University of Minnesota, Management, 2005

METU, Management, 1997

METU, Civil Engineering, 1994

Following a B.Sc. in Civil Engineering and an MBA from the Middle East Technical University in Ankara, Turkey, Dr. Mehmet Erdem Genç received his PhD in Business Administration from the Carlson School of Management at the University of Minnesota, with a specialization in Strategic Management & Organization and International Business. Upon his graduation, Professor Genç has worked first as an Assistant Professor at the Zicklin School of Business, Baruch College (CUNY), and then at Montclair State University School of Business. He is currently an Assistant Professor of Management at Ozyegin University in Istanbul, Turkey.

Professor Genç has taught various courses on strategy and international business including the capstone Strategic Management course at undergraduate, MBA and Executive MBA programs. He also developed and taught a series of MBA and EMBA electives on global strategy and management of multinational corporations.

Dr. Genç’s research focuses on how institutional environments affect the strategic behavior and performance of firms. Specifically, he studies the implications of home and host country institutional environments for firms’ international expansion strategies and subsequent performance, competition between multinationals from developed and developing countries, and the impact of foreign direct investment on local firms. His research on these topics has appeared in the Journal of International Business Studies and the Journal of Management Studies, among others.

The impact of institutional environment on business firms, International expansion of emerging market firms, Competition between developing and developed-country firms, International diversification-performance relationship, Foreign market selection, Impact of foreign direct investment on local firms and economic development, Foreign market entry and exit dynamics

Journal Articles

• Cuervo-Cazurra A., Genç M. 2011. “Obligating, Pressuring, and Supporting Dimensions of the Environment and the Non-Market Advantages of Developing-Country Multinational Companies.” Journal of Management Studies, 48(2): 441-455.
• Genç M. 2009. “How to get the most out of Foreign Direct Investment in commercial banking.” Journal of Globalization, Competitiveness and Governability, 3(1): 76-87.
• Cuervo-Cazurra A., Genç M. 2008. “Transforming disadvantages into advantages: Developing-country MNEs in the Least Developed Countries.” Journal of International Business Studies, 39: 957-979.
• Zaheer S., Schomaker M., and Genç M. 2003. “Identity versus culture in mergers of equals.” European Management Journal, 21(2): 185-191.

 Book Chapters

• Cuervo-Cazurra A., Genç M. 2012. “Categories of Distance and International Business”. In G. Wood and M. Demirbag (Eds.) Handbook of Institutional Approaches to International Business, pp.219-235. Edward Elgar: Northampton, MA.
• Castañer, X., Genç M. 2011. “Expanding into institutionally different countries: Firm experience and entry mode choice.” In T.K. Das (Ed.) Strategic Alliances in a Globalizing World, pp 1-25. Information Age Publishing: Charlotte, NC.

 Work under Review

• Genç, M., Gözübüyük, R. “Home country institutional environment, firm capabilities, and emerging market multinational corporations abroad” Submitted to Special Issue on “How Does a Multinational Company’s Home Country Matter,” Journal of World Business.

Work in Progress

• Gardberg, N., Genç, M., Newberry, W. Strategic group membership and foreign direct investment: Location choice and timing in fragmented industries”
• Genç, M., Castañer, X. Institutional environment diversity and multinational enterprise profitability: An empirical analysis in banking”
• Gardberg, N., Genç, M., Newberry, W. “Knowing When to Leave the Party: What Factors Contribute to Market Exit”
• Genç, M., Gardberg, N. and Newberry, W. “Advanced Economy Multinational Enterprises in Emerging Markets: An Empirical Study of Survival”

•    BUS 100 Introduction to Business, IBUS 402 Global Strategy, IBUS 404 Global Business Integration, MGMT 701 Strategy, MGMT 823 Strategy and the Business Landscape, MGMT 202 Organizations