Claudine Gartenberg

Past Courses

• MGMT611 - MANAGING EST ENTERPRISE

  This course is about managing large enterprises that face the strategic challenge of being the incumbent in the market and the organizational challenge of needing to balance the forces of inertia and change. The firms of interest in this course tend to operate in a wide range of markets and segments, frequently on a global basis, and need to constantly deploy their resources to fend off challenges from new entrants and technologies that threaten their established positions. The class is organized around three distinct but related topics that managers of established firms must consider: strategy, human and social capital, and global strategy.

• MGMT782 - STRATEGIC IMPLEMENTATION

  Much more is known about strategy formulation than its implementation, yet valid, sensible strategies often fail because of problems on the implementation side. This course provides you with tools to turn good strategy into successful reality. It covers the choices, structure, and conditions that enable the successful attainment of strategic objectives. Students learn from rigorous academic research on successful implementation, as well as a series of seasoned business leaders who will visit to share their own experience from the front lines.

• MGMT891 - ADVANCED STUDY-SMGT

• MGMT926 - SEM STRAT & ORG DES

  This half-semester course examines one of the foundational questions in strategy: the role of organizational structure in both supporting and shaping strategy. As Winston Churchill famously said: "We shape our buildings, and afterwards our buildings shape us." This course examines this proposition from two traditions, the "institutional economics" and "information processing" schools of organizational design. We will examine foundational works from both schools, such as Coase, Williamson, Simon, March, and others, and then proceed to recent work in the area. Some of the questions that we will explore in the class are: why do firms exist? What determines their boundaries? What determines formal and informal structures within firms? How does the strategic context shape the answers to these questions? How might the nature of the firm and its boundaries relate to innovation, human capital, and knowledge creation? The aim of this class is to provide students with a grounding in the fundamental questions and contributions in this area, and to spark ideas for research in their own graduate work.

• Wharton Teaching Excellence Award, 2020
• Ralph Gomory Best Industry Studies Award, Runner Up, 2018
• SMS Best Paper Award Nomination (voluntarily opted out once paper was accepted for publication), 2018
• Wyss Award for Excellence in Doctoral Research, Harvard Business School (one of 4 recipients across all departments), 2010
• Financial Management Association, Best Paper Awards Semifinalist, “Did fair valuation depress equity values during the 2008 financial crisis?” with George Serafeim., 2010
• Harvard University, Derek Bok Center Teaching Award, (rated 5.0 / 5.0 by students versus division average of 4.0 / 5.0)., 2008
• Harvard Business School, Baker Scholar (top 5% of class)., 2006

• Corporate Purpose and Acquisitions, Columbia Law School Blog - 05/24/2021
• How Corporate Purpose Affects Firms, Promarket - 02/17/2021
• Corporate Ownership Matters to Corporate Purpose and Performance, Forbes - 02/16/2021
• Can Purpose Deliver Better Corporate Governance?, IESE-ECGI Conference - 10/30/2020
• The Next Move: Rethinking Fair Pay, Aspen Institute - 10/29/2020
• 181 Top CEOs Have Realized Companies Need a Purpose Beyond Profit, Harvard Business Review - 08/20/2019
• Professor Claudine Gartenberg’s joint research on corporate purpose is highlighted, The Australian - 06/16/2017
• Make every employee a chief purpose officer, Forbes - 04/24/2017
• Competition not always such a healthy thing in the workplace, The Irish Times - 04/18/2017
• It’s Good to Be a Big Corporation Again, Bloomberg - 10/28/2016
• Drive your company’s ‘purpose’ to boost business, HRD Austraria - 10/25/2016
• The Link between Corporate Purpose and Financial Performance, The PNR Paper - 09/23/2016
• People Literally Don’t Understand What’s In Their Credit Card Agreement, BuzzFeed News - 09/13/2016
• When Workplace Competition Causes Negative Results, WorkingCapital Review - 09/30/2015
• Why Employee Ranking Can Backfire, New York Times - 07/11/2015
• Data-Driven Tools Not a Productivity Panacea, CFO.com - 06/04/2015
• When Data Dooms Your Company, Ozy - 06/01/2015
• When data dooms your company, USA Today - 06/01/2015
• Data Can Make for Cutthroat Coworkers, The Atlantic - 05/07/2015
• Is your employer effective at measuring performance?, MPR News - 04/21/2015
• The big risk of letting employees know where they rank versus their peers, Government Executive - 04/20/2015
• Millions of bees swarm highway; Incentives to pursue trade careers; Ranking employees can be risky, Fleet Owner - 04/20/2015
• When Workplace Competitions Backfire, The Wall Street Journal - 04/14/2015
• Disclosures Are Found to Change Financial Behavior, New York Times - 02/22/2012

Knowledge @ Wharton

• How Pay Inequality Affects the Bottom Line, Knowledge @ Wharton - 10/17/2017