Stefanie Lenway

Professor, Management

Minneapolis Campus
1000 LaSalle Ave
Schulze Hall 202
Minneapolis, MN 55403

B.A., Politics, University of California - Merrill College
M.A., Political Science, University of California
M.B.A., Business and Public Policy, University of California - Haas School of Business
Ph.D., Business Administration, University of California - Haas School of Business

See publications in UST Research Online

Stefanie Lenway is a worldwide leader in competitive strategy for business education with a proven track record in driving organizational change and strategy implementation based on a robust competitive strategy. In each of her leadership roles as dean of the business school in University of Illinois at Chicago, Michigan State University, and starting August 1, the University of St. Thomas, she brings strategic focus, financial discipline, and administrative efficiencies in support of the academic mission thereby freeing up resources for teaching and research.

As a Professor of Corporate Strategy and International Business, Stefanie brings 30 years of research in the politics of international trade policy, multinational competitive strategy, and global technology innovation. She co-founded the Alfred P. Sloan Foundation flat panel display research team in 1994 and designed the research protocols for a 10 year study of the evolution of the global liquid crystal display (LCD) industry from small screens for watches and calculators to the commercialization of the 42" LCD TV in 2004. Stanford University Press published the book, Managing New Industry Creation, which documents how equipment and materials producers worked closely with display manufacturers drawing knowledge from around the world to create a competitive flat panel display industry that quickly displaced the cathode ray tube. This research provides insights into the competitive dynamics of strategic alliances for operational growth, the strategic importance of innovation in the global supply chain, and the need for global knowledge creation in the development and commercialization of new technologies.

Stefanie has drawn on this research in her role as Dean of the Eli Broad College of Business, which is primarily known for its top ranked Supply Chain Management programs. Her leadership of the Broad College has been characterized by an integrated approach to global value chain management drawing upon the college's legacy of integration across procurement, operations, and logistics. Under her leadership, the Broad College launched one of the early Master's programs in Business Analytics and made team leadership a strategic priority.

At the University of St. Thomas, Stefanie will build upon the college's legacy strengths in ethics, entrepreneurship, and health care to build out a competitive strategy for the Opus College of Business. The Opus College has a Health Care MBA, which includes as its alumni senior executives in leading health care providers, medical device companies, and insurance companies in Minneapolis and St. Paul brings key practitioners in contact with faculty and students. The Opus College also houses the Schulze School of Entrepreneurship, which will provide a platform for innovation and the commercialization of new health care technology and delivery mechanisms. The college's department of Ethics and Business Law will create a space for practitioners and scholars to reflect on the ethical challenges that result from new medical devices and other therapeutic interventions that prolong life.

Stefanie is active in AACSB as a peer review team member, a mentor, and a member of the Board of Directors. Recently, she has participated in an AACSB task force called AACSB 2020, which is developing a global strategy for the organization that will help network business schools in developed countries with their counterparts in developing countries and promote knowledge exchange to the benefit of all participants.

In addition to AACSB, Stefanie has been active in leadership in the Academy of Management as a member of their governing board and the chair of the Social Issues in Management Division. She was also Vice President for Programs and President of the Academy of International Business (AIB), where she was elected a "Fellow" of the AIB in 2001.

Fall 2018 Courses
Fall 2018 Courses
Crs - Sec Title Days Time Location
J-Term 2019 Courses
J-Term 2019 Courses
Crs - Sec Title Days Time Location
Spring 2019 Courses
Spring 2019 Courses
Crs - Sec Title Days Time Location
Academic and Professional Positions
  • Dean and Opus Distinguished Chair, University of St. Thomas - Opus College of Business, Saint Paul / Minneapolis (2014 - present)
  • Dean, The Eli and Edythe L. Broad, Michigan State University - The Eli Broad College of Business, East Lansing (2010 - 2014)
  • Dean, University of Illinois - College of Business Administration, Chicago (2005 - 2010)
  • Associate Dean, MBA Programs and General Mills Professor of Strategic Management, University of Minnesota - Carlson School of Management, Minneapolis (2002 - 2005)
  • Chair, Department of Strategic Management and Organization, University of Minnesota - Carlson School of Management, Minneapolis (2001 - 2002)
  • Professor, Strategic Management and Organization, University of Minnesota - Carlson School of Management, Minneapolis (1996 - 2001)
  • Associate Professor of Strategic Management and Organization,, University of Minnesota - Carlson School of Management, Minneapolis (1990 - 1996)
  • Assistant Professor of Strategic Management and Organization, University of Minnesota - Carlson School of Management, Minneapolis (1984 - 1990)
  • Assistant Professor of Business and Public Policy, Washington University, Saint Louis (1981 - 1984)

