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Hayagreeva Rao
Atholl McBean Professor of Organizational Behavior and Human Resources; Director of the Human Resources for Strategic Advantage Program; Director of the Customer-Focused Innovation Program
Professor Rao has published widely in the fields of management and sociology and studies the social and cultural causes of organizational change. In his research, he studies three sub-processes of organizational change: a) creation of new social structures, b) the transformation of existing social structures, and c) the dissolution of existing social structures. His recent work investigates the role of social movements as motors of organizational change in professional and organizational fields. [View Profile]
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Robert I. Sutton
Professor of Organizational Behavior (by courtesy), Stanford Graduate School
of Business; Professor of Management Science and Engineering,
School of Engineering; Codirector of the Customer-Focused Innovation Executive Program
Robert Sutton focuses on evidence-based management, the links (and gaps) between managerial knowledge and organizational action, innovation, and organizational performance. His research style emphasizes the development of theory and recommendations for practice on the basis of direct observation of organizational life and interviews with executives, managers, engineers, and other organization members. [View Profile]
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Robert A. Burgelman
Edmund W. Littlefield Professor of Management; Director of the Executing Strategic Change Executive Program; Executive Director of the Stanford Executive Program
Robert Burgelman carries out longitudinal field-based research on the role of strategy in firm evolution. He has examined how companies enter into new businesses (through corporate entrepreneurship and internal corporate venturing as well as through acquisition) and leave others (through strategic business exit), and how success may lead to co-evolutionary lock-in with the environment. His research has focused on organizations where strategic action is distributed among multiple levels of management. He has written some 100 case studies of companies in many different technology-based industries. He currently focuses on the challenges posed by nonlinear strategic dynamics. [View Profile]
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Charles A. O'Reilly III
Frank E. Buck Professor of Management, Stanford Graduate School of Business; Hank McKinnell - Pfizer Inc Director of the Center for Leadership
Development and Research; Director of the Leading Change and Organizational Renewal Executive Program; Director of the Leading Change and Organizational Renewal for Teams Executive Program
Charles O’Reilly’s research includes studies of organizational culture, the management of human resources, and the impact of change and innovation on firms. His current research includes studies of leadership, organizational culture, the impact of senior management on innovation and change, and the management of human resources. His previous books include Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal with M. Tushman (Harvard Business School Press, 2000) and Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People with J. Pfeffer (Harvard Business School Press, 2000). His next book, Ambidextrous Organizations: Resolving the Innovator’s Dilemma with M. Tushman, explores how managers can design organizations that can generate streams of innovation and deal with disruptive technological change. [View Profile]
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Jeffrey Pfeffer
Thomas D. Dee II Professor of Organizational Behavior
Jeffrey Pfeffer has published extensively in the fields of organization theory and human resource management. His current research focuses on power and leadership in organizations, economics language and assumptions and their effects on management practice, how social science theories become self-fulfilling, barriers to turning knowledge into action and how to overcome them, and evidence-based management—what it is, barriers to its use, and how to implement it.
[View Profile]
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Baba Shiv
Associate Professor of Marketing, Stanford Graduate School of
Business; Ormond Family Faculty Fellow for 2006-07
Baba Shiv's research is in the area of consumer decision making and decision neuroscience, with specific emphasis on the role of emotion in decision making, the neurological bases of emotion, and nonconscious mental processes in decision making. His recent work examines the potential for nonconscious placebo effects related to pricing and the empirical validity of the adage, "Eating Whets the Appetite," with findings suggesting that food samples ("appetizers") can have broader effects than previously conceived. [View Profile]
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V. Seenu Srinivasan
Adams Distinguished Professor of Management, Stanford Graduate School of
Business; Director
of the Strategic Marketing Management Program
"Seenu" Srinivasan's expertise is in the area of market research. In particular, he is most well known for his research in "conjoint analysis." This survey-based research approach is useful for product (or service) planning and pricing by predicting which among several multi-attribute products or services customers are likely to choose. Every year 10,000 commercial applications of conjoint analysis methods occur. His other research interests are new product development, the measurement of brand equity, and market structure analysis (the nature and magnitude of substitutability among brands in a product market). [View Profile]
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