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James A. Phills Jr.
Associate Professor of Organizational Behavior (Teaching), Stanford Graduate
School of Business; Louise and Claude N. Rosenberg Jr. Director of the Center for Social Innovation; Director of the Executive Program for Nonprofit Leaders
and Executive Program for Nonprofit Leaders-Arts; Director of the Strategy for
Nonprofit Leaders Executive Program; Director of the Executive Program for
Philanthropy Leaders; Claude N. Rosenberg Jr. Director of the Center
for Social Innovation
Jim Phills is director of the Center for Social Innovation (CSI). He directs a number of CSI’s executive programs and teaches MBA electives on nonprofit strategy and social entrepreneurship. His research focuses on the emerging area of social innovation. In particular, Phills explores the growing exchange of ideas, talent, capital, and values across sector boundaries and the shifting roles and relationships between of business, government, and nonprofits in development of innovative solutions to social problems. He has also studied learning at the group, organizational, and societal levels of analysis. [View Profile]
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William P. Barnett
Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations; Senior Fellow, Woods Institute for the Environment at Stanford; Director of the Center for Global Business and the Economy
William Barnett studies competition among organizations and how organizations and industries evolve over time. He has studied how strategic differences and strategic change among organizations affect their growth, performance, and survival. This research includes empirical studies of technical, regulatory, and ideological changes among organizations, and how these changes affect competitiveness over time and across markets. His studies span a range of industries and contexts, including organizations in computers, telecommunications, research and development, software, semiconductors, disk drives, newspaper publishing, beer brewing, banking, and environmental concerns. [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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Deborah H. Gruenfeld
Moghadam Family Professor of Leadership and Organizational Behavior
Deborah Gruenfeld is a social psychologist whose research shows how social structure affects the working of the mind. Her current research examines the psychological consequences of having power, which include an action-orientation, the tendency to objectify others, effects on ideological beliefs, and disinhibited behavior. She also has studied group decision making, and has written about, for example, the effects of majority and minority status on reasoning by members of the U.S. Supreme Court, and how newcomers and minority members affect generation, sharing and adoption of new ideas in small groups. [View Profile]
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Chip Heath
Thrive Foundation for Youth Professor of Organizational Behavior
Chip Heath's research focuses on two general areas: What makes ideas succeed in the social marketplace of ideas, and how can people design messages to make them stick? How do individuals, groups, and organizations make important decisions and what mistakes do they make? [View Profile]
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James M. Patell
Herbert Hoover Professor of Public and Private Management, Stanford Graduate
School of Business; Codirector of the Alliance
for Innovative Manufacturing at Stanford
James Patell's research and teaching interests center on business process and product design, operations management, manufacturing, and cost accounting. A popular and demanding teacher, Patell has authored numerous articles in the field of accounting. During his tenure as associate dean for academic affairs in the GSB, he redesigned and revitalized the Public Management Program, which focuses on government, nonprofit organizations, and public service. Patell codirects the Alliance for Innovative Manufacturing at Stanford, and he is a founding faculty member of the Hasso Plattner Institute of Design at Stanford (the d-School), where he teaches courses on Design for Extreme Affordability. [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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Garth Saloner
Jeffrey S. Skoll Professor of Electronic Commerce, Strategic Management, and Economics; Director of the Center for Entrepreneurial Studies; Dhirubhai Ambani Faculty Fellow in Entrepreneurship for 2007-08
Economist Garth Saloner is known for his pioneering work on network effects, which underlie much of the economics of electronic commerce and business. Saloner’s research focuses on issues of entrepreneurship, e-commerce, strategic management, organizational economics, competitive strategy, and antitrust economics. Much of his recent work has been devoted to understanding how firms set and change strategy, in established firms and startups. [View Profile]
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