Research Interests: catastrophic and enterprise risk management., corporate change and restructuring, leadership, decision making, and governance
Links: Personal Website
PhD, Harvard University; MA, Harvard University; BS, University of Michigan.
William and Jacalyn Egan Professor of Management, 1997-. Director, Wharton Center for Leadership and Change Management, 1996-.
Numerous programs on leadership, decision making, governance, and change with companies and organizations in the private, public, and non-profit sectors in the United States, Asia, Europe, and Latin America, including Abbott, American Express, Cargill, CEO Academy, Cisco, Coca-Cola, DuPont, Estee Lauder, Fidelity Investments, Goldman Sachs, Google, Hewlett-Packard, IBM, Intel, Morgan Stanley, New York Fire Department, Northrop Grumman, Petrobras, Pew Charitable Trusts, Samsung, Sprint, 3M, The New York Times, Toyota, Verizon, United Nations, U.S. Government, and World Economic Forum.
Howard Kunreuther and Michael Useem, Mastering Catastrophic Risk: How Companies Cope with Disruption (Oxford University Press, 2019)
Michael Useem, Dennis Carey, Brian Dumaine, Rodney Zemmel, Go Long: Why Long-Term Thinking Is Your Best Short-Term Strategy (Wharton Digital Press, 2018)
Abstract: Corporations are increasingly influential within societies worldwide, while the relative capacity of national governments to meet large social needs has waned. Consequentially, firms face social pressures to adopt responsibilities that have traditionally fallen to governments, aid agencies, and other types of organizations. There are questions, though, about whether this is beneficial for society. We study this in the context of disaster relief and recovery, in which companies account for a growing share of aid, as compared to traditional providers. Drawing on the dynamic capabilities literature, we argue that firms are more able than other types of organizations to sense areas of need following a disaster, seize response opportunities, and reconfigure resources for fast, effective relief efforts. As such, we predict that, while traditional aid providers remain important for disaster recovery, relief will arrive faster and nations will recover more fully when locally active firms account for a larger share of disaster aid. We test our predictions with a proprietary data set comprising information on every natural disaster and reported aid donation worldwide from 2003 to 2013. Using a novel, quasi-experimental technique known as the “synthetic control method,” our analysis shows that nations benefit greatly from corporate involvement when disaster strikes
Howard Kunreuther, Erwann Michel-Kerjan, Michael Useem, Rethinking Catastrophic Risk: How Corporate America Copes with Disruption (Oxford University Press, 2016)
Luis Ballesteros and Michael Useem, “Corporate Activity for Dealing with Societal Risks”. In, edited by, (2016)
Luis Ballesteros and Michael Useem (Working), Local versus Global Institutional Pressures: Organizational Imitation and Multinationality.
Abstract: The management literature has emphasized the role that imitation plays on corporate strategy. Firms tend to align to the social norms observed by reference peers. A widely invoked argument is that the community where firms are originally headquartered imprints them with a longstanding influence toward similar patterns of behavior. In this paper, I suggest that this argument is not easily generalizable once the organization internationalizes. Using the context of philanthropic responses in the aftermath of natural disasters, I show that the non-market activity of multinational firms that share the metropolitan area as headquarters may be significantly different. I find that firms tend to mimic the characteristics of the response of peers from the same industry despite that such organizations have different countries of origin. Furthermore, organizations that share metropolitan region as headquarters show dissimilar responses in a frequency that is not explained by chance. This study extends the global strategy and community literatures by proposing that the influence of geographic location on organizational behavior is less stable than institutional scholars tend to suggest. The systems of social norms and beliefs that firms join as they internationalize become more salient for organizational decision making than those learned in their communities of origin. The study also provides a more nuanced awareness of the role of the non-market activity of multinational enterprises in the context of geographically located systemic shocks.
Michael Useem (2015), “From Classwide Coherence to Company-Focused Management and Director Engagement,”, Research in the Sociology of Organizations, 43.
