Carlson School of Management

Alfred Marcus

Marcus,Alfred A

Professor, Edson Spencer Endowed Chair in Strategy and Technological Leadership
Strategic Mgmt/Entrepreneurship
3-406 CarlSMgmt
612/624-2812
amarcus@umn.edu


ALFRED MARCUS is the Edson Spencer Endowed Chair in Strategy and Technological Leadership at the Carlson School of Management and at the Technological Leadership Institute (TLI) College of Science and Engineering University of Minnesota.  At Carlson, he teaches courses in ethics, business sustainability, and the natural environment and at TLI those in strategy, corporate responsibility, and risk assessment.  Professor Marcus’ research has been published by the Strategic Management Journal, Organizational Science, the Academy of Management Journal, the Academy of Management Review, and other academic journals.  He also is the author or editor of 15 books including Cross-Sector Leadership for the Green Economy: Integrating Research and Practice on Sustainable Enterprise (2011), Management Strategy (2nd edition, 2010), Strategic Foresight: A New Look at Scenarios (2009),  Winning Moves (2ndedition, 2008), Managing Beyond Compliance: The Ethical and Public Policy Dimensions of Business (2006), and Big Winners and Big Losers: The Four Secrets of Long-Term Business Success and Failure (2005).  His current research focuses on clean tech venture capital and the emergence of economic clusters.  He was co-editor of a special 2011 fall issue of the California Management Review on regulatory uncertainty and the natural environment.  From 1995-2001, he was chair of the Strategic Management and Organization Department at the Carlson School.  He has consulted with numerous major corporations and has received grants from government agencies. Since 2006 he also has taught in the MBA program of the Technion Israel Institute of Technology.  His Bachelors and Masters Degrees are from the University of Chicago and his PH.D is from Harvard University. In 2005, the first year this award was given, he won the outstanding teacher of the year award in the Carlson School part-time MBA program.

Cross-Sector Leadership for the Green Economy: Integrating Research and Practice on Sustainable Enterprise, A. Marcus, P.Shrivastava, S.Sharma, & S. Pogutz (eds.), Palgrave MacMillan, 2011.

Management Strategy: Sustaining Competitive Advantage, A. Marcus (McGraw Hill/Irwin, 2005; 2nd edition 2010).

Strategic Foresight: A New Look at Scenerios, A. Marcus (Palgrave Mac Millan, 2009).

Winning Moves: A Casebook, A. Marcus (Marsh Books, 2006).

Managing Beyond Compliance: The Ethical and Public Policy Dimensions of Business, A. Marcus and S. Kaiser (Northcoast Publishers, 2006).

Big Winners and Big Losers: The Four Secrets of Long-Term Business Success and Failure, A. Marcus (Wharton School Press, 2005).

Reinventing Environmental Regulation: Lessons from Project XL, Resources for the Future, A. Marcus, D. Geffen and K. Sexton (Johns Hopkins University Press, 2002).

The Adversary Economy, A. Marcus (Quorum, 1984).

“Firms, Regulatory Uncertainty, and the Natural Environment,” A.Marcus, J.Aragon-Correa, and J. Pinske, California Management Review, (2011).

"Analogical Reasoning and Complexity," A.Marcus and Z. Sheaffer, Z. Journal of Homeland Security and Emergency Management, (2009).

"Green Management Matters Regardless," A. Marcus and A. Fremeth, Academy of Management Perspectives (2009).

"Youth Bulges, Busts, and Doing Business in Violence-Prone Nations," A. Marcus, M. Islam, and J. Moloney, Business and Politics (2009).

"The Effects of Administrative Innovation Implementation on Performance: An Organizational Learning Approach," E. Naveh, O. Meilich, and A. Marcus, Strategic Organization (2006).

"A General Dynamic Capability: Does it Propagate Business and Social Competencies in the Retail Food Industry," A. Marcus and M. Anderson, Journal of Management Studies (2006).

"Embeddedness and the Acquisition of Competitive Capabilities," W. McEvily and A. Marcus, Strategic Management Journal (2005).

"Rules Versus Discretion: The Productivity Consequences of Flexible Regulation," S. Majumdar and A. Marcus, Academy of Management Journal (2001).

"On the Edge: Heeding the Warning of Unusual Events," A. Marcus and M. Nichols, Organizational Science (1999).

"The Dialectics of Competency Acquisition: Pollution Prevention in Electric Generation," A. Marcus and D. Geffen, Strategic Management Journal (1998).

"The Causes and Consequences of Management Buyouts," I. Fox and A. Marcus, Academy of Management Review (1992).

"Victims and Shareholders," A. Marcus and R. Goodman, Academy of Management Journal (1991).

"The Market Deterrent to Dubious Behavior," A. Marcus and P. Bromiley, Strategic Management Journal (1989).

"Implementing Externally-Induced Innovations: A Comparison of Rule-Bound and Autonomous Approaches," A. Marcus, Academy of Management Journal (1988).

"Responses to Externally-Induced Innovations: Their Effects on Organizational Performance," A. Marcus, Strategic Management Journal (1988).

"Policy Uncertainty and Technological Innovation," A. Marcus, Academy of Management Review (1981).

Much of Professor Marcus’ research derives from a research grant he recently from the Institute for Renewable Energy and the Environment at the University of Minnesota on New Forms of Cross-Sector Cooperation for Achieving Breakthroughs in Renewable Energy and Energy Conservation Technologies The purpose of the research is to understand the global ecosystem for technological innovation in renewable energy and energy conservation technologies. Data collected by the Cleantech Group has been at the center of this endeavor. Since 2002 it has collected worldwide data on companies that have received, are seeking, or are offering venture funding. Along with co-authors Professor Marcus also have access to Bloomberg data on alternative energy, Energy Acuity data, and a clean energy patent data base. He is in the process of writing working papers on clean energy venture capital, the effects of government grants on its funding and success, and the influence of field reconfiguring events on investment. He also serves on the Executive Committee for the Center Integrative Leadership (CIL) where he was previously co-academic director and is a Committee Member of the Faculty Advisory Committee International Programs at the Carlson School. He is a fellow, Center for Transportation Studies University of Minnesota and a member of the NorthStar Initiative for Sustainable Enterprise (NISE) board. Professor Marcus is on the editorial boards of a number of scholarly journals. He has spoken at many corporate and government events and been an expert witness on issues involving corporate strategies.

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Education

PhD, 1977
government
Harvard University

MA, 1973
political science
University of Chicago

BA, 1971
modern European history
University of Chicago


Expertise


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