Research Interests: economic sociology, emerging multinational firms, globalization, international banking strategies, international political economy, multinational management, organizational theory
Mauro F. Guillén is the holder of the Zandman Endowed Professorship in International Management at the Wharton School. He served as Director of the Lauder Institute of Management & International Studies between 2007 and 2019. He received a PhD in sociology from Yale University and a Doctorate in political economy from the University of Oviedo in his native Spain.
He is a trustee of the Royal Foundation of Spain, known as the Fundación Princesa de Asturias, a member of the advisory board of the Escuela de Finanzas Aplicadas (Grupo Analistas), and serves on advisory groups at the World Economic Forum.
He has won the Aspen Institute’s Faculty Pioneer Award. He is an Elected Fellow of the Sociological Research Association and of the Macro Organizational Behavior Society, a former Guggenheim and Fulbright Fellow and a Member in the Institute for Advanced Study in Princeton. In 2005 he won the IV Fundación Banco Herrero Prize, awarded annually to the best Spanish social scientist under the age of 40. He has delivered the Clarendon Lectures at Oxford University, the Otto Krause Memorial Lecture at the University of Johannesburg, and the Laurent Picard Distinguished Lecture at McGill University.
He has received a Wharton MBA Core Teaching Award, a Wharton Graduate Association Teaching Award, a Wharton Teaching Commitment and Curricular Innovation Award, the Gulf Publishing Company Best Paper Award of the Academy of Management, the W. Richard Scott Best Paper Award of the American Sociological Association, the Gustavus Myers Center Award for Outstanding Book on Human Rights, and the President’s Book Award of the Social Science History Association.
His current research deals with the internationalization of the firm, and with the impact of globalization on patterns of organization and on the diffusion of innovations and crises. His most recent books are The Architecture of Collapse: The Global System in the Twenty-First Century (2016), Global Turning Points (2012), and Emerging Markets Rule (2012). He is also the author or co-author of The New Multinationals (2010), Green Products (2011), Building a Global Bank: The Transformation of Banco Santander (2008), The Rise of Spanish Multinationals (2005), The Taylorized Beauty of the Mechanical (2006), The Limits of Convergence: Globalization and Organizational Change in Argentina, South Korea, and Spain (2001), Models of Management (1994), and The AIDS Disaster (1990).
His research has appeared in a variety of academic journals in four separate fields:
Management: Academy of Management Journal, Administrative Science Quarterly, Management Science, Harvard Business Review, Industrial & Labor Relations Review, Advances in International Comparative Management, Industrial & Corporate Change, Journal of International Business Studies, Strategic Management Journal, Journal of Financial Services Research , Organization, Trends in Organizational Behavior, Business Horizons, and Sloan Management Review.
Sociology: American Journal of Sociology, American Sociological Review, Annual Review of Sociology, European Sociological Review, and Social Forces.
Area Studies: East Asian Economic Perspectives, Journal of Latin American Studies, and Latin American Research Review.
Applied Policy: Telecommunications Policy and Transnational Corporations.
He is an Associate Editor of the Administrative Science Quarterly, and serves or has served on the editorial boards of the American Sociological Review, Academy of Management Journal,Academy of Management Review, and Journal of International Business Studies.
His media appearances include:
Bank Mergers & Acquisitions, bloomberg.com, BBC, Bloomberg TV, Boston Globe, Business Mexico, Chicago Tribune, CNBC (TV), Daily Express, e-Commerce Times, Entrepreneur Magazine, Financial Times, Forbes, Foreign Policy, Hispanic Business, Los Angeles Times, The Manufacturer, New York Newsday, New York Times, Investor’s Business Daily, International Herald Tribune, Journal of Commerce, The Economist, Wall Street Journal, Wall Street Journal Europe, Wall Street Journal Americas, Washington Times, World Trade.
He was a member of the University of Oviedo team that won the Spain National Basketball University Championship in 1987.
His personal website is at: https://mgmt.wharton.upenn.edu/profile/guillen/
Free Online Class taught by Professor Mauro Guillén
Analyzing Global Trends for Business and Society — REGISTER
Exequiel Hernandez and Mauro Guillen (2017), What’s Theoretically Novel About Emerging Market Multinationals?, Journal of International Business Studies, 49 (1), pp. 24-33.
