Jeffrey A. Krug

Color portrait of Jeffrey A. Krug

Assistant Teaching Professor, Assistant Teaching Professor, Program Coordinator

Department Management and Organization

Phone Number 814-863-3327
Email Address

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Jeffrey A. Krug is Program Director for the Master's in Strategic Management and Executive Leadership (SMExL) program and an Assistant Teaching Professor of Management and Organization.


Corporate Strategy
Mergers and Acquisitions
Ethical Leadership
Innovation and Technology
Global Strategy


MLE, Institute for Management and Leadership in Education, Harvard, 2017

Ph D, Strategic Management, Indiana University-Bloomington, 1993

MS, International Business, The Pennsylvania State University, 1984

BA, Economics, The Pennsylvania State University, 1982

Courses Taught

Integrating multiple functional business areas to resolve global business problems and improve organizational performance.As the capstone course in the online MBA program, this course covers the study of strategic management, and is designed to integrate many of the components and key concepts that students have studied throughout the core curriculum. This course will enable students to develop skills to deal with complex situations, identify and evaluate alternative courses of actions for their organizations, and communicate their assessments and recommendations succinctly yet comprehensively.This course centers on factors that influence the competitive behavior and performance of the firm and the major focus throughout is firm success. Upon completion of this course, students will be able to describe, analyze, explain, and apply strategy concepts and techniques to virtually any type of organization, business or otherwise, in its pursuit of competitive advantage. More importantly, students will be prepared to think logically and critically about actual strategic situations that managers confront. By the conclusion of this course, students will be able to take a strategic manager's perspective to resolve business problems and issues with the goal of improving their organizations' performance.

MIS 446 – It Bus Strat (3)
Provide student with broad understanding of global information systems utilization and management in modern organizations.

HRER 825 – HRBusStrategyTools (3)
This course connects Business Strategy, Financial Tools, and HR to an organization's strategic business objectives. HRER 825 Strategic Business Tools for HRER Professionals (3)Students will learn critical concepts associated with business strategy initiatives, including the application of the experience curve, the growth-share matrix and blue ocean strategies. Students will particularly focus on an analysis that supports the creation of a sustained competitive advantage. This process will expose students to the basic accounting processes from which the statements are built, personalize the understanding of the purpose and use of each of the statements, and address many of the financial concepts which will help students gain credibility with other organizational decision makers. Also, students will address such issues as calculating Return on Investment (ROI), other cost/benefit tools, as well as the conceptual framework around which risk management issues affect financial calculations. HR students will develop a comprehensive understanding of tools that link HR policies and practices to the support of business strategy. In this context the critical concept is the use of metrics designed to provide continuous feedback concerning the efficiency and effectiveness of HR efforts. Students will learn how to identify appropriate metrics based on specific initiatives (e.g., talent management), create metrics that are valid and reliable measures of success, and create dashboard (i.e., balanced score cards) designed to provide comprehensive data to all corporate stakeholders.

HRER 860 – Ethics for Hr (3)
Use of normative elements associated with ethical decision making, as well as the emerging interest in descriptive ethics, to address important problems human resource managers confront. HRER 860 Ethical Decision Making for HR Practitioners (3) Increasingly board members, CEOs, Managers (including Human Resource practitioners) and employees are expected not only to understand and apply core organizational values, but also be capable of engaging in ethical decision making at those moments where they are confronted by competing moral demands. HR practitioners find such dilemmas in a wide variety of contexts. Students will study the application of the decision-making model to interpersonal, HR policy making and application, as well as situations involving business strategy. Students will also engage in a detailed examination about how stakeholders actually behave when confronted with moral dilemmas. The need for this insight emerges in related lessons that help prepare students to manage ethical programs. They will learn how to construct a code of ethics and what helps to make codes effective in promoting ethical awareness and eventually ethical action. They will also learn specific techniques that can help create valuable training initiatives that, again, promote ethical awareness and eventually ethical action. One of the themes that will constantly emerge in this course is the unique and important role HR practitioners play in helping groom the ability of all stakeholders to avoid careless decision making when confronting moral choices that are critical to the organization’s ability to sustain itself and the communities in which it seeks to thrive.

HRER 860003 – Ethical Decision Making for HR Practitioners (3)
Use of normative elements associated with ethical decision making, as well as the emerging interest in descriptive ethics, to address important problems human resource managers confront.

HRER 825001 – Strategic Business Tools for HR Professionals (3)
This course connects Business Strategy, Financial Tools, and HR to an organization's strategic business objectives.

