Geoffrey Garrett is Dean, Reliance Professor of Management and Private Enterprise, and Professor of Management at the Wharton School of the University of Pennsylvania. He became Dean of the Wharton School in 2014, having been 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.
A distinguished international political economist, Garrett 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. Earlier in his career, Garrett held appointments at Oxford, Stanford and Yale universities. He is a Fellow of the Australian Academy of the Social Sciences, a Trustee of the Asia Foundation in San Francisco, a Member of the New York-based Council on Foreign Relations, and he serves on the Advisory Board of Global Policy.
Dr. Garrett is a well-respected commentator on global business, economics and politics in major media outlets, such as the Los Angeles Times, China’s Global Times, Le Monde, The Times of India, and South China Morning Post. Additionally, he was a speaker at TEDx Sydney, has contributed to Foreign Affairs, writes frequent blog posts on LinkedIn and is active on Twitter.
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.
Multinational management is the study of the international corporation and the global political and economic environment. This course provides an introduction to the more advanced offerings. It covers the historical origins of the multinational corporation, the economics of trade, money and investment in the world economy, and the policies and behavior of governments and international organizations. We place considerable emphasis in understanding the national and historic origins of the international firm, as well as on current issues regarding emerging economies and shifts in the political economy of global markets.
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.
Australia has paved the way for public-private partnerships in infrastructure -- and the U.S. could benefit from following that model, writes Wharton Dean Geoffrey Garrett in this opinion piece.Knowledge @ Wharton - 2018/06/8