Faculty

Diane E. Bailey is Assistant Professor of Management Science and Engineering at Stanford University, where she is affiliated with the Center for Work, Technology and Organization. Her research focuses on technical work and workplaces. In 1997, she published with co-author Susan Cohen a review of the team literature. Her doctoral study of teams in semiconductor manufacturing yielded a best paper award in IEEE Transactions on Engineering Management and the 1995 Institute of Industrial Engineers Dissertation Award. Her work has appeared in engineering and organizational journals, including Organization Science, IIE Transactions, Journal of Management, Journal of Organizational Behavior, and IEEE Trans. on Semiconductor Manufacturing.

Stephen R. Barley is the Charles M. Pigott Professor of Management Science and Engineering and the co-director of the Center for Work, Technology and Organization at Stanford's School of Engineering. He teaches courses on the management of research and development, the organizational implications of technological change, organizational behavior, social network analysis, and ethnographic field methods. Before coming to Stanford in 1994, he served on the faculty of the School of Industrial and Labor Relations at Cornell University. He was a member of the Board of Senior Scholars of the National Center for the Educational Quality of the Workforce, and he co-chaired the National Research Council and the National Academy of Science's committee on the changing occupational structure in the United States. The committee's report, "The Changing Nature of Work," was published in 1999.

He has written extensively on the impact of new technologies on work, the organization of technical work, and organizational culture. He edited a volume on technical work titled Between Craft and Science: Technical Work in the United States, published in 1997 by Cornell University Press. Currently, he is working on a multi-pronged study of contingent work among engineers and software developers in the Silicon Valley. He currently serves as the academic editor of the Stanford Social Innovation Review. From 1993 to 1997 he was editor of the Administrative Science Quarterly, and he has served on the editorial boards of the Academy of Management Journal, The Journal of Management Studies, and Organization Science.

He holds a PhD in organization studies from the Massachusetts Institute of Technology, and has received the Academy of Management's New Concept Award.

Robert Carlson is a professor in the Management Science and Engineering Department of the Stanford University School of Engineering and is a former chair of the Industrial Engineering and Engineering Management Department. In addition, he is a professor by courtesy in the Stanford Graduate School of Business. He has also held visiting faculty positions at the University of California-Berkeley, at the Amos Tuck Business School at Dartmouth College, and at the International Management Institute in Geneva, Switzerland. He lectures in and directs executive seminars and other programs throughout the world. He has also consulted for several private firms and public organizations in the areas of new product development, manufacturing strategy, scheduling, facilities planning, and cost analysis. He worked as a member of the technical staff at Bell Laboratories in the Operations Analysis and Economic Studies Center.

Bob's primary teaching and research interests are the creation of analytical models of production scheduling and control systems, distribution systems, and multi-objective decision systems. His work formulates actual problems as models that may be solved by mathematical algorithms. He has published approximately sixty articles and technical reports in professional journals, including Operations Research, Management Science, IIE Transactions, Journal of Operations Management, and Journal of Financial and Quantitative Analysis.

Bob has a PhD and an MS in operations research from The Johns Hopkins University and a BS in mechanical engineering (with distinction) from Cornell University. He is the recipient of the prestigious School of Engineering Tau Beta Pi Award for Excellence in Undergraduate Teaching and the Eugene L. Grant Teaching Award.

Pamela Hinds is an assistant professor in the Management Science and Engineering Department of the Stanford University School of Engineering, and is a member of the School's Center for Work, Technology and Organization. She studies the interplay between information technologies, information sharing, and human judgment. Currently, she is conducting research on the effect of geographic distribution on work, teams, cognitive and motivational inhibitors to using and sharing expertise, and workers' social and cognitive responses to autonomous agents. She has also studied the effect of intellectual property agreements on sharing, and the limitations of expertise.

She is the co-editor (with Sara Kiesler) of Distributed Work (MIT Press, 2002), which takes a multidisciplinary approach to the study of distributed work groups and organizations, the challenges inherent in distributed work, and ways to make distributed work more effective. Contributors to the book include psychologists, cognitive scientists, sociologists, anthropologists, historians, economists, and computer scientists.

