Research Interests: management in china, measurement of organizational performance, organizational change, organizational design
PhD, University of Chicago, 1967; MA, University of Chicago, 1965; AB, Columbia University, 1964
Strategies for Chinese firms; design and evaluation of performance measurement systems
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
Senior Editor, Management and Organization Review; Advisory Editor, Harvard Business Review—China; Board of Scholars, Chief Executive Leadership Institute, Yale University
Board of Directors, Chamber Orchestra of Philadelphia; Board of Directors, Hong Kong Trade Development Council (US)
This course provides an examination of some of the largest busines firms in the People's Republic of China, acquainting students with the governance and management (both management structure and management teams) of some of the largest and best known Chinese firms. Students will also become acquainted with the capabilities and liabilities of Chinese firms and their strategic options. Tools needed to assess the investment potential of Chinese firms will be provided, and students will have an opportunity to do original research on issues of governance and management of Chinese firms.
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.
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.
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.
Italian fashion house Dolce & Gabbana is trying to clean up a public relations mess in China that highlights the importance of cultural sensitivity in a global marketplace.Knowledge @ Wharton - 2018/12/11