  • Spencer, J. W., Murtha, T. P., & Lenway, S. A. (2005). How governments matter to new industry creation. Academy of Management Review, pp. 321-337
  • Linden, G., Hart, J., Lenway, S. A., & Murtha, T. P. (1998). Flying geese as moving targets: Advanced displays in Korea and Taiwan. Industries and Innovation, (5)(1), pp. 11-34
  • Murtha, T. P., Lenway, S. A., & Bagozzi, R. P. (1998). Global mindsets and cognitive shift in a complex multinational corporation. Strategic Management Journal,
  • Lenway, S. A., Morck, R., & Yeung, B. (1996). Rent seeking, protectionism and innovation in the American steel industry. (106)(435), pp. 410-421
  • Lenway, S. A., & Murtha, T. P. (1994). The state as strategist in international business research. Journal of International Business Studies, (25)(3), pp. 513-535
  • Murtha, T. P., & Lenway, S. A. (1994). Country capabilities and the strategic state: How political institutions affect multinational corporations strategies. Strategic Management Journal, (15), pp. 113-119
  • Rehbein, K., & Lenway, S. A. (1994). Determining an industry's political effectiveness with the U.S. International Trade Commission. Business and Society, (33)(3), pp. 270-292
  • Lenway, S. A., & Rehbein, K. (1990). Rent seekers in the U.S. international trade commission escape clause investigations. (6), pp. 119-142
  • Lenway, S. A., Jacobson, C., & Goldstein, J. (1990). To lobby or to petition: The political environment of the U.S. trade policy. Journal of Management, (16)(119-134),
  • Lenway, S. A., Rehbein, K., & Starks, L. (1990). The impact of protectionism on firm wealth: The experience of the steel industry. (56), pp. 1079-1093
  • Ring, P., Lenway, S. A., & Govecar, M. (1990). Management of the political imperative in international business. Strategic Management Journal, (11), pp. 141-152
  • Goldstein, J., & Lenway, S. A. (1989). Interests or institutions: An inquiry into congressional ITC relations. (33), pp. 303-328
  • Lenway, S. A. (1988). Between war and commerce: Economic sanctions as a tool of statecraft. (42), pp. 397-426

Books and Chapters
  • Eden, L., Lenway, S. A., & Schuler, D. (2005). International business-government relations in the 21st century. In Robert Grosse (Ed.), From the obsolescing bargaining model to the political bargaining model. Cambridge University Press
  • Lenway, S. A., & Murtha, T. P. (2005). Le Systeme Francais d'innovation dans l'economie mondiale: Enjeux et priorites. In Frederique Sachwald and Phillippe LarĂ©do (Ed.), Global knowledge networks and national systems of innovation: Lessons from the United States and the flat panel display industry (pp. 49-62). Paris: Institut de l'entreprise
  • Schuler, D., Lenway, S. A., & Eden, L. (2005). Multinational corporations and global poverty reduction. In Subhash C. Jain and Sushil Vachani (Ed.), Multinational corporations through the uneven development lens. Cheltenham: Edward Elgar
  • Lenway, S. A. (2001). Locating competitive advantage. In Martin Kenney and Richard Florida (Ed.), Industry creation as knowledge creation: The new geography of innovation. Stanford, California: Stanford University Press
  • Murtha, T. P., Lenway, S. A., & Hart, J. A. (2001). Managing new industry creation: Global knowledge formation and entrepreneurship in high technology. Stanford, California Stanford, California: Stanford University Press
  • Hart, J. A., Lenway, S. A., & Murtha, T. P. (2000). Coping with globalization. In Assem Prakash and Jeffrey Hart (Ed.), Technonationalism and cooperation in a globalized industry: The case of flat panel displays (pp. 117-147). New York, New York: Routledge
  • Murtha, T. P., Spencer, J. W., & Lenway, S. A. (1996). Moving targets: National industrial strategies and embedded innovation in the global flat panel display industry. Greenwich, Connecticut Greenwich, Connecticut: JAI Press
  • Lenway, S. A., & Schuler, D. A. (1991). Empirical studies in commercial policy. In Robert Baldwin (Ed.), The determinants of corporate political involvement in trade protection: The case of the steel industry (pp. 75-112). Chicago, Illinois: University of Chicago Press for National Bureau of Economic Research

Research Interests

  • "The effects of asset specificity in international partnerships and in domestic partnerships: Comparisons and research propositions" Academy of International Business, Istanbul, Turkey, July 01, 2013