Faculty & Research

Marc Knez

Clinical Professor of Strategic Management

Phone :
1-773-834-2155
Address :
5807 South Woodlawn Avenue
Chicago, IL 60637

Marc J. Knez studies strategic and organizational decision making, strategic planning, and market analysis. His academic research evolved from a focus on applying game theory and decision theory to strategic decisionmaking to a focus on market analysis, strategy development, and organizational structure. His work has appeared in the Harvard Business Review, the Journal of Business, and the Journal of Labor Economics. Among his articles are "Across the Board Incentives," Harvard Business Review (February 2002); "Direct and Indirect Bargaining Costs and the Scope of the Firm," the Journal of Business (April 2002); and "Firm-wide Incentives and Mutual Monitoring At Continental Airlines," Journal of Labor Economics (October 2001). All were written with Duncan Simester. He also has published in the Financial Times Mastering Strategy Series. Titles include "Game Theory in the Real World" and "Vertical Integration: Make or Buy Decisions" both written with Robert Gertner and published in November 1999.

Knez has been a full-time management consultant working with clients in financial services, telecommunications equipment, hospitality, and consumer products. During his time as a consultant, he was a senior vice president of Sibson Consulting and a Principal at the Capital H Group. He is currently on the board of directors of the Metropolitan Capital Bank.

He believes his past experience provides him with the ability to bring both perspectives to the classroom. He specializes in bridging the gap between academic research and applied decisionmaking in the context of strategic planning and technology strategy. He also has brought this perspective to executive education. He has taught executives at the Financial Management Program at General Electric, and the McKinsey & Co. mini-MBA program, as well as conducted customized education for Northrop Grumman, MTV Networks Asia, Metropolitan Life, and the William Wrigley Jr. Company.

Knez earned a bachelor's degree in economics at the University of Arizona and a PhD in decision sciences at the Wharton School at the University of Pennsylvania in 1991.

When not teaching or conducting research, Knez enjoys spending time with his family and playing golf.

 

2014 - 2015 Course Schedule

Number Name Quarter
34882 New Venture Strategy 2015 (Summer)
39101 Technology Strategy 2014 (Fall)
39101 Technology Strategy 2015 (Winter)
42820 Technology Strategy 2015 (Summer)

Other Interests

Family and golf.

 

Research Activities

Strategic and organizational decision making; strategic planning; and market analysis.

With Duncan Simester, "Across the Board Incentives," Harvard Business Review (February 2002).

With Duncan Simester, "Direct and Indirect Bargaining Costs and the Scope of the Firm," Journal of Business (April 2002).

With Duncan Simester, "Firm-wide Incentives and Mutual Monitoring At Continental Airlines," Journal of Labor Economics (October 2001).

With Robert Gertner, "Game Theory in the Real World," Financial Times Mastering Strategy Series (November 1999).

With Robert Gertner, "Vertical Integration: Make or Buy Decisions," Financial Times Mastering Strategy Series (November 1999).

For a listing of research publications please visit ’s university library listing page.

Direct and Indirect Bargaining Costs and the Scope of the Firm
Date Posted: Jun  29, 2000
We compare the magnitude of bargaining costs within and between firms. The results are derived from a unique dataset comparing internal and external transactions for the same categories of parts at a single high-technology firm. They confirm that direct bargaining costs are higher with external suppliers, at least in part because there is more to bargain over. The need to negotiate price and formal contracts typically leads to longer ex ante negotiations and an increased likelihood of ex post

Firm-Wide Incentives and Mutual Monitoring at Continental Airlines
Date Posted: Mar  20, 2000
In February 1995 Continental Airlines introduced an incentive scheme that promised monthly bonuses to all 35,000 hourly employees if the company achieved a firm-wide performance goal. Conventional wisdom suggests that free riding will render such schemes ineffective. We study the impact of the Continental scheme by comparing the change in performance at airports where workers were eligible for the scheme and airports where they were not. A combination of cross-sectional and time-series data e