Pamela has a PhD in organization and management science from Carnegie Mellon University, an MS from the University of San Francisco, and a BA from Claremont McKenna College.

Hau L. Lee is the Thoma Professor of Operations, Information and Technology at the Graduate School of Business at Stanford. He is also the founder and director of the Stanford Global Supply Chain Management Forum, an industry-academic consortium that advances the practice and theory of supply chain management.

His research interests include global logistics and supply chain management, ebusiness, product/process design and supply chain performance, inventory planning and control, and manufacturing and distribution strategies. He has published widely in journals such as Management Science, Harvard Business Review, Sloan Management Review, and IIE Transactions, and he has served on the editorial boards of many international journals. Companies such as Hewlett-Packard, Microsystems, Apple Computer, IBM, General Motors, Xilinx, Andersen Consulting, McKesson, and Motorola have benefited from his consulting services. He has also taught production management and strategic uses of information technology in numerous executive development programs.

He obtained his Ph.D. in operations research from The Wharton School of the University of Pennsylvania, his M.Sc. degree in operational research from the London School of Economics, and his B.Soc.Sc. degree in economics and statistics from the University of Hong Kong.

Raymond Levitt is academic director and founder of the Stanford Advanced Project Management program. He is Professor of Civil and Environmental Engineering, Director of the Collaboratory for Research on Global Projects, and Courtesy Professor of Medical Informatics at Stanford University. He also co-founded and directed Stanford's Center for Integrated Facility Engineering. Before coming to Stanford in 1980, he served on the MIT civil engineering faculty. Currently, he teaches classes in strategic planning and organization design for project/matrix organizations to Stanford engineering undergraduate and graduate students as well as project and corporate executives.

Since 1975, he has served as a consultant to Fortune 1000 and other global companies in the design of project/matrix organization structures, work processes, and IT applications to support project work. His present research focuses on modeling and simulating the significant institutional costs that can arise in global projects due to substantial differences in goals, values, and cultural norms among project stakeholders. His Virtual Design Team (VDT) research group has developed ground-breaking organization theory, methodology, and computer simulation tools to design organizations that can optimally execute complex, fast-track projects and programs. He founded Vité Corporation in 1996 to commercialize the VDT research results. VDT methods and tools are currently being used to model and simulate work processes in fields such as health care delivery and offshore platform maintenance. He also co-founded Design Power, Inc., in 1989 to develop applications to automate many kinds of semi-custom engineering work.

He earned his PhD and MSCE in construction engineering and management from Stanford University and his BSCE, cum laude, from Witwatersrand University in South Africa.

William A. Malek is the former chief executive officer of IPSolutions, Inc., and former program director for the Stanford Advanced Project Management (SAPM) program. With more than twenty years of experience in project, program, and portfolio management, William is an expert in strategic execution. His thorough mastery of the applied management and leadership required to convert strategy into reality, and his dynamic presence as a teacher and facilitator, have made him a much requested speaker, trainer, consultant, and coach to Fortune 500 companies.

Over the past year, he has worked closely with Stanford faculty and the advisory board to refine and expand the SAPM curriculum, and he has presented Converting Strategy into Action and other courses in on-campus and on-site sessions. William also has significant experience in business consulting, with a focus on the successful planning and launching of new products and services.

William has an MBA in e-commerce from Capella University and a BS in mechanical engineering and environmental studies from the University of California-Santa Barbara. A Stanford Certified Project Manager (SCPM), he is also certified as a Project Management Professional (PMP®) and New Product Development Professional.

Mark Morgan is the Chief Learning Officer with IPSolutions and is the Practice Director for the Stanford Advanced Project Management (SAPM) curriculum. He develops and delivers courses in strategy conversion in addition to conducting custom workshops and custom consulting engagements. Mark's experience in converting strategy into action stems from 25 years of experience, including a 13-year career with IBM spanning hardware, software, and business management initiatives.

