James A Phills
Professor of Organizational Behavior (Teaching)
Jim Phills directs and teaches in a number of executive programs and MBA courses focused on organizational strategy and change, leadership, and interpersonal and team effectiveness. His research examines innovation and learning at the group, organizational, and societal levels of analysis. and social innovation.
Jim Phills is Professor of Organizational Behavior (Teaching) at the Stanford Business School, Director of the Executive Program for Nonprofit Leaders, and Director of the Executive Program in Social Entrepreneurship. His research focuses on innovation and learning at the group, organizational, and societal levels of analysis. Phills is the author of a number of publications on learning and change in the private, public, and nonprofit sectors, including Integrating Mission and Strategy for Nonprofit Organization, which was published by Oxford University Press in 2005. Prior to moving to Stanford, he was on the faculty at the Yale School of Management where he received the Alumni Association Award for Excellence in teaching in 1995.
At Stanford, Professor Phills has taught courses on Critical Analytical Thinking, Managing Strategic Change, Strategic Leadership of Nonprofits, Social Innovation, and Interpersonal Dynamics. In addition to his research and teaching, Phills has consulted to a wide array of organizations for over 25 years. These projects range from facilitating strategic planning sessions for senior management teams to designing and delivering customized executive education programs. A partial list of his clients includes: American Electric Power, Dean & DeLuca, the Ewing Marion Kauffman Foundation, General Mills, Girl Scouts USA, Herman Miller Corporation, Hoffmann-La Roche, I-CO Global Communications, Kaiser Permanente, The Monitor Group, and the San Francisco Police Department. He is member of the Board of AARP Services Inc., InCellDx, Rubicon National Programs, and The Walker Home and School.
Phills is a magna cum laude graduate of Harvard College, holds a Master's degree in Psychology and Social Relations from Harvard University, and received his PhD in Organizational Behavior from Harvard Business School and the departments of Psychology and Sociology.
PhD, Harvard Univ., 1994; Alumni Assn. Award for Excellence in Teaching, Yale School of Management, 1995; MA, Harvard Univ., 1983; AB, Harvard College, 1983.
At Stanford since 1999. Visiting Assistant Professor, Stanford Graduate School of Business, 1999-2000; Visiting Scholar, Northwestern Univ., Graduate School of Management, 1999-2000; Assistant Professor, Yale Univ., School of Management, 1994-99.
- A Book on Comebacks of Fallen Organizations Inspires but Misses the Mark: The Chronicle of Philanthropy, October 29, 2009, 2009
- Rediscovering Social Innovation: Stanford Social Innovation Review, 2008
- Integrating Mission and Strategy for Nonprofit Organizations: Oxford University Press, USA, 2005
- Minnesota Public Radio: The Price of Commercial Success: Stanford Social Innovation Review, 3(1), 2005, 2005
- Leadership matters -- or does it?: Leader to Leader, 36, 2005
- The Sound of No Music: The perils of confusing mission and strategy: Stanford Social Innovation Review, 2(2), 2004
- Reflections on the Practical Implications of Group Composition: Lessons from a Field Study of Creative and Artistic Teams: Research on Managing in Groups and Teams: Elsevier Limited, 1998
- Tensions in the Client-Consultant Relationship: TheDynamics of Trust and Credibility: Employment and Career Directions: Practical Advances and Future Challenges: Unk, 1997
- The Epistemology of Strategic Consulting Processes: Generic Analytical Activities and Organizational Learning: Organizational Learning and Competitive Advantage: Sage Publications Ltd, 1996
- The Carolinas Project: A Comprehensive Intervention to Support Family-Centered Group Care Practice: Residential Treatment for Children and Youth, 17(3), 2000
- SI53: Reforming San Diego City Schools: 1998-2002
- SI14V: The Evolution of Interplast
- SI25V: Innermotion on the Move
- SI25: Innermotion (A)
- SI16A: American Repertory Theatre In The 1990s (A)
- SI16C: American Repertory Theatre In The 1990s (C)
- SI16B: American Repertory Theatre In The 1990s (B)
- SI37: The Seattle Theatre Industry
- SI35: Lutherwood-CODA (Community Opportunities Development Association)
- SI72V: Social Entrepreneurs: Correcting Market Failure
- SI77V: Rubicon Program's Corporate Strategy
- SI81: Entrepreneurs Foundation
- SI91: AARP and AARP Services, A Multi-Sector Approach to Social Change
- SI14: Interplast's Dilemma
- SI88: Overstock.com and Worldstock
- SI72A: Social Entrepreneurs: Correcting Market Failures (A)
- SI72B: Social Entrepreneurs: Correcting Market Failures (B)
- SI92: Minnesota Public Radio: Social Purpose Capitalism
- SI71: Waste Concern
- SM149A: Teach For America: The Bay Area Expansion (A)
- SM149B: Teach For America: The Bay Area Expansion (B)
- SI90: X PRIZE Foundation: Revolution Through Competition
- SI69A: Circus Oz (A)
- SI87A: Unitus (A): Microfinance 2.0 - Reinventing and Industry
- SI87B: Unitus (B): Microfinance 2.0 - Reinventing an Industry
- SI69V: Circus Oz