry, Strategic Management Journal, 35 (3), 398 - 418. Abstract
Exequiel Hernandez, J. Myles Shaver (Work In Progress), Social Capital for Sale: M&As as Vehicles to Access and Compete for Network Position.
Gurneeta Vasudeva, Akbar Zaheer, Exequiel Hernandez (2012), The Embeddedness of Networks: Institutions, Structural Holes, and Innovativeness in the Fuel Cell Industry, Organization Science, 24 (3), 643 - 663. Abstract
Akbar Zaheer, Exequiel Hernandez (2011), The Geographic Scope of the MNC and its Alliance Portfolio: Resolving the Paradox of Distance, Global Strategy Journal, 1, 109 - 126. Abstract
Akbar Zaheer, Exequiel Hernandez, Sanjay Barnerjee (2010), Prior Alliances with Targets and Acquisition Performance in Knowledge-Intensive Industries, Organization Science, 21, 1072 - 1091. Abstract
"Capability Evolution and Governance in Alliance Portfolios: Evidence from the Emergent Fuel Cell Industry", Best Paper Proceedings, 2010 Academy of Management Meetings (with Gurneeta Vasudeva and Jaideep Anand)
Awards And Honors
- Finalist, Outstanding Faculty Member, Freshman Class of 2016, Washington University in St. Louis (University wide recognition), 2013
- Finalist, Outstanding Dissertation Research Award, BPS Division, Academy of Management, 2012 Description
- Finalist, Outstanding Faculty Member, Freshman Class of 2015, Washington University in St. Louis (University wide recognition), 2012
- Finalist, Best Conference Paper, Strategic Management Society, 2009
- Excellence in Teaching Award, Carlson School of Management, 2009
In The News
MGMT612 - Management of Emerging Enterprises
The management of emerging enterprises - new, small, entrepreneurial organizations - creates a range of multi-faceted challenges for the entrepreneur, whether the founder (and founding team) or the first generation of management. Establishing an emerging organization's unique business model or value proposition (not to mention its survival) is often the overriding preoccupation, but even in a new, small organization, managers need to under- stand how to develop the internal workings of a new firm, how to assess and create a strategy, and how to take into account ever-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. The course has three main parts. The first major part of the course will deal with fundamental issues of strategy, examining issues central to the long- and short-term competitive position of an enterprise.
The second part of the course stresses the fact that organizational life is built around a complex interplay of social forces. We will study how to develop and implement organizational designs and human resource systems that achieve competitive advantage through the management of people. The third part of the course stresses the deep and persistent cross-national differences in economic, political and social institutions that affect the strategy, social structure, performance and value of organizations. The course culminates in the Wharton Global Summit when we examine the general management challenges posed by a current crisis (e.g., Euro 2013?) or in a rapidly growing frontier market (e.g., Imbalances in China).
MGMT612001 ( Syllabus )
MGMT612002 ( Syllabus )
MGMT612003 ( Syllabus )
MGMT612004 ( Syllabus )
MGMT612005 ( Syllabus )