Charles O'Reilly

Frank E. Buck Professor of Management

Director of the Leading Change and Organizational Renewal Executive Program

Phone: (650) 725-2110

Email: coreilly@gsb.stanford.edu

Academic Areas: Organizational Behavior

Professor Charles O’Reilly’s research includes studies of leadership, organizational culture and demography, the management of human resources, and the impact of change and innovation on firms. He has published widely in his field, including the books Winning Through Innovation: a Practical Guide to Leading Organizational Change and Renewal with M. Tushman (Harvard Business School Press, 2002) and Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People with J. Pfeffer (Harvard Business School Press, 2000). His recent work investigates how managers can design organizations that can generate streams of innovation and deal with disruptive technological change.

Bio

Charles A. O’Reilly III is the Frank E. Buck Professor of Management at the Graduate School of Business at Stanford. He began his education in 1965 at the University of El Paso Texas where he received his BS in Chemistry. In 1971 he received his MBA in Information Systems, from the University of California, Berkeley where he also received his PhD in Organizational Behavior in 1975. He began his teaching career as an assistant professor at the University of California, Los Angeles, from 1976-80. He later became a professor at the University of California, Berkeley from 1980-92. In 1993 he joined Stanford University where he has been since, and has received many awards, including the MBA Distinguished Teaching Award in 2002. He was also the Henry Ford Carroll Professor at the Harvard Business School in 1999-2000.

Professor O’Reilly’s research interests are studies of leadership, organizational culture and demography, the management of human resources, and the impact of change and innovation on firms. His previous books include: Winning through Innovation: a Practical Guide to Leading Organizational Change and Renewal with Mike Tushman (Harvard Business School Press, 2002) and Hidden Value: Getting Extraordinary Results with Ordinary People with Jeff Pfeffer (Harvard Business School Press, 2000). This book shows how successful firms are able to win the war for talent – and why their competitors find it so difficult to replicate their success. He has authored more than 100 papers and is writing his next book, with Mike Tushman, Ambidextrous Organizations: Resolving the Innovator’s Dilemma which explores how managers can design organizations that can generate streams of innovation and deal with disruptive technological change.

Professor O’Reilly has consulted for a variety of public and private firms in the U.S., Europe, Africa, and Asia. He also has developed, directed, and taught in executive programs for senior managers in innovation, technology, leadership, change, and human resources.

Academic Degrees

PhD, University of California, Berkeley, 1975 and MBA 1971; BS, University of Texas El Paso, 1965.

Professional Experience

At Stanford since 1993.

Professor, University of California, Berkeley, 1980-92; Assistant Professor, University of California, Los Angeles, 1976-80.

Selected Publications

  • “Reducing the backlash effect: Self-monitoring and women’s promotions.”: Journal of Occupational and Organizational Psychology, 2011
  • “How leadership matters: The effects of leadership on strategy implementation.”: Leadership Quarterly, 2010
  • “Economic and psychological perspectives on CEO compensation: A review and synthesis.”: Industrial and Corporate Change, 2010
  • “Careers as Tournaments: The Impact of Sex and Gendered Organizational Culture Preferences on MBAs’ Income Attainment.”: Journal of Organizational Behavior, 2010
  • “Organizational designs and innovation streams”: Industrial and Corporate Change, 2010
  • “Organizational ambidexterity: IBM and emerging business opportunities.”: California Management review, 2009
  • “Dynamic capabilities at IBM: Driving strategy into action.”: California Management Review, 2007
  • “Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma.”: Research in Organizational Behavior, 2008
  • Fitting in: The effects of relational demography and person-culture fit on group process and performance: Group & Organization Management, 2007
  • Relevance and rigor: Executive education as a lever in shaping practice and research: Academy of Management Learning and Education, 2007
  • Early teams: The impact of team demography on VC financing and going public: Journal of Business Venturing, 2007
  • Overpaid CEOs and Underpaid Managers: Fairness and Executive Compensation: Organization Science, 2006

Working Papers

  • 2098: Women in the Boardroom: Symbols or Substance?
  • 2025: Organizational Ambidexterity: IBM and Emerging Business Opportunities
  • 1963: Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma
  • 1410: Overpaid CEOs and Underpaid Managers: Equity and Executive Compensation
  • 1426: Demography and Group Performance: Does Diversity Help?
  • 1551: The Impact of Relational Demography on Teamwork: When Majorities Are in the Minority
  • 1728R: "Fitting In": The Effects of Relational Demography and Person-Organization Fit on Group Process and Performance
  • 1775R: Women's Careers: The Impact of Sex and Gender Identity on Career Attainment
  • 1895: How Leadership Matters: The Effects of Leadership Alignment on Strategic Execution
  • 1912: Setting the CEO's Pay: Economic and Psychological Perspectives

Selected Cases

  • HR26B: Wells Fargo and Norwest: "Merger of Equals" (B)
  • HR26A: Wells Fargo and Norwest: "Merger of Equals" (A)
  • HR25A: Yahoo! - A New HR Challenge (A)
  • HR22: Transforming Human Resources At Novartis: The Human Resources Information System (HRIS)
  • HR25B: Internal Branding at Yahoo!: Crafting the Employee Value Proposition
  • OB43 Condensed: Liberty Medical Group (Condensed)
  • OB83(C): Takeda Pharmaceutical Company (C): The Future of Takeda
  • OB83(B): Takeda Pharmaceutical Company (B): The Millennium Acquisition
  • L17: JetBlue Airways: A New Beginning
  • OB84: Cypress Semiconductor: A Federation of Entrepreneurs
  • OB83(A): Takeda Pharmaceutical Company: Becoming a Global Company (A)
  • HR8A: Cypress Semiconductors (A): Vision, Values, and Killer Software
  • HR11: New United Motors Manufacturing, Inc. (NUMMI)
  • HR18: Homestead Technologies: A Start-up Built to Last
  • HR8B: Cypress Semiconductors (B): Vision, Values, and Killer Software
  • HR10: Cisco Systems: The Acquisition of Technology is the Acquisition of People
  • HR12: PSS World Medical: The Challenges of Growth and the Financial Markets
  • HR1A: Southwest Airlines
  • HR1B: Southwest Airlines (B): Using Human Resources for Competitive Advantage
  • HR14: Siebel Systems: Culture as a Pillar of Success
  • HR20: Building the Culture at Agilent Technologies: Back to the Future
  • OB43(A): The Liberty Medical Group (A)
  • OB43(B): The Liberty Medical Group (B): Crossing the Great Divide

Awards and Honors

  • Distinguished Teaching Award, MBA, 2002, Stanford University

Courses Taught

  • GSBGEN 571: Becoming a Leader: Managing Early Career Challenges
  • OB 363: Leadership Perspectives

Centers/Programs

Affiliations

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