Photo of Exequiel Hernandez

Exequiel Hernandez

Assistant Professor of Management

Research Interests: firm internationalization, networks, knowledge management and organizational learning, competition, immigration

Links: CV

Contact Information

Address: 2021 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: exequiel@wharton.upenn.edu
Office: (215) 746-1984
Office Fax: (215) 898-0401

Overview

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, Strategic Management Journal, and Academy of Management Journal

His dissertation on the relationship between immigration and the internationalization of firms has been recognized with several awards. 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.

Research


  • Exequiel Hernandez, J. Myles Shaver (Working), Network Synergy: How Companies Use Acquisitions to Enhance their Network Positions.  Abstract
  • Exequiel Hernandez, Anoop Menon (Working), On Network Change.  Abstract
  • Exequiel Hernandez, Elena Kulchina (Working), Immigrants and Firm Performance: Effects on Foreign Subsidiaries versus Foreign Entrepreneurial Firms.
  • Sarath Balachandran, Exequiel Hernandez (Under Review), Liberty in Law? Intellectual Property Rights and Global Alliance Networks.  Related Materials
  • Exequiel Hernandez, Sarath Balachandran (Under Review), Disentangling Structure and Composition: Brokerage Configurations and Innovation in Global Alliance Networks.  Abstract  Related Materials
  • Exequiel Hernandez, Anoop Menon (Under Revision), Acquisitions, Node Collapse, and Network Revolution.  Abstract  Related Materials
  • Exequiel Hernandez, Uber's Challenges in Foreign Markets (Teaching Case)
  • Exequiel Hernandez, Anja Tuschke (Working), Cooperative vs. Adversarial Learning: How the Experiences of Rivals and Non-Rivals Affect Foreign Market Entry.  Abstract
  • Exequiel Hernandez, Wm. Gerard Sanders, Anja Tuschke (2015), Network Defense: Pruning, Grafting, and Closing to Prevent Leakage of Strategic Knowledge to Rivals, Academy of Management Journal, 58 (4), 1233 - 1260.    Abstract
  • Yong Li, Sunhwang Gwon, Exequiel Hernandez (Working), Ethnic Communities, Informal Institutions, and Foreign Location Choice.  Abstract
  • Exequiel Hernandez, Gurneeta Vasudeva, Akbar Zaheer (Under Review), Dual Embeddedness: Networks, Institutions, and Knowledge.  Abstract
  • 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  Related Materials
  • 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
  • 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)
  • Emilie Feldman, Exequiel Hernandez (Work In Progress), Alliances and Divestitures.

Awards And Honors

  • Runner Up, Best Paper Award, Strategic Management Society, 2015
  • 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

Courses

Current

  • MGMT612 - Management of Emerging Enterprises

    Emerging enterprises, the focus in this course, are small, new, fast-growing organizations. Their founders and managers face multifaceted challenges: how to assess the competitive position of their business model and develop a strategy; how to develop the internal organizational structure, culture, and policies for selecting and managing employees; and how to pursue global opportunities. We cover these challenges in separate modules on strategy, human and social capital, and global issues. The human and social capital module covers classic management challenges of aligning interests of the individual and the organization; managing individual psychological needs and social influences; and developing employee capabilities that provide competitive advantage. Also covered are unique challenges that yound organizations face, i.e. building an effective culture; recruiting, selecting, and retaining talent; building systematic approaches to motivating employees; coping with the stresses of rapid growth; and leveraging the benefits (and avoiding the liabilities) of the founder's powerful imprint.

    The strategy module covers fundamental issues central to the competitiveness of the enterprise. Because the strategy field is broad, MGMT 612 emphasizes topics and frameworks that are most relevant for younger firms, such as innovation, disruption, managing resource constraints, and building capabilities. However, a key insight of the module is the importance of seeing the playing field from the perspective of the competition. Thus, by the end of this section, students will have a robust grounding in strategy that will allow them to succeed, whether their career path leads to a Fortune 100 firm or a garage start up.

    The global module covers the emerging firm's decision about when (and whether) to internationalize. This decision must address which foreign markets to enter; the mode of entry; the sequence of moves to develop capabilities; what organizational form to choose; where to establish HQ; and how to adapt to the unique economic and institutional features of different markets. In all these issues, the emphasis is on how young, resource-constrained firms can position themselves profitably in globally competitive markets. For the final project, student teams provide integrated analysis across the modules for an emerging enterprise of their choice.

    MGMT612001  ( Syllabus

    MGMT612002  ( Syllabus

    MGMT612003  ( Syllabus

    MGMT612004  ( Syllabus

    MGMT612005  ( Syllabus

Previous

  • 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, and 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 effective of an established enterprise requires a combination of insights drawn from economics, sociology, psychology and political economy.

  • MGMT612 - Management of Emerging Enterprises

    Emerging enterprises, the focus in this course, are small, new, fast-growing organizations. Their founders and managers face multifaceted challenges: how to assess the competitive position of their business model and develop a strategy; how to develop the internal organizational structure, culture, and policies for selecting and managing employees; and how to pursue global opportunities. We cover these challenges in separate modules on strategy, human and social capital, and global issues. The human and social capital module covers classic management challenges of aligning interests of the individual and the organization; managing individual psychological needs and social influences; and developing employee capabilities that provide competitive advantage. Also covered are unique challenges that yound organizations face, i.e. building an effective culture; recruiting, selecting, and retaining talent; building systematic approaches to motivating employees; coping with the stresses of rapid growth; and leveraging the benefits (and avoiding the liabilities) of the founder's powerful imprint.

  • MGMT613 - Career Planning