Geoffrey Garrett is Dean, Reliance Professor of Management and Private Enterprise, Professor of Management at the Wharton School, and Professor of Political Science at the University of Pennsylvania. He became Dean of the Wharton School in 2014, and was previously a member of the Wharton faculty in the Management Department from 1995 to 1997.
Prior to his return to Penn, Dr. Garrett was dean of the business schools at both the University of Sydney and UNSW, in his native Australia. He served as President of the Pacific Council on International Policy in Los Angeles and Dean of the UCLA International Institute before his return to Australia in 2008 as founding CEO of the United States Studies Centre. A highly cited international political economist, he has been a professor at Oxford, Stanford and Yale universities.
Dean Garrett is a Fellow of the Australian Academy of the Social Sciences, sits on the Advisory Boards of the Indian School of Business and the Tsinghua University School of Economics and Management. He is a member of the board of directors of Park Hotels and Resorts and is a winner of the Foreign Policy Association Medal and the Advance Global Australian Award.
A well-respected commentator on global business, economics and politics in major media outlets, he writes a regular blog as a LinkedIn Influencer.
His academic publications include “Partisan Politics in the Global Economy,” “The Global Diffusion of Markets and Democracy,” and “The Encyclopedia of Political Science.” Dr. Garrett has led C-suite executive education programs on the global economy for Columbia, Stanford, UCLA and Wharton, and in Australia he developed thought-leadership collaborations with companies, including Chevron, Dow Chemical, GE, News Corporation and Northrup Grumman.
Dr. Garrett holds a BA (Honors) from the Australian National University, and an MA and PhD from Duke University where he was a Fulbright Scholar.
Most successful firms go global in some way; why do they go global, and how do they navigate across international borders? This is the question at the core of multinational management. In this course, you will learn about topics such as how firms choose where and how to invest abroad, how shifts in the politicaleconomy landscape affect firm strategy, and how firms respond to restrictions on the movement of both physical and human capital across borders. The class utilizes economics and global strategy frameworks to provide students with an understanding of how to formulate multinational firm strategy. The lessons from the class will be valuable across a wide range of careers, including management consulting, investment analysis, or entrepreneurship. Fulfills the Global Economy, Business, and Society requirement.
Are you well prepared to manage or analyze business challenges and competitive threats in a variety of political and social environments? For example, what should you do to dissuade or counter an individual critic armed with a camera phone a YouTube account? Or a decentralized grassroots organization that seemingly pops up overnight, appears to have no single leader or headquarters, and yet is quite successful in capturing media attention? Or a government official who because of a tight reelection campaign or an internal challenge from a populist general turns on you? Lone individuals, small activist groups and unexpected political shifts have done extensive damage to the reputations - and value - of multinationals in recent years. And yet most companies don't plan for, or even think about, investing in building the kinds of solid relationships with community leaders, governments, NGOs, and other key players that can help them avoid such crises and, when necessary, draw upon their reservoir of stakeholder capital to respond quickly and decisively when a challenge or threat emerges. This semester-long class provides an integrative perspective towards the management of these risks and opportunities. It highlights that better assessment of stakeholder opinion, understanding of how stakeholders impact firm value and of how to infuse stakeholder relationships with trust to unlock that value are increasingly critical elements of a firm's long-term success, particularly in emerging markets. Firms must also focus o n continual improvement in their stakeholder engagement, reinforcing their actions with strategic communications and via organizational culture. The course will give students a combination of practical tools and the latest academic thinking in the emerging field of corporate diplomacy.
All successful firms go global. This course provides a broad introduction to international business. You will learn about who loses and who gains from trade, what are the effects of tariffs and non-tariff barriers, the World Trade Organization (WTO), regional trading blocs, and NAFTA. The course then turns to the international financial architecture, focusing on exchange rate risk. We then move to multinational firm strategies, including a discussion of the reasons for why firms choose to do business globally through trade or FDI, international tax strategy, joint ventures, technology transfer, different ways to be a multinational firm, and ethical dilemmas. The class is a mix of lectures and cases that allow students to synthesize the extensive materials on multinational management, international institutions, economic policies, and politics with a goal towards formulating multinational firm strategy.
We are living in an era of "pervasive uncertainty," and leaders need to adopt a more humble, open and committed approach to thrive under these circumstances, writes Wharton dean Geoffrey Garrett in this opinion piece.Knowledge @ Wharton - 2020/02/24