Charles A. O’Reilly
The Frank E. Buck Professor of Management
Hank McKinnell-Pfizer Inc. Faculty Fellow for 2022–2023
Academic Area:
Additional Administrative Titles
Co-Director, Leading Change and Organizational Renewal
Research Statement
Charles O’Reilly’s research spans studies of leadership, organizational demography and diversity, culture, executive compensation, and organizational innovation and change.
Teaching Statement
O’Reilly has taught courses for MBAs and executives in organizational innovation and change, strategy and leadership, organizational culture, and human resources.
Bio
He has taught at UC Berkeley, UCLA, Columbia, and the Harvard Business School. He has published over 100 papers and six books. Several of his papers have won awards (e.g, The Administrative Science Quarterly Scholarly Contribution Award in 1995 and 1998; The California Management Review Best Paper Award in 1996, 2009, 2019, and 2020).
He has been given the Distinguished Scholar Award by the Academy of Management and the Organizational Behavior Division Lifetime Achievement Award in 2010. In 2001 he was given the Distinguished Teaching Award for MBA teaching at Stanford Graduate School of Business.
He 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 in Organizational Behavior, University of California, Berkeley, 1975
- MBA, University of California, Berkeley, 1971
- BS in Chemistry, University of Texas El Paso, 1965
Academic Appointments
- At Stanford University since 1993
- Professor, University of California, Berkeley, 1980–1992
- Assistant Professor, University of California, Los Angeles, 1976–1980
Awards and Honors
- ASQ Scholarly Contribution Award 1995, 1998
- California Management Review Best Paper Award, 1996, 2009, 2019, 2020
- Academy of Management Distinguished Scholar Award, 2010
- Organizational Behavior Division Lifetime Achievement Award, 2010
- Journal of Organizational Behavior Best Paper Award, 2011
Publications
Journal Articles
Books
Working Papers
Teaching
Degree Courses
Executive Education & Other Non-Degree Programs
Learn about cutting-edge social science frameworks and design thinking techniques in a unique partnership between Stanford GSB and d.school.
Develop best practices and insights to generate and lead innovation in your organization; then put theory into practice with real-world projects.
Guide your organization through growth with innovative CFO training that blends financial expertise, strategic thinking, and leadership skills.
Discover business growth strategies and build a stronger company designed to sustain progress, scale management, and facilitate market expansion.
Effectively diagnose and solve problems using proven frameworks for executing change in this multidisciplinary strategic management course.
Explore the intersection of innovation, technology, and business, and learn to drive strategic change across your organization.
Leverage diverse research, proven methodologies, and design thinking for change management in this collaboration between Stanford and Harvard.
Gain a competitive advantage using Silicon Valley models and mindsets to recruit, retain, and inspire people for performance and growth.
Evolve as a leader in an executive education program that reinvigorates and ramps up your professional journey.
Stanford Case Studies
Teachings Materials
Service to the Profession
Fellow
- American Psychological Society
- American Psychological Association
Member
- Academy of Management
In the Media
For some workers, alcohol and startups are a dangerous mix
Here's Why CEO Pay Matters
Increasing Heterogeneity in the Workforce Has More Negative Effects on White Males, Researchers Report
O’Reilly Debunks the Impending War for Talent
When Innovation Supersedes Short-Term Results
Emotion and Values Move to the Fore
HP Has Challenging Road Ahead
Next Big Job for HP's Fiorina: Making Merger Work
Can HP Break the Curse of the High-Tech Merger?
Letting the Air Out of Celebrity Leaders
The Wrong Kind of Ownership
Ordinary Employees, Extraordinary Results
Hidden Value
The Numbers Game: Reports of Large Job Losses May Not Have Translated into Smaller Workforces
Playing the Board Game