Photo of Phebo Wibbens

Phebo Wibbens

Doctoral Student

Research Interests: competitive strategy, formal modeling, resource based view, dynamic capabilities

Links: CV

Contact Information

Address: 2061 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 898-4369
Office Fax: (215) 898-0401


Phebo Wibbens is a doctoral candidate in Management, subfield Strategy, at The Wharton School, University of Pennsylvania. He applies formal and statistical modeling to better understand how resource dynamics shape long term company returns. 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 a Dutch management book studying iconic organizations such as the Royal Concertgebouw Orchestra (recently translated in 2016 as Iconic: How to create a virtuous circle of success). Phebo holds a M.Sc. degree in Management from the Wharton School, University of Pennsylvania as well as M.Sc. degrees (cum laude) in both Physics and Mathematics from the University of Groningen (The Netherlands). He lives with his wife and three children in a suburb of Philadelphia, PA.


  • Phebo Wibbens (Under Revision), Finding the Signal of Dynamic Capabilities: A Bayesian Analysis of Performance Persistence.  Abstract
  • Phebo Wibbens, Nicolaj Siggelkow (Under Review), Introducing LIVA to Measure Long-Term Firm Performance.  Abstract
  • Phebo Wibbens (Work In Progress), Exploring The 20 Trillion Dollar Question: How Industry-level Resource Characteristics Shape Long-term Company Returns.  Abstract
  • Nicolaj Siggelkow, Phebo Wibbens (Draft), A Ladder of Competitive Advantage.  Abstract
  • Xavier Bekaert, Gillis Jonk, Jan Raes, Phebo Wibbens, Iconic: How to create a virtuous circle of success (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.