Courses & Seminars

During his academic career, Prof. Schoemaker has taught the following courses:              


1.       Introduction to Management.

Scientific Management, Human Relations, Organizational Behavior, Organization Design, Quantitative Methods.

Undergraduate Course; 5 years; at The Wharton School.

2.       Finite Mathematics.

Linear Equations, Systems of Equations, Vector and Matrix Operations, Logarithms, Functions.

Undergraduate Course; 1 semester; at The Wharton School (Evening Program).

3.       Introduction to Decision Sciences.

Quantitative Modeling (Inventory Models and Utility Theory), Decision Support Systems, Human Limitations, Organizational Decision Making.

Undergraduate Course; 1 semester; at The Wharton School.

4.       Management Games:

Simulated Oligopolistic Industry (The Wharton Game), Strategy, Planning, Functional Analyses, Group Decision Making.

Graduate Course; 2 semesters; at The Wharton School (Executive MBA Program).


Co-instructor of INTOP (an international business game with many firms per industry).

Graduate Course; 1 quarter; at Delft Technical University, Netherlands (MBA).

5.       Corporate Growth and Development.

Business Strategy, Corporate Planning, Formal Decision Methods, Organizational Design, External Growth, Evaluating Acquisition Candidates, Financial Analysis, Post-Merger Period.

Graduate Course; 2 semesters; at The Wharton School (MBA).

6.       Organization Theory.

Theoretical and Empirical Findings on Contingent Relationships Among Technology, Structure, Processes, People and Reward Systems.

Graduate Course; 1 Quarter; at Delft Technical University, Netherlands (MBA).

7.       Behavioral Decision Making.

Normative Principles, Bounded Rationality, Heuristics and Biases, Lens Model, Bootstrapping, Expected Utility Theory.

Graduate Course; 12 Quarters; University of Chicago (MBA).

8.       Decision Making Under Risk.

Views on Probability, Subjective Probability Revision, Expected Utility Theory, Alternative Models (Prospect Theory, Generalized Utility, Regret Theory, SEU), Empirical Evidence, Behavioral Views on Risk and Rationality.

Graduate Course; 4 Quarters; University of Chicago (MBA and Ph.D.).

9.       Strategic Management.

Core MBA course and two-day seminar for senior executives (University of Chicago). Focused on scenario construction, competitor analysis, strategic vision, options generation, and evaluation. Presented structured approach to dealing with complex strategic issues; emphasis is on concepts, process and methodology.

10.   Strategic Thinking.

Advanced MBA course (University Of Chicago). Focused on blind spots and barriers in strategy. Combined economic, psychological, biological, military and managerial perspectives in the context of real-life strategy problems.

11.   Strategic Negotiation.

Semester course for Wharton MBAs addressing the theory and practice of negotiation, using many interactive case exercises. Covered economic, behavioral and clinical perspectives on the art and science of distributive and integrative bargaining.

12.   Managing Emerging Technologies.

Elective course for Wharton MBA students, and required course for winners of the Mack Center’s Ford Fellowships. This mini-course is focused on the management of innovation when new technologies are involved. The course is mostly project-focused and aimed at applying concepts developed in the book Wharton on Managing Emerging Technologies, George S. Day and Paul J. H. Schoemaker (eds), Wiley 2000.


In addition, he served as academic co-director of the following executive education programs:

13.   At Berkeley.

Strategic Planning Under Uncertainty; CUES CEO Institute.

14.   At Cedep, Insead.

Thinking Right; Scenario Planning.

15.   At Wharton.

Critical Thinking; Managing Emerging Technologies; Winning in the New Millennium; CUES CEO Institute.