Abstract: We review the classic theory of the MNE and past attempts to use it to understand the internationalization of firms from emerging markets. We offer two criteria to determine whether EMNEs modify classic theory or not: (1) establishing appropriate theoretical reference points and (2) distinguishing between theoretical constructs and empirical variables. We suggest that the literature can benefit from moving beyond comparing EMNEs to DMNEs and focusing instead on more fruitful issues. Specifically, emerging markets offer the opportunity to observe the origin of the capabilities of MNEs in general and the development of the institutional ecosystem that supports internationalization.
Mauro Guillen and Laurence Capron (2016), State Capacity, Minority Shareholder Protections, and Stock Market Development, Administrative Science Quarterly, 61 (1), pp. 125-160.
Abstract: This study explains the different types of additional costs faced by multinational firms when they invest abroad. We identify product adaptation cost, discrimination cost, governance cost, and appropriation hazard as important sources of the difficulties that multinationals face. We then link each of these costs to different dimensions of cross-national distance, including economic, cultural, demographic, political, and administrative distance. Finally, we show that the importance of these different distance dimensions differ when multinationals invest abroad for different reasons including market seeking, efficiency seeking, knowledge seeking, and natural resource seeking.
Raquel Garcia-Garcia, Esteban Garcia-Canal, Mauro Guillen (2016), Rapid internationalization and long-term performance: The knowledge link, Journal of World Business, 52 (1), pp. 97-110.
Abstract: Drawing on the knowledge-based view and organizational learning theory, we develop and test a set of hypotheses to provide a first attempt at analyzing the effect of speed of internationalization on long-term performance. Using a panel-data sample of Spanish listed firms (1986–2010), we find that there is an inverted U-shaped relationship between speed of internationalization and long-term performance. We also find that whereas technological knowledge steepens this relationship, the diversity of prior international experience flattens it. Our results contribute to the existing IB literature on the performance of FDI, cross-country knowledge transferability, and nonsequential entry.
Laura Fernandez-Mendez, Esteban Garcia-Canal, Mauro Guillen (2015), Legal Family and Infrastructure Voids as Drivers of Regulated Physical Infrastructure Firm’s Exposure to Governmental Discretion, Journal of International Management , 21, pp. 135-149.
Heather Berry, Mauro Guillen, Arun S. Hendi (2014), Is there Convergence across Countries? A Spatial Approach, Journal of International Business Studies, 45, pp. 387-404.
Randall Collins and Mauro Guillen (2012), Mutual Halo Effects in Cultural Production: The Case of Modernist Architecture, Theory & Society, 41 (6), pp. 527-556.
This course describes and analyses the current state of globalization and sets it in historical perspective. It applies the concepts and methods of anthropology, history, political economy and sociology to the analysis and interpretation of what is actually happening in the course of the semester that relates to the progress of globalization. We focus on a series of questions not only about what is happening but about the growing awareness of it and the consequences of the increasing awareness. In answering these questions we distinguish between active campaigns to cover the world (e.g. Christian and Muslim proselytism, free-trade agreements, democratization) and the unplanned diffusion of new ways of organizing trade, capital flows, tourism and remote interaction via the Internet. The body of the course deals with particular dimensions of globalization, reviewing both the early and recent history of each. The overall approach is historical and comparative, setting globalization on the larger stage of the economic, political and cultural development of various parts of the modern world. The course is taught collaboratively by an anthropologist, an historian, and a sociologist, offering the opportunity to compare and contrast distinct disciplinary approaches. It seeks to develop a general social-science-based theoretical understanding of the various historical dimensions of globalization: economic, political, social and cultural.
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.
The half-credit (0.5 CU) Managing Disruptive Change (MDC) lecture series exposes students to particular industries, ideas, or issues through collaborative partnerships between Wharton faculty and high-profile guest lecturers. It is an initiative of the Wharton Dean's Undergraduate Advisory Board (WAB) to provide students with long-term engagement to high-profile Wharton faculty and guest lecturers. Each year, the program will work to bring together academic and industry professionals to teach a current, thought-provoking topic in business. In the Fall of 2019, MDC presents "Special Topics ISP: Cryptocurrencies. This investigative course will introduce students to the history, business, and theory of cryptocurrencies via a weekly rotating professor/practitioner structure. The goals of this Fall 2019 program are to provide students with a multi-faceted understanding of cryptocurrencies through the lens of numerous experts both in academia and in the business world, to help students contextualize cryptocurrency into a greater academic and practical framework, and to enable students to learn from the teachings of industry experts and take those lessons with them into their academic and professional lives.
