Assistant Professor of Management
Research Interests: strategic decision making, cognition, strategic change, game theory, innovation
Address: 2025 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 898-6377
Office Fax: (215) 898-0401
Harvard Business School (Boston, MA):
Doctor of Business Administration, Strategy
Amherst College (Amherst, MA):
Bachelor of Arts, Economics and Psychology
My research explores how cognitive processes, namely the mental processes by which individuals interpret situations, and acquire and process information, drive strategic decision-making and strategic interactions. Be it at crucial decision making points such as mergers and acquisitions or expansions, during periods of strategic innovation and change, or when competing with other firms, differences across strategic leaders in these cognitive processes can lead to significant performance differences across the firms. My research investigates some of the ways in which these processes can vary across decision makers, and how these differences affect performance. Thus, it provides a different, cognitive lens with which to understand persistent performance differences across firms, the central issue in strategy.
Anoop Menon, Dennis Yao, "Product Market Strategy". In Palgrave Encyclopedia of Strategic Management, edited by David Teece, Mie Augier, (2014).
Anoop Menon, Giovanni M. Gavetti, Katherine Dowd, Harvard Business School Case (2011) 711-51: Charlie Merrill and the Financial Supermarket Strategy
Sen Chai, Anoop Menon (Work In Progress), A Study on the Sources of Commercializable Creativity.
Anoop Menon (Work In Progress), What Comes to Mind: A Neurally Inspired Model of Associative Information Processing.
Anoop Menon, Haris Tabakovic (Work In Progress), Strategic Implications of Information Processing Constraints of Firms.
Anoop Menon, Haris Tabakovic (Work In Progress), What You Say Your Strategy Is and Why It Matters.
Anoop Menon, Dennis A. Yao, Sarah Reynolds (Work In Progress), Competition Among Non-Profits.
Awards And Honors
- Wyss Award for Excellence in Doctoral Research, Harvard Business School, 2012
- Grade of “Excellent” on the Harvard Business School Doctoral Qualifying Examination; Fields: Strategy, Cognitive Foundations, Corporate Finance, 2009
- High Pass on the Harvard Business School Doctoral General Examination, 2008
- Addison Brown Scholarship (highest academic standing in graduating class at graduation), Amherst College, 2007
- James R. Nelson Memorial Award for Economics, Amherst College, 2007
- Phi Beta Kappa membership in junior year (the top 1% of the class), Amherst College, 2006
- Economics Department Junior Class Prize, Amherst College, 2006
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.
MGMT701 - Strategy and Competitive Advantage
This course is concerned with strategy issues at the business unit level. Its focus is on the question of how firms can create and sustain a competitive advantage. A central part of the course deals with concepts that have been developed around the notions of complementarities and fit. Other topics covered in the course include the creation of competitive advantage through commitment, competitor analysis, different organizational responses to environmental changes, modularity, and increasing returns. An important feature of the course is a term-length project in which groups of students work on firm analyses that require the application of the course concepts.