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Participant Perspectives:
Inspiration
"How do you describe the curriculum
and faculty?"
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The faculty members who take part in the Stanford Executive Program
are distinguished by both their expertise in academic research and their
experience teaching senior executives. Full-time faculty members from
the Stanford Graduate School of Business teach all core and elective
courses in the program, while supplementary sessions and guest lectures
incorporate leading faculty from across Stanford University, the Hoover
Institution (Stanford's world-renowned think tank) and the global
business and academic communities.
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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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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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David W. Brady
Bowen H. and Janice Arthur McCoy Professor of Political Science and
Leadership Values, Stanford Graduate School of Business; Professor of Political Science, School of Humanities and
Sciences; Senior Fellow and Deputy Director, Hoover Institution; Senior Fellow, Stanford Institute for Economic Policy
Researc; Codirector of the Stanford-National University of Singapore Executive Program in International Management
Research focuses on the American Congress, the party system, and public policy. He has studied the critical congressional realignments of 1860, 1896, and 1932, and has concluded that the rising number of safe seats and the waning importance of presidential coattails have made it much more difficult for a realigning election to take place in the United States. He also has written on Internet voting, the women's movement, regulation of the nuclear industry, apportionment, the Supreme Court handling of abortion, and Korean and Japanese politics. He presently heads a joint project between the Brookings Institution and the Hoover Institution on Polarization in American Politics. [View Profile]
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David M. Kreps
Theodore J. Kreps Professor of Economics and Senior Associate Dean for
Academic Affairs, Stanford
Graduate School of Business; Morgan Stanley Director for the Center for Leadership Development and Research; Professor of Economics (by courtesy), School of
Humanities and Sciences
David Kreps is an economic theorist of international reputation whose path-breaking work concerns dynamic choice behavior and economic contexts in which dynamic choices are key. He has contributed to the literatures of axiomatic choice theory, financial markets, dynamic games, bounded rationality, and human resource management. [View Profile]
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David F. Larcker
James Irvin Miller Professor of Accounting; Director of the Stanford Directors' Forum Executive Program; Director of the Corporate Governance Research Program; Co-director of the Arthur and Toni Rembe Rock Center for Corporate Governance at Stanford; Robert and Marilyn Jaedicke Faculty Fellow for 2007-08
Professor Larcker’s research focuses on executive compensation, corporate governance, and managerial accounting. His work examines the choice of performance measures and compensation contracts in organizations. He has current research projects on the valuation implications of corporate governance, role of the business press in the debate on executive compensation, and modeling the cost of executive stock options. [View Profile]
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James M. Lattin
Robert A. Magowan Professor of Marketing, Stanford Graduate School of Business; Graduate Business School Trust Faculty Fellow for 2006-07
Jim Lattin’s research examines consumer choice behavior. His early research involved building statistical models of brand choice, category purchase incidence, store choice, and market basket behavior, using grocery panel data collected using bar code scanners. More recently, Jim’s focus has expanded to consider customer relationship management and loyalty/reward programs using an increasingly wide set of sources including subscription data, financial services, and internet clickstream data. [View Profile]
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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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George G C Parker
Dean Witter Distinguished Professor of Finance, Emeritus; Co-director of the Financial management Executive Program;
Director of the Finance and Accounting for the Nonfinancial Executive Program
George Parker's teaching and research interests are primarily in the field of corporate finance, management of financial institutions, and corporate governance. He is the author of numerous case studies related to these subjects which are used in the MBA Program at Stanford and other schools. He has also authored several articles on capital structure, risk management, and corporate valuation. [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,