Emerging enterprises, the focus in this course, are small, new, fast-growing organizations. Their founders and managers face multifaceted challenges: how to assess the competitive position of their business model and develop a strategy; how to develop the internal organizational structure, culture, and policies for selecting and managing employees; and how to pursue global opportunities. We cover these challenges in separate modules on strategy, human and social capital, and global issues. The human and social capital module covers classic management challenges of aligning interests of the individual and the organization; managing individual psychological needs and social influences; and developing employee capabilities that provide competitive advantage. Also covered are unique challenges that yound organizations face, i.e. building an effective culture; recruiting, selecting, and retaining talent; building systematic approaches to motivating employees; coping with the stresses of rapid growth; and leveraging the benefits (and avoiding the liabilities) of the founder's powerful imprint. The strategy module covers fundamental issues central to the competitiveness of the enterprise. Because the strategy field is broad, MGMT 612 emphasizes topics and frameworks that are most relevant for younger firms, such as innovation, disruption, managing resource constraints, and building capabilities. However, a key insight of the module is the importance of seeing the playing field from the perspective of the competition. Thus, by the end of this section, students will have a robust grounding in strategy that will allow them to succeed, whether their career path leads to a Fortune 100 firm or a garage start up. The global module covers the emerging firm's decision about when (and whether) to internationalize. This decision must address which foreign markets to enter; the mode of entry; the sequence of moves to develop capabilities; what organizational form to choose; where to establish HQ; and how to adapt to the unique economic and institutional features of different markets. In all these issues, the emphasis is on how young, resource-constrained firms can position themselves profitably in globally competitive markets. For the final project, student teams provide integrated analysis across the modules for an emerging enterprise of their choice.
FAP is an experiential-based course where learning is done outside of the classroom. It is unique in its lack of a classroom setting all meetings take place in a professor's office in small teams of 4 to 6 students. Teams are faced withreal-time issues of outside organizations and work with faculty and host managers to construct innovative solutions. Solutions are integrative and cross-functional in nature. We encourage creative thinking giving students wide access towhat we call "area of expertise" faculty. Depending on the project scope we help students arrange meetings with professors who are experts in their field. Host organizations range from large multinational firms to start-ups. A significant percentage of the projects are with non-profits and organizations focused on social causes. Format: Teams (4-6 members) meet with faculty on a weekly basis (30-45 minutes). There are also 3-5 meetings with host managers. In addition to meeting with aFaculty Head, students are given access to "area of expertise" faculty. These faculty members are chosen based on their specific expertise. The final deliverable consists of an oral presentation and a written document. Requirements: Weekly team meetings with faculty project head and a final PowerPoint report and presentation.
This class is designed to develop world class, globally-minded managers. Many of the most important business issues of today are global in nature. Both "macro" phenomena (e.g. nationalism, protectionism, demographic change) and "micro" trends (e.g. competition within and from emerging markets, distributed talent and innovation, digitization and automation) are inherently international issues. They require firms and managers to think, innovate, and organize globally. This class offers a comprehensive set of tools to evaluate opportunities and challenges in global markets, to leverage cross-country differences to enhance innovation and performance, to manage the complexities of a business spread across multiple countries, and to win against foreign rivals. The course will focus on both the formulation and execution of global strategy, with a heavy emphasis on current events and hands on activities. Sample topics include: Quantifying opportunites and risks of foreign investments; Formulating and executing strategies that balance local responsiveness, global efficiency, and innovation; Evaluating and executing cross-border M & A and partnerships; Exploiting differences across countries to enhance innovation while protecting intellectual property; Managing organizational structure, culture, and people in multinational organizations; Structuring and managing cross-national and cross-cultural team; Developing a global mindset among managers and employees. This course builds on the global management portion of MGMT 611 or MGMT 612, but taking those classes is not a prerequisite for MGMT 871.