In training engagements with Hewlett-Packard (HP), Mark has increased organizational commitment to a sustained strategic shift toward project management practice. He has created custom-tailored materials and delivered courses for hundreds of managers and engineers, with consistently outstanding reviews. In a consulting engagement for HP, he successfully supported an international project team in assessing the provision of consulting services via a Web-based customer interface. Mark also developed processes for the use of collaboration tools in managing distributed teams. In his work with IBM, Mark has created a management system for converting high-level strategy to a portfolio of projects and programs to meet the goals of an organization of 20,000 people.

While at IBM, Mark led projects and programs and managed portfolios in the areas of manufacturing engineering, quality systems development, business volume planning, circuit board and disk drive manufacturing, and test equipment design and build. As principal of Leadership Consulting Services, he provided management and leadership training for various technology firms.

Mark has an MBA from Golden Gate University and a BS in engineering technology from California Polytechnic State University. He is PMP Certified and a Stanford Certified Project Manager (SCPM).

Elisabeth Paté-Cornell is the Burt and Deedee McMurtry Professor in Stanford University's School of Engineering. She has also been chair of the Department of Management Science and Engineering at Stanford since the department's creation in January 2000. Previously, she was a faculty member in the Industrial Engineering and Engineering Management Department at Stanford, and an assistant professor of civil engineering at M.I.T. She has also served as a consultant to numerous industries and government organizations.

Her primary areas of teaching and research include engineering risk analysis and risk management, decision analysis, and engineering economics. Recent research has focused on using risk analysis, probability, and decision theory to integrate organizational factors into assessments of the reliability of a final product or service, and to allow efficient and cost-effective risk management in industry as well as in government regulation. Recent applications include the NASA space shuttle, unmanned space programs, offshore oil and gas platforms, marine pipelines, and anesthesia during surgery. She is a member of the National Academy of Engineering and its Council, of the Air Force Advisory Board, and of the California Council on Science and Technology. In addition, she is past president and a fellow of the Society for Risk Analysis and was a member of NASA's advisory council from 1996-98.

She holds a Ph.D. in engineering economics systems and an M.S. in operations research from Stanford University, as well as an M.S. in computer science and applied mathematics from the University of Grenoble, France.

Robert Sutton is Professor of Management Science and Engineering in the Stanford Engineering School, where he is Co-Director of the Center for Work, Technology, and Organization, an active researcher and cofounder in the Stanford Technology Ventures Program, and a cofounder and active member of the new "d.school," a multi-disciplinary program that teaches and spreads "design thinking." Sutton is also an IDEO Fellow.

Sutton received his Ph.D. in Organizational Psychology from The University of Michigan and has served on the Stanford faculty since 1983. He has also taught at the Haas Business School and was a Fellow at the Center for Advanced Study in the Behavioral Sciences during the 1986-87, 1994-95, and 2002-03 academic years. He has served on the editorial boards of numerous scholarly publications, and as an editor for the Administrative Science Quarterly and Research in Organizational Behavior. Sutton's honors include the award for the best paper published in the Academy of Management Journal, induction into the Academy of Management Journals Hall of Fame, the Eugene L. Grant Award for Excellence in Teaching, the McGraw-Hill Innovation in Entrepreneurship Pedagogy Award, the McCullough Faculty Scholar Chair from Stanford, and selection by Business 2.0 as a leading "management guru" in 2002.

Sutton studies the links between managerial knowledge and organizational action, innovation, and organizational performance. He as published over 90 articles and chapters in scholarly and applied publications. He has also published seven books and edited volumes. In particular, Sutton (and Jeffrey Pfeffer) wrote The Knowing-Doing Gap: How Smart Firms Turn Knowledge Into Action (Harvard Business School Press, 2000), which was selected as Best Management Book of 2000 by Management General. His most recent book is Weird Ideas That Work: 11 ½ Practices for Promoting, Managing, and Sustaining Innovation (The Free Press, 2002), which was selected by the Harvard Business Review as one of the best ten business books of the year and as a breakthrough business idea. Sutton (and Jeffrey Pfeffer) has just completed Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, which will be published by Harvard Business School Press in 2006. Major themes from these books are summarized in the Harvard Business Review, Sloan Management Review, Industrial Management, California Management Review, Strategy & Leadership, The New York Times, The Daily Telegraph, Financial Times, HR.com, and tompeters.com.