Susan Perkins
Susan E. Perkins

Assistant Professor of Management & Organizations
International Business and Markets

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 and the International Business Strategy Lab (INTL 916) in the Experiential Learning curriculum.

Follow Professor Perkins on Twitter @StrategistaPhD

Areas of Expertise
Corporate Governance
Emerging Markets
International Business
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

Other Professional Experience
Manager and Senior Associate, A.T. Kearney Management Consulting, 1995-2000
Business Planning & Strategy Analyst, EDS (Electronic Data Systems) do Brazil, 1995-1995
Brand Manager, Frito Lay, 1994-1994
Brand Manager, Procter & Gamble, 1991-1993
Marketing Management, General Motors, 1989-1991

Honors and Awards
Northwestern University Public Voices OpEd Project Fellow, 2014-2015
Dr. Martin Luther King, Jr. Fellowship, Massachusetts Institute of Technology, 2011-2013

Editorial Positions
Ad-hoc Reviewer, Journal of International Business Studies, 2006-Present
Ad-hoc Reviewer, Management Science, 2008-Present
Ad-hoc Reviewer, Strategic Management Journal, 2006-Present
Ad-hoc Reviewer, Organization Science, 2007-Present
Ad-hoc reviewer, Journal of Economics & Management Strategy, 2008-2010

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., 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.. 2014. Cross-National Variations in Industry Regulation: A Factor Analytic Approach with an Application to Telecommunications. Regulation and Governance. 8: 149-163.
Perkins, Susan E., KatherineW. Phillips and Nicholas A. Pearce. 2013. Ethnic Diversity, Gender, and National Leaders. Journal of International Affairs. 67(1): 85-104.
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., Jaee Cho, KatherineW. Phillips and Negin Toosi. 2015. Can Female Leaders Mitigate the Negative Effects of Racial Diversity? National Leaders and Structural Shifts.
Perkins, Susan E. and Edward Zajac. 2016. Signal or Symbol? Interpreting Firms Strategic Response to Institutional Change in the Brazilian Stock Market.
Perkins, Susan E. and Juan Alcacer. 2014. Non-Market Strategy as a Unique Source of Competitive Advantage: The Global Wireless Telecom Race.
Book Chapters
Perkins, Susan E. and Ishva Minefee. Forthcoming. "Jeitinho Brasileiro: Adopting Nonmarket Strategies in Brazil." In Routledge Companion to Nonmarket Strategy, edited by M. Weaver, Oxford, UK and New York, NY.
Perkins, Susan E.. "The Sao Paulo Stock Exchange Expansion Would Be a Good Move." January 6, 2015.
Pearce, Nicholas A.Susan E. Perkins and KatherineW. Phillips. "Women Presidents Outperform Their Male Counterparts in Complex Economies." Huffington Post, January 31, 2014.
Perkins, Susan E.. 2007. Citigroup’s Shareholder Tango in Brazil (A). Case 5-307-502(A) (KEL328).
Perkins, Susan E.. 2007. Citigroup’s Shareholder Tango in Brazil (B). Case 5-307-502(B) (KEL329).

Print Teaching
Teaching Interests
International Business Strategy in Non-Market Environments
Full-Time / Evening & Weekend MBA
International Business Strategy Lab (IBS-Lab) (INTL-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.

Strategic Challenges in Emerging Markets (STRT-466-0)
This course was formerly known as MGMT 466
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.