1976–1980 Ph.D., International Business: Sloan School of Management (M.I.T.)
1972–1974 M.P.A., Major in International Development: UCLA.
1965–1969 B.A. (cum laude), Major in Political Science. Certificate in African Studies: UCLA.
Adrian E. Tschoegl (2009), The international diffusion of an innovation: The spread of decimal currency, Journal of Socio-Economics, (forthcoming).
Abstract: This paper argues that decimalization of currency diffused as a consequence of all three forms of isomorphism: normative, coercive, and mimetic. Furthermore, it is ambiguous as to whether the normative isomorphism was well founded. The patterns of denominations show variety by country as a consequence of a number of factors, including cultural ones. These patterns tend to follow a powers-of-two (binary) principle for smaller denominations and a purer decimal principle for larger denominations, reflecting their utility for cash transactions and for store-of-value functions, respectively.
Abstract: The last two decades have witnessed the consolidation of the Spanish banking sector as one of the most competitive in the world. The largest commercial banks-especially Santander-and the savings banks have climbed positions on the international rankings both in terms of size and profitability. Moreover, they have entered numerous markets in Europe and the Americas based on their organizational, technological, and marketing skills. The great challenges for the future are to establish a presence in the Middle East and Asia, and to pursue growth opportunities in other segments such as investment banking. [
Adrian E. Tschoegl (2007), McDonald’s – much maligned, but an engine of development, Global Economic Journal, 7(4): 5.
Abstract: Critics have excoriated the US fast-food industry in general, and McDonald’s most particularly, both per se and as a symbol of the United States. However, examining McDonald’s internationalization and development abroad suggests that McDonald’s and the others of its ilk are sources of development for mid-range countries. McDonald’s brings training in management, encourages entrepreneurship directly through franchises and indirectly through demonstration effects, creates backward linkages that develop local suppliers, fosters exports by their suppliers, and has positive external effects on productivity and standards of service, cleanliness, and quality in the host economies.
J. Scott Armstrong and Adrian E. Tschoegl (2007), Review of Expert Political Judgement by P.E. Tetlock : How good is it? How can we know?, International Journal of Forecasting, 23, 339-342.
Abstract: Presents the chronology of foreign bank presence in the Pacific Area. Evolution of the foreign banks presence from the late 19th century to the present; Summary of the most active banks in the region; Categorization of various islands into three spheres of influence.
Adrian E. Tschoegl and R. Grosse (2006), The Manager’s Guide to Big Macs, Advances in Financial Education, 4: 97-111.
Mauro Guillen and Adrian E. Tschoegl (2002), Banking on Gambling: Banks and Lottery-Linked Deposit Accounts, Journal of Financial Services Research, 21(3): 219-231.
Abstract: Deposit accounts that provide an interest return determined by a lottery have proved to be popular around the world. From the point of view of a bank, these products are especially successful among relatively low-income customers, or in markets in which many people are outside the banking system. Below, we describe numerous examples of such accounts, and analyze their economics.
Most successful firms go global in some way; why do they go global, and how do they navigate across international borders? This is the question at the core of multinational management. In this course, you will learn about topics such as how firms choose where and how to invest abroad, how shifts in the politicaleconomy landscape affect firm strategy, and how firms respond to restrictions on the movement of both physical and human capital across borders. The class utilizes economics and global strategy frameworks to provide students with an understanding of how to formulate multinational firm strategy. The lessons from the class will be valuable across a wide range of careers, including management consulting, investment analysis, or entrepreneurship. Fulfills the Global Economy, Business, and Society requirement.
This course focuses on the creation of competitive advantage in the multinational firm. It examines the nature of global competition by exploring the characteristics of global versus non-global industries and firms. We also explore different types of international strategy and structure and examine the specific challenges of managing in multiple countries and markets. Finally, we consider the strategic allocation of resources along the value chain and the role of strategic alliances as a crucial element of an effective global strategy.
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.
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