Stanford Graduate School of Business; Spence Faculty Fellow for 2006-07
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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Madhav V. Rajan
Gregor G. Peterson Professor of Accounting, Stanford Graduate School of
Business; Professor of Law (by courtesy), School of Law, Stanford University
Madhav Rajan specializes in the economics-based analysis of management accounting issues. His work examines the optimal choice of information and incentive systems in firms and the rationale behind observed internal accounting practices. Rajan has done analytical, empirical, and field-based work on the role of incentives in supply chain contracting, the use of nonfinancial performance measures, ans the value of “cost of quality” accounting systems in modern manufacturing environments. His recent work has focused on the links between economic and accounting profitability, the use of internal auction markets for resource allocation, and the usefulness of subjective measures of performance. [View Profile]
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Paul M. Romer
STANCO 25 Professor of Economics, Stanford Graduate School
of Business; Ralph Landau Senior Fellow, Stanford
Institute for Economic Policy Research; Senior Fellow, Hoover Institution
Paul Romer's work on New Growth Theory concerns the dynamics of wealth creation. It addresses one of the oldest questions in economics: What sustains economic growth in a physical world characterized by diminishing returns and scarcity? It sheds new light on current economic issues, including how government policy affects innovation. His theory suggests, for example, that developing countries can benefit from policies that encourage technology transfer from the rest of the world whereas advanced economies must encourage technological innovation in the private sector. [View Profile]
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John B. Taylor
Mary and Robert Raymond Professor of Economics, Stanford University
Bowen H. and Janice Arthur McCoy Senior Fellow, Hoover Institution
John B. Taylor is the Bowen H. and Janice Arthur McCoy Senior Fellow at the Hoover Institution and the Mary and Robert Raymond Professor of Economics at Stanford University. He has served as the director of the Stanford Institute for Economic Policy Research and was founding director of Stanford's Introductory Economics Center. [View Profile]
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Romain Wacziarg
Associate Professor of Economics, Stanford Graduate School of Business; Moghadam Family Faculty Scholar for 2006-07
Romain Wacziarg is an expert on international political economy. He studies the determinants of economic development across countries. He has published research on how openness to trade affects the economic growth performance of nations, the rise and fall of industries, and the incentives of regions to secede politically. He has also written on the role of democratic institutions in economic development. His most recent project examines the impact of ethnic, linguistic, and religious diversity on a wide array of economic and political outcomes, chiefly economic growth. [View Profile]
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George Foster
Paul L. And Phyllis Wattis Professor of Management, Stanford
Graduate School of Business; Director of the Executive
Program for Growing Companies
George Foster’s research and teaching includes entrepreneurship/early-stage companies; financial analysis, especially in commercial disputes; and sports business management. His recent research includes the role of financial and other systems in the growth and valuation of companies. He also is researching globalization challenges facing both sporting organizations and companies. [View Profile]
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Roderick M. Kramer
William R. Kimball Professor of Organizational Behavior, Stanford Graduate
School of Business
Roderick Kramer’s research focuses on a number of topics, including the social psychology of trust and distrust, cooperation, creativity, decision making, leadership, impression management, social identity theory, group processes and decision making, and organizational paranoia. His most recent research has examined the cognitive determinants of judgments of creativity in Hollywood "pitch" meetings, where screenwriters present their ideas to agents and producers. [View Profile]
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Haim Mendelson
Kleiner Perkins Caufield & Byers Professor of Electronic Business and Commerce, and
Management, Stanford Graduate School of Business; Business School Trust Faculty Fellow for 2006-07; Codirector of Strategic
Uses of Information Technology Executive Program.
