What should an organization do?
The question is straightforward. The answer rarely is.
Through my research, teaching and work with executives, I explore how organizations make consequential strategic choices—and how we can think about those choices more carefully.
I believe that making the right decision requires looking beyond competition, capabilities and the drivers of economic value. Strategy is also shaped by social, political and environmental forces. And firms are themselves social and political actors whose choices affect the communities and institutions that surround them.
01
Selected Research
My research asks how firms navigate the political and social worlds around them—and how their own choices can, in turn, shape those worlds in significant ways.
Across different projects, I explore these questions from varying perspectives, including nonmarket strategy, political economy and global strategy.
My Kind of People: Political Polarization, Ideology and Firm Location
Strategic Management Journal
with Benjamin Barber IV
Political polarization doesn't stop at the workplace door. Firms increasingly locate operations in areas that are politically similar—and this tendency grows as society becomes more polarized.
Policy Risk, Strategic Decisions and Contagion Effects: Firm‐specific Considerations
Strategic Management Journal
with Caterina Moschieri
What happens when a multinational comes into conflict with a government? Political disputes can reshape how firms perceive—and respond to—risk elsewhere.
The Conditional Nature of Political Risk: How Home Institutions Influence the Location of FDI
American Journal of Political Science with Quintin H. Beazer
Why do some firms invest in institutional environments that others avoid? We show that firms' experiences in their home countries shape which political environments they are prepared to navigate abroad.
02
Executive Education
Corporate Strategy & Growth
Stakeholders, Government & Society
Strategy in a complex environment
I bring research, practical frameworks and, above all, tailored questioning to help executives and organizations look at familiar problems differently.
Where should an organization compete—and how should it grow? When does an acquisition create more value than organic growth? How can scale and diversification create value rather than simply add complexity?
Who beyond customers and competitors matters for strategy? How do governments and societal stakeholders shape what organizations can do—and what consequences do organizations' own strategic choices have for society and politics?
AI & Strategy
What does AI change about the way an organization creates value and competes? Which capabilities become more or less important? And where might AI alter the assumptions underlying an existing strategy or business model?
Global Strategy & Geopolitics
How does operating across countries change strategy? When do differences in institutions or geopolitical relationships create advantages, constraints or new risks—and how should firms respond when those dynamics change?
03
Teaching
I teach strategy through cases, simulations and discussion. I want students to examine problems from competing perspectives, question the assumptions behind an argument—including their own—and exercise judgment when faced with challenging trade-offs.
My current teaching focuses primarily on nonmarket strategy and sustainability in masters and doctoral programs at IE Business School.
04
About
I am an Associate Professor and Director of the Strategy Research Group at IE Business School. My work spans strategy, international business and the political and social environments in which firms operate.
Across my research, teaching and work with executives, I keep returning to questions about consequential choices: What shapes the way organizations see the problems they face? Whose perspectives enter into those choices? What assumptions go unquestioned? And what follows—for the organization and for the people and societies around it?