Curtis Wesley, PhD

Associate Professor, Management

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Bio

Curtis L. Wesley II is an accomplished management scholar, business professional, and military leader who has dedicated his life to serving others.

Wesley studies decision-making of business leaders and investors, especially decisions related to financial and social resource acquisition across the spectrum of organizations, from new ventures (including social enterprises) to Fortune 500 firms. He is particularly interested in positive outcomes related to the effective leadership of organizations, including opportunity generation for marginalized and underrepresented populations.

His research is published in the Academy of Management Annals, Academy of Management Learning and Education, Business Ethics Quarterly, Entrepreneurship Theory and Practice, Frontiers in Entrepreneurship, Journal of Business Strategy, Journal of Business Venturing, Journal of Management, MIT Sloan Management Review, and Strategic Entrepreneurship Journal. Wesley also serves on the Journal of Management and Africa Journal of Management editorial boards and is a Board Member of the Southern Academy of Management.

His professional experience includes working at Citigroup across a variety of businesses in product management, marketing, and operations. Wesley is a winged Naval Aviator in the maritime patrol and reconnaissance warfare community (P-3C Orion) and retired in the Navy Reserve as a senior naval officer in the Human Resources community. He has served as an advisor for political campaigns and senior managers in consumer banking, law firms, non-profit organizations, new ventures, and small businesses.

Teaching

  • Entrepreneurship
  • Strategic Management
  • Organization Theory

Research Interests

  • CEOs and Board of Directors
  • Founders, Founding Teams, and Investors
  • Social Entrepreneurship

Degrees

  • PhD Texas A&M University
  • MBA University of Maryland
  • BS United States Naval Academy

Publications

Entrepreneurship
  • “Will the Startup Succeed in Your Eyes? Venture Evaluation of Resource Providers during Entrepreneurs’ Informational Signaling,” with D. Kong, C.J. Lubojacky, T. Saxton, and M.K. Saxton, Journal of Business Venturing, 37(5), 106229.
  • “Venture Advocate Behaviors and the Development of the Emerging Enterprise,” with T. Saxton and M.K. Saxton, Strategic Entrepreneurship Journal, 10: 107-125.
  • “Educating the Minds of Caring Hearts: Comparing the Views of Practitioners and Educators on the Importance of Social Entrepreneurship Competencies,” with T.L. Miller and D.E. Williams, Academy of Management Learning and Education, 11: 349-370.
  • “Assessing Mission and Resources for Social Change: An Organizational Identity Perspective on Social Venture Capitalists’ Decision Criteria,” with T.L. Miller, Entrepreneurship Theory and Practice, 34: 705-733. 6th Annual NYU Stern School Satter Conference on Social Entrepreneurs Best Paper Award.
Strategic Management
  • “Cognitive Diversity at the Strategic Apex: Assessing Evidence on the Value of Different Perspectives and Ideas Among Senior Leaders,” with D.R. Avery, S.C. Chui, C.C. Miller, and D. Vera, Academy of Management Annals, 16(2), 806-852.
  • “Providing CEOs with Opportunities to Cheat: The Effects of Complexity-based Information Asymmetries on Financial Reporting Fraud,” with H.A. Ndofor and R.L. Priem, Journal of Management, 41: 1774-1797.
  • “Do The Right Thing: The Imprinting of Deonance at the Upper Echelons,” with G.W. Martin, D.B. Rice and C.L. Lubojacky, Journal of Business Ethics, 180:187– 213.
  • “The Great Escape: The Unaddressed Ethical Issue of Investor Responsibility for Corporate Malfeasance,” with H.A. Ndofor, Business Ethics Quarterly, 3: 443-475.
  • “Religiosity and Corporate Illegal Activity,” with J.E. Coombs, K.M. Gilley, J.P. O’Connor and T.E. Thorley, Journal of Business Strategy, 35: 22-47.