Ranked 12th Most Prolific International Business Scholar

Elected Fellow, Academy of International Business

Served as PDW Chair (2012), Program Chair (2013), Division Chair-Elect (2014), Division Chair (2015), and Past Division Chair (2016).

Elected to the Academy of Management Organizational and Natural Environment Division (ONE) Executive Committee

Grand Prize, Dr. Alfred N. and Lynn Manos Page Prize for Sustainability Issues in Business Curricula

Awarded for “The High Impact of Collaborative Social Initiatives,” published in Sloan Management Review

Richard Beckhard Prize for Outstanding Paper in Change and Organizational Development

Awarded Second Place for the 2013 Oikos Foundation Award for Corporate Sustainability

Gold Medal Award

Fellow of the Academy of Management

General Editor, Journal of Management Studies

Editor in Chief, Journal of World Business

Consulting Advisor, Deloitte & Touche Tohmatsu International, Global Energy Resources Group

Consulting Editor, Long Range Planning

Co-Editor-in-Chief, MRN International Environment of Global Business

Consulting Editor, Journal of International Business Studies

Senior Associate, Center for Strategic & International Studies

Senior Nonresident Fellow, Emerging Markets Institute, China-Europe International Business Schools (CEIBS), Shanghai, China

Affiliate, Emerging Markets Internationalization Research Group, University of Sydney Business School, Sydney, Australia

International business responses to institutional voids

Corporate Political Activity and Regulatory Capture

Guest Editors’ Introduction: Ethics, Corporate Social Responsibility, and Developing Country Multinationals

Absorptive Capacity of Emerging Economy Firms: Rationalization, Professionalism and Isomorphism

The world of global business 1965–2015: Perspectives on the 50th anniversary issue of the Journal of World Business: Introduction to the special issue

International Management: Culture, Strategy, and Behavior reflects new and emerging developments influencing international managers.  With integrated real-world examples, research, and practical applications, students understand how to adjust, adapt, and navigate the changing global business landscape and respond to global challenges - making it a market - leader.   The authors retain research and practices over the past decades, and incorporate new and emerging developments affecting international managers to increase students' effectiveness in managing across cultures.

International Management: Culture, Strategy, and Behavior

Aligning for Advantage argues that to build and sustain business success, companies must synchronize competitive strategies with extant strategies for social engagement and political and regulatory activism. Moreover, to be credible and realizable, these external market and nonmarket strategies need to be equally attuned with, and informed by, the internal corporate vision, values, and culture. The ability to align with and across both the market and the nonmarket is a key determinant of competitive advantage in a multipolar world economy. The book advances a managerial process and conceptual framework for aligning a company's business objectives and market positions with its political requirements and social obligations. Strategic alignment is a pragmatic and proactive approach for modern enterprises to engage with the forces and events that impact on their business choices and actions, both at home and abroad. Companies must strive for a balanced and mutually reinforcing approach to corporate strategy, political activity, and social responsibility. In some cases alignment may mean deep, strategically embedded partnerships with governments, NGOs, or other stakeholders. In others, alignment may take the form of looser, more ad hoc collaborations with outside organizations and institutions. No matter what the approach, however, the relationship between nonmarket and market strategies should be conscious and deliberate, not accidental nor artificially constructed. Truly aligned strategies seek to reconcile and modulate the sometimes conflicting external demands that a company encounters. This is done in a way that is appropriate for the firm's geographic and market positions while at the same time leveraging the overall nonmarket strategy as a source of competitive advantage.

Aligning for Advantage: Competitive Strategies for the Political and Social Arenas

The eighth edition of  International Management: Culture, Strategy, and Behavior incorporates important new and emerging developments affecting international managers. The text is designed to help students understand how to effectively adjust, adapt, and navigate the changing business landscape they will face on a day-to-day basic. Luthans and Doh continue to take a balanced approach to the theory of international management while also making the book even more user-friendly and practical.

International Management: Culture, Strategy, and Behavior, 8th Edition

 This book offers a fresh perspective on the role of multinational enterprises (MNEs) in development. Alan M. Rugman and Jonathan P. Doh challenge traditional assumptions about economic development and address the controversies that surround MNEs. For example, how do foreign multinationals affect overall economic growth in emerging economies, and how does this process lead to the subsequent rise of new emerging-economy MNEs?     The authors focus on the mechanisms by which MNEs influence economic development. They evaluate the impact of MNEs on the processes and outcomes of development, as well as the influence of civil society, NGOs, and government policies on multinationals, especially in Asia. And they discuss the rise of emerging-economy MNEs from Asian economies, especially “yang” MNEs from China and Korea. Arriving at a far more nuanced understanding of MNEs today, the authors also offer observations about the role of multinationals in the future.

Multinationals and Development

We live in a period marked by the ascendency of corporations. At the same time, the number of non-governmental organizations (NGOs) – such as Amnesty International, CARE, Greenpeace, Oxfam, Save the Children, and the WWF – has rapidly increased in the last twenty years. As a result, these two very different types of organization are playing an increasingly important role in shaping our society, yet they often have very different agendas. This book focuses on the dynamic interactions, both conflictual and collaborative, that exist between corporations and NGOs.  It includes rigorous models, frameworks, and case studies to document the various ways that NGOs target corporations through boycotts, proxy campaigns, and other advocacy initiatives. It also explains the emerging pattern of cross-sectoral alliances and partnerships between corporations and NGOs. This book can help managers, activists, scholars, and students to better understand the nature, scope, and evolution of these complex interactions.

