Professor of Business Strategy, MBS Foundation Chair of Sustainability & Business
Glenn Hoetker joined Melbourne Business School in 2018. He completed his PhD in international business at the University of Michigan.
Prior to joining MBS, he was Dean’s Council Distinguished Scholar and Professor in the Department of Management of Arizona State University’s W. P. Carey school of business, where he also held a courtesy appointment in the Department of Supply Chain Management. He was also an affiliate professor at the Sandra Day O’Connor College of Law and a Senior Sustainability Scholar at the Julie Ann Wrigley Global Institute of Sustainability, an affiliation he still holds. Prior to joining ASU, he spent 10 years at the University of Illinois, where he was a member of both the strategy and international business groups in the College of Business, with additional appointments in the College of Law and the Institute for Genomic Biology, where he was part of the BioBEL (Business, Economic and Legal Aspects of Biotechnology) research group.
He is an Associate Editor for the Strategic Management Journal and the Strategic Management Society’s new journal, Strategic Management Review. He serves on the Editorial Review Boards of Organization Science, Strategic Organization and Strategy Science.
His research, teaching and outreach interests are at the confluence of strategy, innovation, and globalisation. Much of his recent work has explored these issues in the context of sustainability, particularly clean energy.
Most Notable Research
Mellewigt T., Hoetker, G., Lütkewitte, M. (2018). Avoiding High Opportunism Is Easy, Achieving Low Opportunism Is Not: A QCA Study on Curbing Opportunism in Buyer–Supplier Relationships. Organization Science.
Lee, J., Hoetker, G., Qualls, W. (2015). Alliance experience and governance flexibility. Organization Science.
Sears, J., Hoetker, G. (2014). Technological overlap, technological capabilities, and resource recombination in technological acquisitions. Strategic Management Journal.
Krzeminska A., Hoetker G., Mellewigt T. (2013). Reconceptualizing plural sourcing. Strategic Management Journal.
Qian, L., Agarwal, R., Hoetker, G. (2012). Configuration of value chain activities: The effect of pre-entry capabilities, transactions hazard and industry evolution on the decision to internalize. Organization Science.
Hoetker, G., Mellewigt, T. (2009). Choice and performance of governance mechanisms: Matching alliance governance to asset type. Strategic Management Journal.
Hoetker, G., Swaminathan, A., Mitchell, W. (2007). Modularity and the impact of buyer-supplier relationships on the survival of suppliers. Management Science.
Hoetker, G. (2007). The use of logit and probit models in strategic management research: Critical issues. Strategic Management Journal.
Hoetker, G., Agarwal, R. (2007). Death hurts, but it isn't fatal: The postexit diffusion of knowledge created by innovative companies. Academy of Management Journal.
Agarwal, R., Hoetker, G. (2007). Choice and performance of governance mechanisms: Matching alliance governance to asset type. Academy of Management Journal.
Hoetker, G. (2006). Do modular products lead to modular organizations?. Strategic Management Journal.
Hoetker, G. (2005). How much you know versus how well I know you: Selecting a supplier for a technically innovative component. Strategic Management Journal.
Outstanding Editorial Board Member Award, Strategic Management Journal, 2011
List of Teachers Rated Excellent by Their Students, University of Illinois, 2002-2011
Steven Schrader Best Paper Award, Academy of Management, 2005
Free Press Best Dissertation Award, Business Policy and Strategy Division, Academy of Management, 2002
Fellow, Thomas J. Watson Foundation, 1988-1989