Business success is increasingly driven by a firm's ability to create and capture value through innovation. Thus, the processes used by firms to develop innovations, the choices they make regarding how to commercialize their innovations, the changes they make to their business models to adapt to the dynamic environment, and the strategies they use to position and build a dominate competitive position are important issues facing firms. In MGMT. 892, you will learn to address these issues through an action learning approach. MGMT. 892 is a 1.0-credit course conducted in the spirit of an independent study. By working on consulting projects for leading global companies, you will develop and then apply your knowledge about innovation management and help these firms better understand the challenges and opportunities posed by emerging technologies and markets.
ASP topics can be individually selected by the student with the advice and consent of any instructor in the management Department. All ASP registrations require the written consent of the instructor and appropriate course and section number on the registration form. If the student has the instructor's written permission, he/she is not required to obtain written consent from the Department. Students, however, should send an email to MGMT-Courseinfo@wharton.upenn.edu to request the course and section numbers
Innovation is currently a hot topic. The popular stereotype holds that firms that are not innovating, or that are not at least saying that they are innovating, are backward at best and at risk of extinction at worst. Behind the hype ismore than half a century of theory and research on organizational and managerial innovation, and the seminar will focus on this domain. A useful overview of the domain is available in Fariborz Damanpour "Organizational Innovation" in Oxford Rsearch Encyclopedia on Business and Management Oxford University Press 2018. We will examine a number of theoretical and empirical approaches to understanding the phenomenon that have emerged during this period and identify key questions explored, principal contributions to the literature, and remaining questions and areas for future research. At the same time, we will embard on a journey in the sociology of knowledge, to encourange you to understand how the evolution of these approaches is linked to changes in the larger world. The seminar is also designed to allow you to pursue an angle on the subject matter that is of particular interest to you, and the deliverables are intended to allow you to investigate a topic that you wish to explore in some depth. Both will be discussed at the beginning of the course and will be fleshed out in subsequent discussions together.
This course, is required of all first-year doctoral students in Management and open to other Penn students with permission, provides an introduction to the psychological and sociological roots of management theory and research. The course is predicated on the belief that to be effective as a contemporary management scholar one needs a background in "the classics." Therefore, we will be reading classics from the fields of psychology and sociology in their original form during this semester.
This is an introductory doctoral seminar on research methods in management. We examine basic issues involved in conducting empirical research for publication in scholarly management journals. We start by discussing the framing of research questions, theory development, the initial choices involved in research design, and basic concerns in empirical testing. We then consider these issues in the context of different modes of empirical research (including experimental, survey, qualitative, archival, and simulation). We discuss readings that address the underlying fundamentals of these modes as well studies that illustrate how management scholars have used them in their work, separately and in combination.
The goal of the course is to provide you with a foundation in some of the major research areas that underpin the study of Multinational Management. International Business (and the study of MNCs) is an interdisciplinary field. As such, our survey of the seminal articles in the field will span a number of different theoretical and empirical approaches (i.e., economic, managerial, organizational and institutional). Much of our seminar discussions will focus on identifying and developing interesting research questions raised by this interdisciplinary literature, which offers many opportunities for systematic empirical study.
This course analyses the current state of globalization and sets it in historical perspective. It applies the concepts and methods of anthropology, history, political economy and sociology to the analysis and interpretation of what is actually happening in the course of the semester that relates to the progress of globalization. We focus on a series of questions not only about what is happening but about the growing awareness of it and the consequences of the increasing awareness. In answering these questions we distinguish between active campaigns to cover the world (e.g. Christian and Muslim proselytism, free-trade agreements, democratization) and the unplanned diffusion of new ways of organizing trade, capital flows, tourism and remote interaction via the Internet. The body of the course deals with particular dimensions of globalization, reviewing both the early and recent history of each. The overall approach is historical and comparative, setting globalization on the larger stage of the economic, political and cultural development of various parts of the modern world. The course is taught collaboratively by an anthropologist, an historian, and a sociologist, offering the opportunity to compare and contrast distinct disciplinary approaches. It seeks to develop a general social-science-based theoretical understanding of the various historical dimensions of globalization: economic, political, social and cultural.
Primarily for advanced students who work with individual instructors upon permission. Intended to go beyond existing graduate courses in the study of specific problems or theories or to provide work opportunities in areas not covered by existing courses.
With the arrival of a new royal baby in the U.K., it’s a good time to look at the changing state of the modern monarchy, says Wharton’s Mauro Guillen.Knowledge @ Wharton - 2019/05/6