Research Interests: competitive strategy, formal modeling, resource based view, dynamic capabilities
Address: 2050 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 898-4369
Office Fax: (215) 898-0401
Phebo Wibbens is a PhD Candidate in Management, subfield Strategy, at The Wharton School, University of Pennsylvania. He applies formal modeling to better understand how resource dynamics shape long term company returns. For instance, in his dissertation research he finds that just 100 companies appropriate more than half of the total value appropriated over the past 90 years across a database of more than 20,000 US listed firms. Moreover, he finds significant differences in the value appropriation patterns across industries. Such patterns in long term value appropriation are explained through a model of the interactions over time between dynamic capabilities, operating resources and value appropriation. His dissertation committee consists of Nicolaj Siggelkow (advisor), Dan Levinthal (chair) and David Hsu.
Before joining Wharton, Phebo worked for 8 years at Bain & Company in Amsterdam and Boston, first as a consultant and more recently leading the research team in the Global Strategy Practice. He is the writer and co-author of the Dutch management book Toonaangevend ('Setting the Tone'), about why organizations such as the Royal Concertgebouw Orchestra have been able to stay iconic for more than a century. Phebo holds M.Sc. degrees (cum laude) in both Physics and Mathematics from the University of Groningen (The Netherlands), as well as an M.Sc. degree in Strategy from the Wharton School, University of Pennsylvania. He lives with his wife and three children in a suburb of Philadelphia, PA.
Xavier Bekaert, Gillis Jonk, Jan Raes, Phebo Wibbens, Setting the Tone: What companies can learn from the Concertgebouw orchestra, a restaurant and a rugby team (In Dutch) (2013).
MGMT101 - Introduction To Management
This course is an introduction to the critical management skills involved in planning, structuring, controlling and leading an organization. It provides a framework for understanding issues involved in both managing and being managed, and it will help you to be a more effective contributor to organizations that you join. We develop a "systems" view of organizations, which means that we examine organizations as part of a context, including but not limited to environment, strategy, structure, culture, tasks, people and outputs. We consider how managerial decisions made in any one of these domains affect decisions in each of the others.