Research Interests: global strategy, globalization, impact of the information revolution, international political economy
PhD, University of Michigan, 1975; MBA, University of Pennsylvania, 1961; BMgtE, Rensselaer Polytechnic Institute, 1960
Fellow, Academy of International Business
Wharton: 1987-present (Editor, Wharton School Publishing, 2008-present; Director, The Joseph H. Lauder Institute of Management & International Studies, 2006-2007; named William H. Wurster Professor of Multinational Management, 1992; Director, The Joseph H. Lauder Institute of Management and International Studies, 1994-2000; Director, William H. Wurster Center for International Management Studies, 1992-94; Chairperson, Management Department, 1989-92; Anheuser-Busch Term Professor of Management, 1987-92). Previous appointments: New York University; The Conference Board; Massachusetts Institute of Technology
Brand Manager, Procter & Gamble, 1965-71
Fellow, World Economic Forum, 1995-present; President, Academy of International Business, 2001-2002
Stephen J Kobrin, “Is a Networked World Economy Sustainable?”. In The Multiple Dimensions of Institutional Complexity (Progress in International Business Research, Vol. 15), edited by A. Verbeke, R.V. Tulder, E.L. Rose, and Y. Wei, (Bingley, UK: Emerald Publishing, 2021)
Stephen J Kobrin (2020), How Globalization Became a Thing That Goes Bump in the Night, Journal of International Business Policy.
Abstract: For almost 200 years, globalization has been seen as a positive development, albeit with costs and benefits, and as progress and modernization, a broadening of humanity’s scope from the local and parochial to the cosmopolitan and international. That changed dramatically with the Great Recession, the waves of migration of the last decade, and the global Coronavirus (COVID-19) pandemic of 2020. For many, globalization now connotes economic dislocation, increasing inequality, unwanted immigration, and a vehicle for the transmission of disease. The pandemic reminds us that most economic activity takes place within national borders. It has emphasized the dangers rather than the benefits of efficient linkages between markets, laying bare the dangers of complex global supply chains where any node can become a “choke point”, and the risks of overspecialization or the concentration of technological knowledge and/or production capacity in a single country or region. A more positive view of globalization will require restoring the balance between independence and integration, mitigation of its costs within and between countries, and dealing with redundancy and supply risk.
Stephen J Kobrin (2019), Make Internationalism Great Again: The AIB in an Age of Populist Nationalism, AIB Insights, 19 (1).
Stephen J Kobrin (2017), Bricks and Mortar in a Borderless World: Globalization, the Backlash, and the Multinational Enterprise, Global Strategy Journal, 7 (2).
Abstract: Globalization, increased interconnectedness, and deep integration resulted in significant increases in trade and FDI from 1989 through 2008. The recession marked the end of that trend and the rise of a broad-based opposition that has economic, social, and political components. This article explores the backlash, arguing that is driven by sociotropic perceptions. While globalization can be explained as a cyclical or structural phenomenon, I argue that technological change results in a networked global economy, the transition from a space of places to a space of flows, and increases the potential cost of devolution to the point where economic independence is no longer feasible. Nonetheless, I conclude that MNCs face a period of prolonged uncertainty and develop implications for firm strategy.
Managing Globalization and Anti-Globalization provides students with a solid foundation in the economic history of globalization and anti-globalization, the institutions that manage the global economy, and the current challenges these institutions are facing. Students in this class will develop their own worldview about the powerful forces shaping today's international political economy and build a solid foundation for understanding the future of organizational strategy. The first half of the course focuses on the historical trajectory of globalization and learning about the institutions that seek to manage it. The second half of the course explores how institutions manage present-day global governance challenges ranging from global migration, the rise of populist anti-globalization movements, the collapse of communism, and global inequality, to disruptive technologies such as bitcoin. Format: Lectures and discussion structured to encourage maximum student participation. Requirements: midterm and final exam, a final course paper of 10-20 pages and short reaction papers dealing with the readings for the week. Supplemental activities include map quizzes, small group projects, and current events analysis.
Managers, consultants, investors and creditors increasingly acknowledge the importance of stakeholder opinions of the acceptability of a company's operations for that company's ability to achieve its organizational mission and to deliver a financial return. The rhetoric that companies must manage their stakeholder relations as well as shareholder relations is rapidly shifting from a philosophical critique of the functioning of the capitalist system to a strategic, financial, operational and societal imperative. Managers, consultants and investors are increasingly drawing on new unstructured data on the identity and issues of concern of stakeholders to align corporate and investment strategy with stakeholder demands on issues ranging from environmental externalities (e.g., climate change) to human rights. This course provides students the latest tools to use this data for stakeholder and issue mapping as well as financial valuation. It also offers more behavioral skills critical for external stakeholder engagement including trust building and communications as well as internal stakeholder engagement. In short, it prepares students to engage in Corporate Diplomacy (i.e., to influence or assess external stakeholders' opinions of the acceptability of a company's operations at a moment in time and to convince internal stakeholders to adapt their behaviors, systems and outputs` when necessary).
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.
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
U.S. businesses looking to invest in Cuba face an uncertain policy regime, and national security dangers also loom, say experts.Knowledge @ Wharton - 6/23/2017
We remember three valuable members of the Wharton faculty.Wharton Magazine - 04/20/2012