James McGlinch

Doctoral Candidate

Contact Information

Primary Email:
jmcgli@wharton.upenn.edu
Office Phone:
215-746-3115
Office Fax Phone:
215-898-0401

office Address:
3036 SH-DH
3620 Locust Walk
Philadelphia, PA 19104

Research Interests: corporate strategy; corporate restructuring, reorganization, and distress; stakeholder management, sentiment, and environmental, social, & governance (ESG) factors; capital markets

Links: CV, Google Scholar

Overview

James McGlinch is a doctoral candidate at the Wharton School of the University of Pennsylvania focused on corporate strategy. His research examines under what conditions the integration of environmental, social, and governance (ESG) issues into corporate strategy may impact firm performance; particularly during periods of corporate restructuring, reorganization, and economic or financial distress; and the propensity of senior managers, shareholders, and other stakeholders to effectively anticipate such impacts.

Prior to Wharton, James began his career in equity research at Barclays Capital, followed by positions in global investment research at Goldman Sachs and mergers & acquisitions investment banking at Credit Suisse. He is a CFA Charterholder.

Research

James McGlinch (Working), Cross-Border Investment by Distressed Debt Hedge Funds: Does Stakeholder Issue Management Present Value to Creditors Turned Owners?.
Kevin Chuah, Witold Henisz, James McGlinch (Under Review), Greenwash or Green: Does Bluffing or Impact Attract Inflows into ESG Equity Funds?.
James McGlinch (Working), Value Creation and Capture in Distressed Acquisitions: The Returns to Managing Powerful Stakeholder Resistance.
James McGlinch (Working), Chapter 11 versus Private Workout: Value-Based Responses to Corporate Distress.
James McGlinch (Working), The Management of Corporate Distress: Environmental, Social, and Governance (ESG) Strategies for Navigating Value Appropriation Deficits.
James McGlinch and Witold Henisz (Under Review), Reexamining the Win-Win: Relational Capital, Stakeholder Issue Salience, and the Contingent Benefits of Value Based Environmental, Social and Governance (ESG) Strategies.
James McGlinch and Emilie Feldman (Working), Breaking Up Is Hard to Do: Transition Services Agreements (TSAs) in Corporate Spinoffs.
Witold Henisz and James McGlinch (2019), ESG, Material Credit Events, and Credit Risk, Journal of Applied Corporate Finance.
Abstract: A growing body of research has extended the analysis of the materiality of ESG criteria from the perspective of equity investors to creditors. Past research and analysis have demonstrated the link between better management of ESG criteria and better management of risk overall. Despite this growing consensus and consistent evidence that ESG performance is correlated with credit risk, no empirical evidence has yet linked ESG performance to cost or expense variances or revenue shortfalls that could explain these correlations. The authors attempt to address this lack of mechanism‐based empirical evidence by citing and then building on a number of well‐publicized cases with analysis of two major ESG issues—indigenous land claims and biodiversity—as they affect the global project finance and agriculture sectors. Broadening these single‐sector results, the authors use a novel dataset providing systematic coding of material events reported in the media across a variety of empirical settings to produce the first large‐sample empirical evidence of the mechanisms linking ESG performance to credit risk.

Teaching

All Courses

MGMT1010 - Intro To Management
We all spend much of our lives in organizations. Most of us are born in organizations, educated in organizations, and work in organizations. Organizations emerge because individuals can't (or don't want to) accomplish their goals alone. Management is the art and science of helping individuals achieve their goals together. Managers in an organization determine where their organization is going and how it gets there. More formally, managers formulate strategies and implement those strategies. This course provides a framework for understanding the opportunities and challenges involved in formulating and implementing strategies by taking a "system" view of organizations,which means that we examine multiple aspects of how managers address their environments, strategy, structure, culture, tasks, people, and outputs, and how managerial decisions made in these various domains interrelate. The course will help you to understand and analyze how managers can formulate and implement strategies effectively. It will be particularly valuable if you are interested in management consulting, investment analysis, or entrepreneurship - but it will help you to better understand and be a more effective contributor to any organizations you join, whether they are large, established firms or startups. This course must be taken for a grade.

Activity

Latest Research

James McGlinch (Working), Cross-Border Investment by Distressed Debt Hedge Funds: Does Stakeholder Issue Management Present Value to Creditors Turned Owners?.

All Research