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David L. Bradford
Eugene D. O'Kelly II Senior Lecturer in Leadership, Stanford Graduate School of
Business; Director of the Executive Program in Leadership; Director of Interpersonal Dynamics for High-Performance Executives
Dr. Bradford’s interests are in the areas of leadership, interpersonal influence, and executive teams. In all of these, he has focused on the question, “What does it take to achieve high performance?” The results have suggested that, especially in knowledge-based organizations, excellence is most likely when leaders build strong teams where the members’ role is significantly expanded so that they share responsibility for the management of the unit (including making the core decisions jointly and holding each other accountable for performance). [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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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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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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 Professor Bradford is truly outstanding; he does an excellent job of involving people, making his points crisply and moving on to the next issue.
David S. Fines
Chief Administrative Officer
AMB Property Corporation
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