Alfred Marcus

Professor, Edson Spencer Endowed Chair in Strategy and Technological Leadership
Strategic Mgmt/Entrepreneurship


  • BA 1971
    Modern European History University of Chicago

  • MA 1973
    Political Science University of Chicago

  • PhD 1977
    Government Harvard University


  • Strategy
  • Competition
  • Business Regulation
  • Ethics
  • Fraud
  • Sustainability
  • Energy and Environmental Policy

Alfred A. Marcus is the Edson Spence Chair of Strategy and Technological Leadership at the University of Minnesota, Carlson School of Management and the Center for Technological Leadership. He has been on the faculty at Minnesota since 1984. His articles have appeared in the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, and Organization Science among other places. He is the author or co-author of many books including The Future of Technology Management and the Business Environment: Lessons on Innovation, Disruption, and Strategy, to be published by Financial Times Pearson,  in 2015   Innovations in Sustainability published by Cambridge University Press in 2015,  Management Strategy, published by McGraw Hill, (the 3rd edition will appear in 2016), Strategic Foresight published by Palgrave MacMillan in 2009, and Big Winners and Big Losers published by Wharton School Press (now Pearson) in 2005.. He has consulted or worked with many corporations  and spent a sabbatical year at the Sloan School of Management, MIT. Besides teaching in the Carlson School and the Technological Leadership Institute at the University of Minnesota, he teaches regularly in the MBA program Technion  and has won teacher of the year award both at the Carlson School and at the Technion. Prior to the joining Minnesota’s faculty he taught at the University Of Pittsburgh Graduate School Of Business and was a research scientist at the Battelle Human Affairs Research Centers in Seattle, Washington.

Selected Works

  • Cross-Sector Leadership for the Green Economy: Integrating Research and Practice on Sustainable Enterprise, A. Marcus, P.Shrivastava, S.Sharma, & S. Pogutz (eds.), Palgrave MacMillan, 2011.
  • Management Strategy: Sustaining Competitive Advantage, A. Marcus (McGraw Hill/Irwin, 2005; 2nd edition 2010).
  • Strategic Foresight: A New Look at Scenerios, A. Marcus (Palgrave Mac Millan, 2009).
  • Winning Moves: A Casebook, A. Marcus (Marsh Books, 2006).
  • Managing Beyond Compliance: The Ethical and Public Policy Dimensions of Business, A. Marcus and S. Kaiser (Northcoast Publishers, 2006).
  • Big Winners and Big Losers: The Four Secrets of Long-Term Business Success and Failure, A. Marcus (Wharton School Press, 2005).
  • Reinventing Environmental Regulation: Lessons from Project XL, Resources for the Future, A. Marcus, D. Geffen and K. Sexton (Johns Hopkins University Press, 2002).
  • The Adversary Economy, A. Marcus (Quorum, 1984).
  • "Firms, Regulatory Uncertainty, and the Natural Environment," A.Marcus, J.Aragon-Correa, and J. Pinske, California Management Review, (2011).
  • "Analogical Reasoning and Complexity," A.Marcus and Z. Sheaffer, Z. Journal of Homeland Security and Emergency Management, (2009).
  • "Green Management Matters Regardless," A. Marcus and A. Fremeth, Academy of Management Perspectives (2009).
  • "Youth Bulges, Busts, and Doing Business in Violence-Prone Nations," A. Marcus, M. Islam, and J. Moloney, Business and Politics (2009).
  • "The Effects of Administrative Innovation Implementation on Performance: An Organizational Learning Approach," E. Naveh, O. Meilich, and A. Marcus, Strategic Organization (2006).
  • "A General Dynamic Capability: Does it Propagate Business and Social Competencies in the Retail Food Industry," A. Marcus and M. Anderson, Journal of Management Studies (2006).
  • "Embeddedness and the Acquisition of Competitive Capabilities," W. McEvily and A. Marcus, Strategic Management Journal (2005).
  • "Rules Versus Discretion: The Productivity Consequences of Flexible Regulation," S. Majumdar and A. Marcus, Academy of Management Journal (2001).
  • "On the Edge: Heeding the Warning of Unusual Events," A. Marcus and M. Nichols, Organizational Science (1999).
  • "The Dialectics of Competency Acquisition: Pollution Prevention in Electric Generation," A. Marcus and D. Geffen, Strategic Management Journal (1998).
  • "The Causes and Consequences of Management Buyouts," I. Fox and A. Marcus, Academy of Management Review (1992).
  • "Victims and Shareholders," A. Marcus and R. Goodman, Academy of Management Journal (1991).
  • "The Market Deterrent to Dubious Behavior," A. Marcus and P. Bromiley, Strategic Management Journal (1989).
  • "Implementing Externally-Induced Innovations: A Comparison of Rule-Bound and Autonomous Approaches," A. Marcus, Academy of Management Journal (1988).
  • "Responses to Externally-Induced Innovations: Their Effects on Organizational Performance," A. Marcus, Strategic Management Journal (1988).
  • "Policy Uncertainty and Technological Innovation," A. Marcus, Academy of Management Review (1981).

Current Activities

Current Research

  • A major question addressed in research is when does the market economy open up a space for sustainability. Factors he considers are the role of government policies and grants, corporate disclosure and transparency, and cleaner energy investing. His Cambridge University Press published book, Innovations in Sustainability, examines how competitive rivalries between firms can stimulate sustainable innovation. The rivalries he analyzes are those between: Khosla Ventures and KPCB and Intel Capital and Google Ventures in the financing of sustainable innovation; First Solar and Suntech and Better Place and Tesla in the development of sustainable business models; Toyota and GM and Vestas and GE in adapting to shifts in the external environment for sustainability; General Mills and Kellogg’s and Pepsi and Coke in finding sustainable customers; and Whole Foods and Wal-Mart and Monsanto and DuPont in competing as mission and non-mission based firms.
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Curriculum Vitae (337.58 KB)

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