Vilmos F. Misangyi
Professor of Strategic Management
Coordinator of M&O PhD Program
Director of Strategic Management and Executive Leadership (SMExL) Masters Program
Professor Vilmos Misangyi is a Professor of Strategic Management in the Management and Organization Department in the Smeal College of Business at The Pennsylvania State University. He holds the Earl P Strong Professorship of Executive Education in Business Administration. He is currently serving as the M&O Department's PhD Program Coordinator and as the SMExL online Masters Program Director. See Personal Website
Education
Ph D in Strategic Management, University of Florida, Gainesville, FL, 2002-05-04 BA in Financial Administration, Michigan State University, East Lansing, MI, 1987-06-12
Courses Taught
B A 528 – Business Simulation
A team-based course during which students will manage a simulated firm.
B A 571 – Strategic Management
Analysis and application of concepts and techniques aimed at successfully developing and implementing competitive strategy in a complex business environment.
BA 528 – Bus Sim
A team-based course during which students will manage a simulated firm. B A 528 Business Simulation (1-3)Using the business simulation, teams of 4-5 students will compete against other teams in a particular industry. The team members will have to make all the decisions about how to run the firm, including overall strategy, product design, detailed marketing plans, factory operations, and financing.
BA 571 – Strat Mgmt
Analysis and application of concepts and techniques aimed at successfully developing and implementing competitive strategy in a complex business environment. B A 571 B A 571 Strategic Management for Converging Economies (3)This course introduces students to the field of strategic management and the skills and tools used by general managers to make strategic decisions. Students learn to use frameworks and perspectives for analyzing industries, competitors, and companies with an overall objective of positioning the firm to attain and sustain competitive advantage. Students learn how to identify the industry and firm-level determinants of profitability and then relate those factors to the development of competitive strategy within the context of responsible business practice. Students also learn how to evaluate strategies to understand how and why companies are successful or not. Finally, students will learn how senior managers use integrative approaches for solving strategic problems.
BA 580 – DBA Culminating Res Project
This course provides Doctorate of Business Administration students with the opportunity to identify a practice problem or clinical question and investigate the literature related to this selected area of interest. Students will develop and implement a comprehensive project to address the problem. Students will also disseminate the results in both a scholarly presentation and manuscript for publication.
BA 880 – LDRSHIP IMMERSION
Develops capabilities for providing strategic and principled leadership for individuals and groups in organizations.This course will provide practical and hands-on exposure to leadership training and exercises that can be applied in a diverse range of professional environments and business settings. Students will assess their own leadership strengths and development areas, develop an individual leadership development plan, apply that plan in a Leadership Immersion experience, and complete a reflection paper upon return. The course provides an opportunity to apply and integrate the knowledge and skills students developed throughout the program with strategic management and leadership concepts.
MGMT 471 – Strategic Management
Issues that influence the competitive performance of the firm are identified and examined.
MGMT 538 – Sem in Org Thry
Current theoretical and research issues applicable to the study of design and management of complex organizations.
MGMT 565 – Power & Influence
Power and influence are ever-present and necessary features of organizational life¿they are required to get things get done within organizations. Effective leadership therefore depends upon both understanding and possessing power and being influential. This course provides a pragmatic and ethical framework, based upon social science theory and evidence, for systematically analyzing the organizational and individual sources of power and influence, and the circumstances that lead to their attainment and effective use. The concepts and principles covered in the course provide the foundation for the skills needed to diagnose power situations, to manage conflict, and to use political strategies in responsible and pragmatic ways to get things done in organizational settings.
MGMT 565 – Power and Influence
Provides a pragmatic and ethical framework for analyzing the sources of power in organizations and its effective use.
MGMT 578 – Sem Corp Stratgy
Current theoretical and research issues applicable to the study of corporate strategy formulation and implementation.
MGMT 590 – Colloquium
Continuing seminars which consist of a series of individual lectures by faculty, students, or outside speakers.
MGMT 591 – Organizational Research Design
Experience in designing research for organizational science, to maximize the validity of eventual conclusions; methodological choices, constraints, and compromises (tradoffs).
MGMT 596 – Individual Studies
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
MGMT 597 – Special Topics
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
MGMT 600 – Thesis Research
MGMT 601 – Ph.D Dis Full-Time
NO DESCRIPTION.
MGMT 601 – PH.D. DISSERTATION FULL-TIME
NO DESCRIPTION.
