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My research has been shaped by an interest in what happens when we look beyond the boundaries of the firm. Organizations do not make strategic choices in isolation: their decisions are influenced by governments, institutions, social attitudes and broader changes in the environments in which they operate. At the same time, organizations are themselves political and social actors whose choices can reshape those environments, often in highly consequential ways.

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This perspective has led me to work across management fields including nonmarket and global strategy, drawing on ideas from political science, economics and law. My research addresses questions including how political and institutional environments shape international investment, how social and political divisions affect firms and their choices, how firms respond when relationships with governments break down, how firms and managers influence their political environments, and how geopolitical change alters the basis of competitive advantage.

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I am also interested in the questions that arise when strategy is considered as a matter of judgment rather than simply application. What shapes the way organizations understand the problems they face? Which perspectives enter into strategic choices, and which remain unseen? And what follows from the decisions organizations make?

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These questions connect my research with my work as an educator. In the classroom and in executive education, I use cases, discussion and inquiry to encourage participants to examine familiar problems from different perspectives, recognize their assumptions and think more carefully about the choices available to them.

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