Selected Publications

Jackson W. T., Nelson T., Gao L., Krug J., Wright P., "Determinants of interfirm rivalry or cooperation: Implications for management." Academy of Strategic Management Journal, vol. 13, no. 1, 2014, pp. 113-128,
Krug J., Wright P., Kroll M. J., "Top management turnover following mergers and acquisitions: Solid research to date but still much to be learned." Academy of Management Perspectives, vol. 28, no. 2, 2014, pp. 147-163,
Wright P. W., Krug J. A., Ma R., "Levels of liquid assets and entrepreneurial outcomes: The case of smaller firms based abroad." Journal of Business & Entrepreneurship, vol. 24, no. 2, 2013, pp. 69-78,
Krug J. A., "The evolving role of general managers in today's global organizations." International Journal of Sustainable Strategic Management, vol. 4, no. 1, 2013, pp. 24-38
Nelson T., Singh K., Elenkov D., Krug J. A., Davis B., Wright P. W., "Theoretical contributions to governance of smaller firms." Journal of Business & Entrepreneurship, vol. 25, no. 1, 2013, pp. 21-42
Krug J. A., "New challenges for international business research: A review of extant research and the unique contributions of John Dunning." Journal of Teaching in International Business, vol. 23, no. 1, 2012, pp. 659-678,
Krug J., "Brain drain: Why top management bolts after M&As." Journal of Business Strategy, vol. 30, no. 6, 2009, pp. 4-14,
Krug J. A., "Corporate Strategy." (Sage Publications), 2009
Krug J. A., "Mergers and Acquisitions: Turmoil in Top Management Teams." (Business Expert Press), 2009
Krug J., Shill W., "The big exit: Executive churn in the wake of M&As." Journal of Business Strategy, vol. 29, no. 4, 2008, pp. 15-21,
Krug J. A., "Mergers and Acquisitions." (Sage Publications), 2008
Krug J. A., Daniels J. D., "Multinational Enterprise Theory." (Sage Publications), 2008
Seers A., Krug J., "MBA market differentiation: An analysis of recruiter perceptions and school characteristics." Academy of Management Best Paper Proceedings, 2007,
Daniels J. D., Krug J., Trevino L., "Foreign direct investment from Latin America and the Caribbean." Transnational Corporations, vol. 16, no. 1, 2007, pp. 27-53,
Daniels J. D., Krug J. A., "International Business and Globalization." (Sage Publications), 2007
Wright P., Kroll M., Krug J., Pettus M., "Influences of top management team incentives on firm risk taking." Strategic Management Journal, vol. 28, no. 1, 2007, pp. 81-89,
Krug J., "Turnover from the employee's perspective: The involuntary-voluntary taxonomy." Current Topics in Management, vol. 11, no. 1, 2006, pp. 137-154
Krug J., Aguilera R. V., "Top Management Team Turnover in Mergers & Acquisitions." Advances in Mergers and Acquisitions, vol. 4, no. 1, 2005, pp. 123-154,
Furrer O., Krug J., Sudharshan D., Thomas H., "Resource-based theory and its link to the global strategy, structure, and performance relationship: an integrative framework." International Journal of Management and Decision Making, vol. 5, no. 2, 2004, pp. 99-116,
Krug J., "Executive turnover in acquired firms: An analysis of resource-based theory and the upper echelons perspective." Journal of Management and Governance, vol. 7, no. 2, 2003, pp. 117-143,
Krug J., "Why Do They Keep Leaving?." Harvard Business Review, vol. 81, no. 2, 2003, pp. 14-15,
Krug J., Nigh D., "Executive perceptions in foreign and domestic acquisitions: An analysis of foreign ownership and its effect on executive fate." Journal of World Business, vol. 36, no. 1, 2001, pp. 85-105,
Krug J., Hegarty W. H., "Predicting who stays and leaves after an acquisition. A study of top managers in multinational firms." Strategic Management Journal, vol. 22, no. 2, 2001, pp. 185-196,
Krug J., Nigh D., "Top management departures in cross-border acquisitions: Governance issues in an international context." Journal of International Management, vol. 4, no. 4, 1998, pp. 267-287,
Krug J., Hegarty W. H., "Postacquisition turnover among U.S. top management teams: An analysis of the effects of foreign vs. domestic acquisitions of U.S. targets." Strategic Management Journal, vol. 18, no. 8, 1997, pp. 667-675,
Krug J., "KFC-USA: Doing chicken right in the U.S. fast-food industry." Business Case Journal, vol. 4, no. 1, 1996, pp. 1-24
Krug J., "Columbia's Markets Threatened by Possible U.S. Sanctions." On Wall Street, vol. 6, no. 6, 1996, pp. 12
Krug J., "Fujimori's Success in Peru." On Wall Street, vol. 6, no. 5, 1996, pp. 1
Krug J., "Latin American and Caribbean Direct Investment in the United States: An Analysis of Investment Patterns and U.S. Policy Implications." Multinational Business Review, vol. 2, no. 1, 1994, pp. 1-12
Daniels J. D., Krug J., Nigh D., "U.S. Joint Ventures in China: Motivation and Management of Political Risk." California Management Review, vol. 27, no. 4, 1985, pp. 46-58,

Research Impact and Media Mentions

"The Soft Side of Mergers & Acquisitions", China TV, Television
"Executive Turnover Following M&As", Closing Bell with Maria Bartiromo, Television
"Post-Merger Integration", Forbes Magazine, Executive Panel with Steve Forbes
"Fidelity National Financial's Acquisition of LandAmerica", Richmond Times Dispatch, Newspaper
"Rival to Buy Richmond-Based LandAmerica", Richmond Times Dispatch, Newspaper
"SHRM Conference Draws Thousands", Human Resource Executive Online, Journal or Magazine
"Mergers and Acquisitions", Richmond Times Dispatch
"InBev's Acquisition of Anheuser-Busch", WRVA 1140, Radio
"When Companies Merger, Executives Split", Richmond Times Dispatch, Newspaper
"Down the Tap: InBev's Acquisition of Anheuser-Busch", The Star-Ledger, Newspaper
"Executive Turnover Following M&As", Richmond Times Dispatch, Newspaper
"Mergers and Acquisitions", CFO Magazine, Journal or Magazine
"In Deal-Making, Keep People in Mind", Wall Street Journal, Journal or Magazine
"Five Statements That Can Haunt Executives After a Merger", Accenture Outlook, Journal or Magazine
"A Three-Prong Strategy Smooths the Path to Profitable M&As", Wall Street Journal, Journal or Magazine
"Post-Merger Organizational Design", Accenture Outlook, Journal or Magazine
"How to Build Value into a Merger", Accenture Outlook, Journal or Magazine
"The Day Dreaming Public Relations People", LeverWealth, Journal or Magazine