NGOs and Corporations: Conflict and Collaboration (Business, Value Creation, and Society)

Villanova University was founded in 1842 by the Order of Saint Augustine. To this day, Villanova’s Augustinian Catholic intellectual tradition is the cornerstone of an academic community in which students learn to think critically, act compassionately and succeed while serving others. Villanova prepares students to become ethical leaders who create positive change everywhere life takes them.


The strength of the Villanova experience comes in part from the University’s welcoming community. All members are bonded together by a shared responsibility to uphold the ideals of Saint Augustine and let the principles of truth, unity and love guide their lives. The Villanova community helps students grow intellectually, professionally and spiritually, and challenges them to reach their full potential.


The University’s rigorous academic experience, rooted in the liberal arts, forms an environment in which students and professors are partners in learning. The Villanova community is dedicated to providing a personalized experience that fosters every student’s intellectual and spiritual well-being. As part of their education, students are encouraged to enrich their own lives by working for those in need. Through academic and service programs, students use their knowledge, skills and compassion to better the world around them.


There are more than 10,000 undergraduate, graduate and law students in the University’s six colleges—the College of Liberal Arts and Sciences, the Villanova School of Business, the College of Engineering, the College of Nursing, the College of Professional Studies and the Villanova University Charles Widger School of Law. These colleges are the setting for an experience that develops both the heart and the mind, and creates the atmosphere where students are called to ignite change.


Villanova University is located in a suburban community 12 miles west of Philadelphia, Pa.

Villanova University

Jonathan Doh, PhD, is Associate Dean of Research, Rammrath Chair in International Business, Faculty Director of the Center for Global Leadership, and Professor of Management at the Villanova School of Business. He is a prolific scholar and author in the fields of international business, trade, strategic management and corporate responsibility. Dr. Doh has been a visiting professor at universities in Europe and Asia and served as a trade official with the U.S. Department of Commerce, with responsibilities related to NAFTA. He has also served as Senior Associate at the Center for Strategic & International Studies and consulting Adviser to Deloitte & Touche Tohmatsu International. 

He is author or co-author of more than 75 refereed articles published in leading scholarly and practitioner journals, 35 chapters in scholarly edited volumes, and a dozen teaching cases and simulations, and co-author or co-editor of eight books. Since 1998, Jonathan has presented more than 80 papers and organized or served as chair or discussant for more than 30 panel sessions at meetings of the Academy of Management (AOM), the Academy of International Business (AIB), and Strategic Management Society (SMS).

NAFTA

Offshoring

Strategic Alliances

Globalization

Cross-cultural Management;

Business Ethics

Corporate Social Responsibility (CSR)

Emerging Markets

International Management

International Trade

Latin America

Business

Academy of International Business Fellow

Villanova Center for Global Leadership

New U.S.-Japan trade deal benefits some farmers and e-commerce

Bummed by Starbucks' price hike? Here's how much it costs to make your coffee

Why are We Afraid of Cuba?

Don’t Scapegoat Trade

The World Is Their Workplace

US, Mexico, Canada come to agreement over new trade deal to replace NAFTA.

What's new in the US, Canada and Mexico trade deal?

The United States, Mexico and Canada have reached an accord on a revised trade deal designed to replace the 25-year-old North American Trade Agreement (NAFTA). The new pact was finalized just under the wire after Canada, which had been negotiating several terms of the contract between the three nations, negotiated acceptable terms while making concessions on a key sticking point -- principally opening up some of its dairy market to U.S. farmers. The United States-Mexico-Canada-Agreement (USMCA) is a positive step, says Jonathan Doh, PhD, Associate Dean of Research and a Professor of International Business at the Villanova School of Business.

“The news that the United States and Canada reached an agreement to move forward with a trilateral trade arrangement that builds on and enhances the original NAFTA is positive. Given the series of trade actions and disputes between the United States and our North American neighbors, with the EU, and most recently the tariff tit-for-tat with China, this breakthrough should be viewed as a positive,” says Doh. “Canada was willing to make concessions to open access to its dairy markets, but held firm on the ability to have external review of the application of domestic trade laws.  Stock markets reacted positively, which is welcome given the continued trade disputes with China.”

Still, there is a bigger picture to consider for the future, says Doh.

“The broader question is whether the U.S. will continue down the road of protection and restriction, or return to an era of more openness and integration.   Finally, I believe it will take some time – perhaps a long time – for those used to saying NAFTA to adjust to USMCA.  In this sense, the new agreement represents an evolution, not a revolution:  ‘Old wine in a new bottle.’ ”

To contact Doh, please click his headshot above, call the Media Relations office at (610) 519-5152 or email mediaexperts@villanova.edu.



U.S., Canada, and Mexico Come To Agreement Over Trade Deal to Replace NAFTA

Jonathan Doh

Senior Associate Dean for Research, Faculty Advancement and Global Engagement; Herbert G. Rammrath Endowed Chair in International Business; Professor, Management & Operations

Jonathan Doh, Villanova School of Business,  summarises the debate held at the IBS Conference on Friday 7 April.

Jonathan Doh: Do MNEs contribute to, or reduce inequality?

VSB's Center for Global Leadership Celebrates its 10th Anniversary

"COVID-19, CULTURE, AND THE POWER OF NUDGE"
How to Get Western Societies to Respond To Covid-19 Like Eastern Ones
By
Jonathan Doh, PhD, Associate Dean of Research and Global Engagement;
Herbert G. Rammrath Endowed Chair in International Business;
Co-Faculty Director, The Elenore and Robert F. Moran Sr. Center for Global Leadership; General Editor, Journal of Management Studies

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