Michael Useem and Howard Kunreuther, Leadership Dispatches: Chile’s Extraordinary Comeback from Disaster (2015)
Michael Useem, Howard Kunreuther, Erwann Michel-Kerjan, Leadership Dispatches: Chile’s Extraordinary Comeback from Disaster (Stanford University Press) (Stanford Business Books, 2015)
Luis Ballesteros and Michael Useem, “How They Did It (Private Giving, Insurance Payouts for Recovery, Execution and Expectations”. In Leadership Dispatches: Chile’s Extraordinary Comeback from Disaster, edited by Michael Useem and Howard Kunreuther, (2015), pp. 47-165
To become future leaders of health care innovation, students must gain skills in diagnosing the roadblocks to an optimally functioning, high-value health care delivery system and designing actionable solutions that can chart the path forward. This course uses case studies in health care innovation to foster the development of skills that undergird clinical innovation: health systems analysis, strategic problem-solving, clinical care re-design, implementation assessment, and policy development. We will explore a complex network of factors influencing health systems performance, the key ingredients for change, and how to integrate these factors to solve real world problems. Upon completion, students will be able to deconstruct complex problems in clinical care to identify nodal points for change; recognize the complex array and interplay of factors that influence clinical care outcomes; diagnose pivotal points for innovative solutions; build models for change that target pivot points to reset care delivery; embrace complex solutions and develop sustainable plans to change course; and work nimbly in multi-disciplinary teams to potentiate problem solving and innovative solutions to enduring problems.
MGMT 610 is the first core course in the MBA Program and it cannot be waived. The first week of the fall term (in August) is dedicated to this formative and foundational experience. This course focuses on developing students' knowledge and skill set for teamwork and leadership. It is meant to be an intense immersion experience that draws strongly on the pedagogy of the Wharton Teamwork and Leadership Simulation, a team-based, highly interactive simulation that was custom-designed specifically to allow students to experience the core concepts they learn in this class. The three goals of this course are for students to learn: 1. Leadership behaviors: how to enact the skills that contribute to a team's effective performance. 2. Team dynamics: how to be an effective team member, as well as how to best design work teams; 3. Organizational awareness: understanding organizational culture. Format: A custom-designed Wharton-only simulation is paired with course sessions to deliver a unique learning experience. Classes will include experiental learning combined with debriefings, lectures, readings, class discussion and personal and group performance feedback. This course reflects the realities that informal leadership occurs in teams on an ongoing basis, that being a good team player is a part of leadership, and that many of one's early experiences with leadership will occur while working on teams. Because of the team-based nature of this course, and time intensive nature of this experience, attendance is mandatory for ALL five sessions of this class. NOTE: Credit-bearing, core coursework begins with the MGMT610: Foundations of Teamwork and Leadership course.
The management of large, established enterprises creates a range of multi-facet challenges for the general manager. A general manager needs to understand the internal workings of a firm, how to assess and create a strategy, and how to take into account increasing, globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that effective of an established enterprise requires a combination of insights drawn from economics, sociology, psychology and political economy.
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.
Sociology provides a unique way to look at human behavior and social interaction. Sociology is the systematic study of the groups and societies in which people live. In this introductory course, we analyze how social structures and cultures are created, maintained, and changed, and how they affect the lives of individuals. We will consider what theory and research can tell us about our social world.
Directed readings and research in areas of sociology. Permission of instructor needed.
This is the second part of the Thesis Workshop course. Prerequisite: SOCI 300. Permission must be granted by the department.
For advanced students who work with individual instructors upon permission. Intended to go beyond existing graduate courses in the study of specific problems or theories or to provide work opportunities in areas not covered by existing courses.
Primarily for advanced students who work with individual instructors upon permission. Intended to go beyond existing graduate courses in the study of specific problems or theories or to provide work opportunities in areas not covered by existing courses.
Wharton’s Howard Kunreuther and Michael Useem explain why some firms find creative ways to cope with disasters while others do not.Knowledge @ Wharton - 2019/09/10