Marshall W Meyer

Marshall W Meyer
  • Emeritus Professor of Management
  • Tsai Wan-Tsai Professor Emeritus

Contact Information

  • office Address:

    3031 SH-DH
    3620 Locust Walk
    Philadelphia, PA 19104

Research Interests: management in china, measurement of organizational performance, organizational change, organizational design

Overview

Education

PhD, University of Chicago, 1967; MA, University of Chicago, 1965; AB, Columbia University, 1964

Recent Consulting

Strategies for Chinese firms; design and evaluation of performance measurement systems

Academic Positions Held

Wharton: 1987-present (named Richard A. Sapp Professor, 2002; Anheuser-Busch Term Professor of Management, 1987-92). University of Pennsylvania: 1988-present (Associate Member, Center for East Asian Studies, 2004-present). Previous appointments: University of California, Riverside; Cornell University; Harvard University. Visiting appointments: Hong Kong University of Science and Technology; Singapore Management University; Chinese University of Hong Kong; Tsinghua University; Yale University; University of California, Los Angeles; University of California, Irvine

Professional Leadership

Senior Editor, Management and Organization Review; Advisory Editor, Harvard Business Review—China; Board of Scholars, Chief Executive Leadership Institute, Yale University

Corporate and Public Sector Leadership

Board of Directors, Chamber Orchestra of Philadelphia; Board of Directors, Hong Kong Trade Development Council (US)

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Teaching

Past Courses

  • MGMT288 - MNGING & COMPET IN CHINA

    The business environment in China is characterized by both uncertainty and complexity. On the one hand, it is changing fast; on the other hand, it is influenced by deep-rooted political, economic, and cultural forces that exhibit tremendous inertia. This course will help students--as potential managers, entrepreneurs, and investors--gain the knoweledge and analytical skills necessary to compete effectively in China. We will discuss various types of firms in the Chinese economy--from large state-owned enterprises (SOEs) to newly minted Internet giants, from prominent multinational companies (MNCs) to virtually anonymous local suppliers--and the unique institutions in which these firms operate. Such discussions will also help managers whose firms compete or collaborate with Chinese firms on the global stage. We will use a combination of lectures, cases, debates, and role play in class. You will also have the opportunity to apply your learning to real business scenarios.

  • MGMT788 - MNGING & COMPET IN CHINA

    The business environment in China is characterized by both uncertainty and complexity. On the one hand, it is changing fast; on the other hand, it is influenced by deep-rooted political, economic, and cultural forces that exhibit tremendous inertia. This course will help students--as potential managers, entrepreneurs, and investors--gain the knoweledge and analytical skills necessary to compete effectively in China. We will discuss various types of firms in the Chinese economy--from large state-owned enterprises (SOEs) to newly minted Internet giants, from prominent multinational companies (MNCs) to virtually anonymous local suppliers--and the unique institutions in which these firms operate. Such discussions will also help managers whose firms compete or collaborate with Chinese firms on the global stage. We will use a combination of lectures, cases, debates, and role play in class. You will also have the opportunity to apply your learning to real business scenarios.

  • MGMT891 - ADVANCED STUDY-SMGT

  • MGMT892 - ADV STUDY-ORGAN EFFECT

    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.

  • MGMT933 - PSYCH & SOC. FOUND

    This seminar-based course, with active discussion and analysis, is required of all first-year doctoral students in Management and open to other Penn students with instructor permission. The purpose of this course is to examine and understand basics in the theory and empirical research in the field of micro and macro organizational behavior and to build an understanding of people's behavior in organizations and across organizations. The course covers a blend of classic and contemporary literature so that we can appreciate the prevailing theories and findings in various areas of macro and micro-organizational behavior. Half the course covers micro-organizational behavior, focused on topics such as influence/status, virtual teams, job design, organizational culture and socialization, identity in organizations and overall look on where the field of micro-organizational behavior is going. Half the course covers macro-organizational behavior, covering the topics of organizational ecology, institutional theory, organizational status and reputation, impression management, social networks and social movements.

  • MGMT951 - OB: THEORIES AND METHODS

    The purpose of this half-semester course is to examine and understand theory and empirical research in the field of micro-organizational behavior and to build an understanding of people's behavior in organizations. The course covers a blend of classic and contemporary literature to appreciate the prevailing theories and findings in various areas of micro-organizational behavior. We will cover topics such as identity, diversity/inclusion, work design/proactivity, extra-role behaviors, behavioral ethics/organizational justice, and an overall look at where the field of micro-organizational behavior is heading. This is a seminar-based course with active discussion and analysis.

  • MGMT952 - SEM MACRO ORG BEHAV

    Organizations are ubiquitous, and so is organization. This half-semester course explores organization theory (OT) from the 1960s through the end of the 20th century. We will examine the proliferation of organizational theories during this time period (such as contingency theory, resource dependence theory, ecological theory, and institutional theory) and understand how each theory attempts to relate structure and action over varying levels of analysis. We will determine one or two additional schools to add once we discuss your exposure in other management classes to other potential topics such as behavioral decision theory, sense-making and cognition, organizational economics, corporate governance, social networks, and the like.

  • MGMT953 - SEM RESEARCH DESIGN

    This is an introductory doctoral seminar on research methods in management. The course is designed to help you define your research interests, to strengthen your grasp of research design choices and standards, and to move you further along on the path to becoming a skilled, accomplished, engaged, and independent research scholar. We will read about, discuss, and in some cases practice: framing of research questions, writing for publication, defining and meeting research standards, and conducting experimental, archival, survey-based, and qualitative research suitable for publication in top-tier management journals.

Awards and Honors

  • Visiting Scholar, Russell Sage Foundation, 1993-1994

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In the News

Containing the Coronavirus: What’s the Risk to the Global Economy?

As the human toll mounts in the COVID-19 outbreak, so does the economic damage. Experts from Wharton and Penn discuss what we know – and don’t know – about the virus and its potential impact.

Knowledge @ Wharton - 2/25/2020
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