Professor Haim Mendelson leads the School's efforts in studying electronic business and markets, and incorporating their implications into the School’s curriculum and research. His research interests include electronic commerce, financial and non-financial markets, product and service customization, and electronic networks. He has introduced organizational IQ that quantifies an organization’s ability to use information to make quick and effective decisions. His papers have been published in leading journals in the areas of information systems, finance, management science, economics, and statistics. He has written more than 30 case studies in the area of electronic business. [View Profile]
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Paul F. Pfleiderer
C. O. G. Miller Distinguished Professor of Finance, Stanford Graduate School of Business; Professor of Law (by courtesy), School of Law; Codirector of the Financial Management Executive Program; Graduate School of Business Trust Faculty Fellow for 2006-07
Paul Pfleiderer’s research is primarily focused on issues arising in financial markets when traders are asymmetrically informed. He has developed theoretical models to analyze how information is incorporated in prices through trading and how information flows determine trading volume. He has also analyzed how information is sold to investors when the value of the information is reduced the more widely it is disseminated. In addition he has studied problems in measuring active funds’ performance, contracting concerns in venture financing, policy issues related to disclosure requirements, and explanations for the stock market crash of 1987. His current research concerns corporate governance. [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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Kathryn L. Shaw
Ernest C. Arbuckle Professor of Economics, Stanford Graduate School of Business; Director, Summer Institute for General Management
Kathryn Shaw’s most recent research focuses on managing talent in high performance organizations. She studies how firms attract and build star talent in the software industry and in a range of knowledge-intensive industries. More broadly, Professor Shaw studies how companies can achieve measurable rates of return from investing in human resource management practices that are aimed at improving the performance of workers or teams of workers. She is identified as a co-developer of the field of "insider econometrics," in which researchers use internal "inside" company data to study the performance gains from practices such as teamwork and incentive pay. [View Profile]
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Jesper B. Sorensen
Associate Professor of Organizational Behavior, Associate Professor of Sociology (by courtesy), School of Humanities and Sciences
Jesper B. Sørensen specializes in the dynamics of organizational and strategic change, and their implications for individuals and their careers. His research on firm outcomes has focused on the impact of organizational structure and culture on organizational learning, performance and innovation. His work of the dynamics of teams has led to new insights concerning how people respond to changes in the racial composition of their workgroups. Currently, Sørensen is engaged in a large-scale project on the determinants of entrepreneurial behavior that examines several previously unanswered questions, such as how work environments shape rates of entrepreneurship. [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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Michael T. Hannan
StrataCom Professor of Management, Stanford Graduate School of Business; Professor of Sociology, Stanford School of Humanities and Science
Michael Hannan investigates change in the world of organizations. This work involves both formal theoretical treatments of organizational change and empirical studies of the emergence, change, and dissolution of populations of organizations. His current research involves applications of dynamic logics to organization theory and exploration of the emergence of organizational categories. [View Profile]
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Jeffrey H. Moore
Senior Lecturer in Operations, Information, and Technology, Stanford Graduate
School of Business
Jeffrey Moore has published research in the areas of budgeting and resource allocation in decentralized organizations, managing software development, and the use of computers by top management. His current research interests are the use of computing by senior executives and applications of modeling and data analysis in managerial decision making. [View Profile]
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Margaret A. Neale
John G. McCoy-Banc One Corporation Professor of Organizations and Dispute
Resolution, Stanford Graduate School of Business; James and Doris McNamara Faculty Fellow for 2006-07; Director of the
Influence and Negotiation Strategies Program, Mergers
and Acquisitions Program, and Managing
Teams for Innovation and Success Program
Margaret Neale’s research focuses primarily on negotiation and team performance. Her work has extended judgment and decision-making research from cognitive psychology to the field of negotiation. In particular, she studies cognitive and social processes that produce departures from effective negotiating behavior. Within the context of teams, her work explores aspects of team composition and group process that enhance the ability of teams to share the information necessary for learning and problem solving in both face-to-face and virtual team environments. [View Profile]
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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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Garth Saloner
Jeffrey S. Skoll Professor of Electronic Commerce, Strategic Management, and Economics, Stanford Graduate School of Business; Director of the Center for Entrepreneurial Studies; Younger Family Faculty Fellow for 2006-07
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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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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 Once-in-a-lifetime opportunity for any high achiever to take a step back and rearrange their brain and the way of thinking with some of the brightest executives around the world. The faculty is superb, content
is very relevant, and relationships last forever.
Reza Mahdavi
Vice President, Cisco Systems EMEA
Class of
2003
Programs, dates, fees, and faculty are subject to change. |
