Professor Phil Rosenzweig

Strategy and International Management


Phil Rosenzweig is professor of strategy and international business.  He is Co-director of Transition to Business Leadership, and was also Co-Director of the Dual Executive MBA Program with CKGSB. 

Professor Rosenzweig's areas of expertise include strategy, firm performance, and complex organization design.  He has written on the management of multinational firms, with articles published in Strategic Management Journal, Journal of International Business Studies, Academy of Management Review, Management Science, and California Management Review. He is also author of numerous case studies on firms including Microsoft, Daimler Benz, Matsushita, Heineken, Accor, MTN, Dubai Aluminium, and Vodafone.

More recently, Phil Rosenzweig has focused his attention on critical thinking and managerial decision making. His 2007 book, The Halo Effect and the Eight Other Business Delusions that Deceive Managers, takes a critical look at the errors that pervade much business thinking. It was named Best Business Book of the Year by get Abstracts, and was favorably reviewed in Harvard Business Review, the Financial Times, The Wall Street Journal, USA Today, and dozens of other newspapers and magazines. It has been translated into 14 languages.  His 2014 book, Left Brain, Right Stuff: How Leaders Make Winning Decisions, extends research about decision making into the world of strategy and management. 

Drawing on more than 30 years of business and academic experience, Professor Rosenzweig has consulted with numerous firms in Europe and North America, and has taught executive courses in North America, South America, Europe, Japan, Singapore, and the Middle East.  Most recently he has worked closely with CKGSB regarding China and Chinese management.

Prior to joining IMD, Phil Rosenzweig was assistant professor at Harvard Business School from 1990 to 1996. In addition to his academic experience, he worked with Hewlett-Packard Company in California from 1979 to 1986. He received his PhD from the Wharton School, University of Pennsylvania in 1990; MBA from the University of California, Los Angeles, in 1980; BA in economics from the University of California, Santa Barbara, in 1976.


Philip Rosenzweig (2013) “What makes strategic decisions different: You have to know what kind of decision you're making in order to make it well,” Harvard Business Review. Vol. 91, no. 11, pp. 89 – 93.

Philip Rosenzweig (2010) “Robert S. McNamara and the eVolution of modern management,” Harvard Business Review. Vol. 88, no 12, pp. 86-93.

Philip Rosenzweig (2008) “When growth stalls,” Harvard Business Review. Vol. 86, no. 7/8, pp. 153-154.

Sea‐Jin Chang, Philip M. Rosenzweig (2002) “Industry and Regional Patterns in Sequential Foreign Market Entry,” Journal of Management Studies. Volume 35, Issue 6, pages 797–821.

Sea‐Jin Chang, Philip M. Rosenzweig (2001) “The choice of entry mode in sequential foreign direct investment,” Strategic Management Journal. Vol 22: 747–776

Philip Rosenzweig, Nitin Nohria (1994) “Influences on Human Resource Management Practices in Multinational Corporations,” Journal of International Business Studies. Vol 25: 229

Philip M. Rosenzweig, Jitendra V. Singh (1991) “Organizational Environments and the Multinational Enterprise,” Academy of Management Review. Vol. 16 no. 2 340-361.


Rosenzweig, Philip, (2014). Left brain, right stuff. How leaders make winning decisions. Profile Books.

Rosenzweig, Philip, (2014). The halo effect...and the eight other business delusions that deceive managers. Updated ed. Simon and Schuster.