Selected Publications
Bragaw N., Misangyi V. F., Bednar M. "Director compensation as an inducement for director capital" Corporate Ownership & Control, vol. 21, 2024-07-22
Eury J., Pala "Created for Us by Us: A Holistic Annual Review Process of the Teaching Effectiveness of Nontenure-Line Faculty" Journal of Faculty Development, vol. 38, 2024-05-01
Bragaw N., Misangyi V. F. "Disentangling Strategic Consensus: Strategic Consensus Types, Psychological Bonds, and Their Effects on Strategic Climate" Academy of Management Review, 2022-11-01
Dwivedi P., Misangyi V. F., Joshi A. "Burnt by the Spotlight: How Leadership Endorsements Impact the Longevity of Female Leaders" Journal of Applied Psychology, 2021-12-01
Furnari S., Crilly D., Misangyi V. F., Greckhamer T., Fiss P., Aguilera R. "Capturing Causal Complexity: Heuristics for Configurational Theorizing" Academy of Management Review, vol. 46, 2021-10-01
Quigley T., Hambrick D. C., Misangyi V. F., Rizzi G. "CEO Selection as Risk‐Taking: A New Vantage on the Debate about the Consequences of Insiders versus Outsiders" Strategic Management Journal, vol. 40, 2019-09-01
Gupta A., Misangyi V. F. "Follow the Leader (or Not): The Influence of Peer CEO's Characteristics on Inter-Organizational Imitation" Strategic Management Journal, vol. 39, 2018-05-01
Dwivedi P., Joshi A., Misangyi V. F. "Gender-Inclusive Gatekeeping: How (Mostly Male) Predecessors Influencde the Success of Female CEOs" Academy of Management Journal, vol. 61, 2018-04-01
Bragaw N., Misangyi V. F. "The Value of CEO Mobility: Contextual Factors That Shape the Impace of Prior CEO Experience on Market Performance and CEO Compensation" Human Resource Management, vol. 56, 2017-03-01
Misangyi V. F., Greckhamer T., Furnari S., Fiss P., Crilly D., Aguilera R. "Embracing Causal Complexity: The Emergence of a Neo-Configurational Perspective" Journal of Management, vol. 43, 2017-01-01
Misangyi V. F. "Institutional Complexity and the Meaning of Loose Coupling: Connecting Intitutional Sayings and (Not) Doings" Strategic Organization, vol. 14, 2016-11-01
Hambrick D. C., Misangyi V. F., Park C. "The Quad Model for Identifying a Corporate Director’s Potential for Effective Monitoring: Toward a New Theory of Board Sufficiency" Academy of Management Review, vol. 40, 2015-07-01
Paruchuri S., Misangyi V. F. "Investor perceptions of financial misconduct: The heterogeneous contamination of bystander firms" Academy of Management Journal, vol. 58, 2015-02-01
Misangyi V. F., Achurya A. "Substitutes or Complements? A configurational approach to examining the bundle of governance mechanisms" Academy of Management Journal, vol. 57, 2014-12-01
Misangyi V. F. "Donald Palmer's Normal Organizational Wrongdoing: A Critical Analysis of Theories of Misconduct in and by Organizations, by Donald Palmer" Organization Studies, vol. 34, 2014-10-01
Devers C. E., Misangyi V. F., Gamache D. L. "Editors’ Comments: On the Future of Publishing Management Theory" Academy of Management Review, vol. 29, 2014-07-01
Greckhamer T., Misangyi V. F., Fiss P. "The Two QCAs: From a Small-N to a Large-N Set-Theoretic Approach" Research in the Sociology of Organizations series, 2013-05-01
Fong E., Misangyi V. F., Tosi H. L. "The Effect of CEO Pay Deviations on CEO Withdrawal, Firm Size, and Firm Profit" Strategic Management Journal, vol. 31, 2010-06-01
Fanelli A., Misangyi V. F., Tosi H. "In Charisma We Trust: The Effects of CEO Charismatic Visions on Securities Analysts" Organization Science, vol. 20, 2009-12-01
Kor Y., Misangyi V. F. "Outside Directors' Industry-Specific Experience and Firms' Liability of Newness" Strategic Management Journal, vol. 29, 2008-12-01
Greckhamer T., Misangyi V. F., Elms H., Lacey R. "Using Qualitative Comparative Analysis in Strategic Management Research: An Examination of Combinations of Industry, Corporate, And Business-Unit Effects" Organizational Research Methods, vol. 11, 2008-10-01
Misangyi V. F., Weaver G., Elms H. "Ending Corruption: The Interplay among Institutional Logics, Resources, and Institutional Entrepreneurs" Academy of Management Review, vol. 33, 2008-07-01
Erez A., Misangyi V. F., Johnson D. E., LePine A., Halverson K. C. "Stirring the hearts of followers: Charismatic leadership as the transferal of affect" Journal of Applied Psychology, vol. 93, 2008-05-01
Weaver G., Misangyi V. F. "Corporations as citizens against corruption: An institutional entrepreneurship perspective" Handbook of Research on Global Corporate Citizenship, 2008-01-01
Misangyi V. F., Elms H., Greckhamer T., LePine J. "A New Perspective on a Fundamental Debate: A Multi-Level Approach to Industry, Corporate, and Business-Unit Effects" Strategic Management Journal, vol. 27, 2006-01-01
Fanelli A., Misangyi V. F. "Bringing Out Charisma: CEO Charisma and External Stakeholders" Academy of Management Review, vol. 31, 2006-01-01
Misangyi V. F., LePine J., Algina J., Goeddeke F. "The Adequacy of Repeated Measures Regression for Multilevel Research: Comparisons with Repeated Measures ANOVA, Multivariate Repeated Measures ANOVA, and Multilevel Modeling Across Varoius Mu" Orgaizational Research Methods, vol. 9, 2006-01-01
Tosi H., Misangyi V. F., Fanelli A., Waldman D., Yammarino F. "CEO Charisma, Compensation, and Firm Performance" Leadership Quarterly, 2004-06-01