Sam Hughes

Sam Hughes
  • Applied Economics Doctoral Student

Contact Information

  • office Address:

    3733 Spruce Street, 400 Vance Hall, Philadelphia, PA 19104-6302

Research Interests: Urban and Housing Economics, Energy and Environmental Economics, and Political Economy

Links: Personal Website

Teaching

Past Courses

  • BEPP250 - MANAGERIAL ECONOMICS

    This course will introduce you to "managerial economics" which is the application of microeconomic theory to managerial decision-making. Microeconomic theory is a remarkably useful body of ideas for understanding and analyzing the behavior of individuals and firms in a variety of economic settings. The goal of the course is for you to understand this body of theory well enough so that you can effectively analyze managerial (and other) problems in an economic framework. While this is a "tools" course, we will cover many real-world applications, particularly business applications, so that you can witness the usefulness of these tools and acquire the skills to use them yourself. We will depart from the usual microeconomic theory course by giving more emphasis to prescription: What should a manager do in order to achieve some objective? That course deliverable is to compare with description: Why do firms and consumers act the way they do? The latter will still be quite prominent in this course because only by understanding how other firms and customers behave can a manager determine what is beswt for him or her to do. Strategic interaction is explored both in product markets and auctions. Finally, the challenges created by asymmetric information - both in the market and within the firm - are investigated.

Knowledge@Wharton

How an ‘Employees First’ Pandemic Response Pays Off

When the coronavirus pandemic began, PriceSmart CEO Sherry Bahrambeygui reset the company’s culture and found more productive ways to get things done. In a recent conversation with Wharton’s Mike Useem, she shared what she has learned.

Knowledge @ Wharton - 2020/06/1
Planning for the Post-COVID-19 Workforce: Four Scenarios

Scenario thinking can help organizations better anticipate and adapt to dramatic changes, increase agility and resilience, and turn uncertainty into advantage, according to the authors of this opinion piece.

Knowledge @ Wharton - 2020/06/1
The Problem with Heroes

For any leader, the ongoing presence of heroes is both a cause for celebration and a reason for deep concern, because it indicates a failure of the wider system, writes Wharton’s Gregory P. Shea in this opinion piece.

Knowledge @ Wharton - 2020/05/29