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2008 Dates: March 2 - 7, 2008 (HBS Campus)
http://www.exed.hbs.edu/programs/lcor/
LCOR is taught by senior faculty from the Stanford Graduate School of Business and
Harvard Business School.
All of the faculty members are renowned for their research, teaching of both
MBA students and executives, and their industry involvement that keeps them on
the cutting edge in their areas of specialization. As part of the
interactive approach, faculty members are accessible to participants throughout
the program.
[Read an interview with
Professors O'Reilly and Tushman]
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Charles A. O'Reilly III
Frank E. Buck Professor of Management, Stanford Graduate School of Business; Director of the Leading Change and Organizational Renewal Executive
Program; Hank McKinnell - Pfizer Inc Director of the Center for Leadership
Development and Research
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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William P. Barnett
Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations;
Co-director of the Executive Program in Strategy and Organization;
Director of the Executive Management Program: Gaining New Perspectives; Director of the Business Strategies for Environmental Sustainability Executive Program
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, Stanford Graduate School
of Business; 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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Hayagreeva Rao
Atholl McBean Professor of Organizational Behavior and Human Resources, Stanford Graduate School of
Business; Director of the Human Resources for Strategic Advantage Program; Director of the Customer-Focused Innovation Program; On Leave 2006-07
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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Michael Tushman
Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Harvard Business School, Harvard
University
Professor Tushman is coauthor with Charles O'Reilly of Winning Through
Innovation: A Practical Guide to Leading Organizational Renewal and Change
and is an internationally recognized expert regarding relations between technological change,
executive leadership, and organization adaptation.
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 I am in the middle of a strategic review of our business. Among other issues, culture change has been identified to be most critical in order for our organization to be "built to change." The congruence model and the concepts relating to building an ambidextrous organization presented in the program will certainly enable me to tackle this challenge in a systematic way.
Calvin Fung
Director and COO
COL Limited
Programs, dates, fees, and faculty are subject to change. |
