Susan Perkins
Susan E. Perkins

Assistant Professor of Management & Organizations

Print Overview

Susan E. Perkins is an Assistant Professor of Management and Organizations at the Kellogg School of Management, Northwestern University. Professor Perkins’ research interests relate to understanding the institutional variation that exists between nations and identifying potential risk factors inherent to multinational corporations. Her research focuses mainly on the international business implications of industry regulation, corporate governance and ownership structure, experiential learning and firm level non-market strategy. Prior to joining Kellogg, Professor Perkins taught International Business Management at the Stern School of Business, New York University. At Kellogg, Professor Perkins teaches International Business Strategy in Non-Market Environments (INTL 466) in the International Business & Markets Program.

Areas of Expertise
Corporate Governance
Emerging Markets
Organizational Learning
Print Vita
PhD, 2006, Business Administration, Stern School of Business, New York University
MPhil, 2003, Management, Stern School of Business, New York University
MBA, 1995, International Business, Management, Stern School of Business, New York University
BBA, 1991, Marketing, School of Business, Howard University, Honors

Academic Positions
Assistant Professor of Management and Organizations, Kellogg School of Management, Northwestern University, 2006-present
Visiting Professor, Sloan School of Management, Massachusetts Institute of Technology, 2011-2013

Editorial Positions
Editorial Review Board, Journal of International Business Studies

Print Research
Research Interests
Regulation, foreign direct investment, multinational enterprise strategy, cross-national comparative institutions, organizational learning, corporate ownership and governance

Perkins, Susan E.. 2014. When Does Prior Experience Pay? Institutional Experience and the Case of the Multinational Corportation. Administrative Science Quarterly. 59(1): 145-181.
Perkins, Susan E.. 2013. Cross-National Variations in Industry Regulation: A Factor Analytic Approach with an Application to Telecommunications. Regulation and Governance.
[ Appendix ] [ Data ]
Perkins, Susan E., Katherine W. Phillips and Nicholas Pearce. 2013. Ethnic Diversity, Gender, and National Leaders. Journal of International Affairs. 67(1): 85-104.
Perkins, Susan E., Randall Morck and Bernard Yeung. 2014. Innocents Abroad: The Hazards of International Joint Ventures with Pyramidal Group Firms. Global Strategy Journal. 4: 310-330.
Perkins, Susan E.. 2005. Institutional Environment Relatedness and Foreign Investment Failures in the Brazilian Telecommunications Industry. Academy of Management Proceedings.: T1-T6.
Working Papers
Perkins, Susan E., Nicholas Pearce and Katherine W. Phillips. 2013. Fit to Lead: The Role of Female National Leaders in Modern Times.
Perkins, Susan E. and Edward Zajac. 2013. Signal or Symbol? Interpreting Firms’ Strategic Response to Institutional Change in the Brazilian Stock Market.
Perkins, Susan E., Mary McDonnell and Edward Zajac. 2012. Fit To Be Tied: Using Contracts Strategically to Ensure Partner Performance.
Alcacer, Juan and Susan E. Perkins. 2009. Corporate Governance, Ownership Structure and Sustaining Competitive Advantage: A Duration Based Approach.
Book Chapters
Perkins, Susan E. and Ishva Minefee. 2015. "Jeitinho Brasileiro: Adopting Nonmarket Strategies in Brazil." In Routledge Companion to Nonmarket Strategy, edited by Lawton, T.C. and Rajwani, T., Oxford, UK and New York, NY .
Perkins, Susan E.. 2007. Citigroup’s Shareholder Tango in Brazil (B). Case 5-307-502(B) (KEL329).
Perkins, Susan E.. 2007. Citigroup’s Shareholder Tango in Brazil (A). Case 5-307-502(A) (KEL328).

Print Teaching
Teaching Interests
International Business Strategy in Non-Market Environments
Full-Time / Part-Time MBA
International Business Strategy Lab (IBS-Lab) (INTL-916-0)

Now Known As KPPI-916-0

The International Business Strategy Lab (IBS-Lab) provides students a unique opportunity to work with international companies on a one-to-one basis to solve a pressing strategic challenge in the global context. This ten-week experiential learning course blends traditional classroom learning with real-world problem solving and client service through a formal consulting engagement. Working closely with the professor, teams of four (or 5 max) students work directly with the client in their home country, using virtual technologies such as Skype and online tools, to cultivate a client relationship and agree upon consulting deliverables they develop with their client. Students will work independently to conduct research, analysis, and interviews in line with the client approved work plan. After a mid-term progress review and sharing preliminary findings with the professor, the teams will spend the final two weeks completing their research, presenting final recommendations, and working with client management to transfer plans. Final projects will be presented at the CEO Showcase, during which our clients are invited to Evanston to attend with the leadership of all participating companies. In all cases, the students and faculty maintain strict confidentiality with proprietary client information and are prepared to sign a non-disclosure agreement if requested. Registration by Application Only.

International Business Strategy in Non-Market Environments (MGMT-466-0)

This course counts toward the following majors: International Business, Management & Strategy, Social Enterprise.

Formerly INTL-466-0

International markets present unique opportunities and pitfalls for business growth and development. This course outlines fundamental differences among developed and developing countries, starting briefly with broad historical differences and moving on to specific issues such as the protection of property rights, corruption and the effects of political institutions. The role of international institutions such as the IMF and World Trade Organization also are discussed. The results from cutting-edge economic research are complemented by business examples to provide the international business manager with a broad, fact-based perspective on international markets today.