Herman C. Krannert Professor of Business Administration
Ramon Casadesus-Masanell is the Herman C. Krannert Professor of Business Administration at the Harvard Business School. He studies strategic interaction between organizations that operate different business models.
Ramon Casadesus-Masanell is the Herman C. Krannert Professor of Business Administration at the Harvard Business School. He joined HBS in 2000 where he has taught the required MBA Strategy course, an elective course on Competing Business Models, and Ph.D. courses on Strategy and Game Theory. He also teaches in several HBS Executive Education programs including the Owner/President Management Program (OPM), and Strategy—Building and Sustaining Competitive Advantage.
Casadesus-Masanell received his Ph.D. in Managerial Economics and Strategy from the Kellogg Graduate School of Management, Northwestern University. He received his BA in Economics from Universitat Autonoma de Barcelona, Spain.
Casadesus-Masanell’s fields of specialization are management strategy, managerial economics, and industrial organization. Casadesus-Masanell studies strategic interaction between organizations that operate different business models. He is also interested in the limits to contracting and the role of trust for management strategy. He has published in Management Science, the Journal of Economics & Management Strategy, the Strategic Management Journal, the Academy of Management Review, Long Range Planning, the Journal of Law & Economics, the Journal of Economic Theory, the USC Interdisciplinary Law Journal, ABANTE Studies in Business Management, and the Harvard Business Review, among others.
Together with Prof. Daniel F. Spulber (Kellogg School of Management at Northwestern University), Casadesus-Masanell edits the Journal of Economics & Management Strategy (JEMS), the leading academic journal on the economics of strategy. JEMS is based at Harvard Business School, where Sarah Shumway (email@example.com) serves as the editorial assistant.
Journal of Economics & Management Strategy (JEMS)
Together with Prof. Daniel F. Spulber (Kellogg School of Management at Northwestern University), I edit the Journal of Economics & Management Strategy
(JEMS), the leading academic journal on the economics of strategy. JEMS is based at Harvard Business School, where Sarah Shumway (firstname.lastname@example.org) serves as the editorial assistant.
JEMS provides a leading forum for scholarly interaction and research on the competitive strategies of managers and the organizational structure of firms. The journal features theoretical and empirical industrial organization, innovation economics, and management strategy. JEMS also publishes articles on the subject of international business and economics, including articles dealing with industries in economies outside the United States. JEMS is an important resource for economists in economics departments and in schools of business and management, including departments of finance, managerial economics, accounting, marketing, organization behavior and management strategy. In addition, the journal serves as a valuable resource for managers and managerial consultants seeking up-to-date research on management strategy. The journal provides practitioners a means of access to innovative economic research on the theory of the firm. JEMS impacts research and influences other journals in industrial organization and management. JEMS also impacts management. An article in Fortune magazine called the journal a “showcase for the new research.” JEMS published a number of path-breaking special issues on accounting, marketing, telecommunications, market design, the industrial organization of health care, and the spectrum auctions, incentives and organization of the firm, and innovative directions in management strategy.
Strategic Brew: A Market Simulation
simulates real life challenges facing the strategist. It allows users to experience and internalize the process of strategy formulation, execution, and communication in a simulated context and to see how these processes interplay with other factors such as competition and team dynamics. Users are in charge of running a beer brewery and are responsible for making decisions that will shape their businesses. They are handed the company reins in the first quarter of the year and can make decisions in any of six functional areas: Product Design, Capacity Planning, Manufacturing, Distribution, Advertising, and Pricing. The game progresses in 3-month rounds. The objective of the game is to develop a strategy that maximizes profit while operating the brewery as an ongoing business concern.
- This page contains detailed information on Strategic Brew. It includes a number of videos that illustrate the use of the simulation.
- You may download the user manual by clicking here.
- A detailed technical manual is also available upon request. If you are an instructor considering the use of Strategic Brew, you may request a courtesy copy (email@example.com).