Robert Kazanjian

Asa Griggs Candler Professor of Organization & Management Emory University, Goizueta Business School

  • Atlanta GA

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Emory University, Goizueta Business School

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Biography

Robert K. Kazanjian is currently Asa Griggs Candler Professor of Organization and Management. Prior to his appointment at Emory, Rob was a faculty member at the Graduate School of Business, University of Michigan. More recently, he was a Visiting Professor at the Amos Tuck School of Business at Dartmouth College. Rob received his PhD in Organization and Strategy as well as an MBA from The Wharton School of the University of Pennsylvania. Prior to entering his PhD program, he served as an Administrative Fellow of the Woodrow Wilson Fellowship Foundation as Director of Development and Planning at Paine College. He has an AB in economics (with honors) from Hamilton College.

During his time at Goizueta, Professor Kazanjian has served in a number of senior administrative positions. From 2010-2017, he served as Vice Dean for Programs, and for part of 2014, he acted as Interim Dean. He has also served as Senior Associate Dean for Strategic Initiatives (2017-2022), Founding Academic Director for the Roberto C. Goizueta Center for Entrepreneurship and Innovation (2020-2022), and Senior Associate Dean for Executive Education (2002-2004) with responsibility for all non-degree programs.

He has authored a number of articles in such journals as Management Science, Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Studies and Journal of Business Venturing. He is the co-author or co-editor of two books: Strategy Implementation: Structure, Systems and Process with Jay R. Galbraith (West Publishing); and The Search for Organic Growth with Ed Hess (Cambridge University Press). During his tenure at Goizueta, he has received 17 Teaching Excellence awards from full-time, part-time and Executive MBA students.

Rob has consulted and done executive education work in the areas of strategy, strategic change, organization design and innovation with firms such as SunTrust, International Paper, Sylvamo, General Electric, General Motors, The Home Depot, Boston Scientific Corporation, Goldman Sachs, Honeywell, Singapore Airlines, IBM, Acer, Westinghouse, Abbott Labs, Exxon, Lockheed Martin, Tyco, and Siemens North America. He has regularly taught in senior executive programs across the US, as well as in Asia.

Education

The Wharton School, University of Pennsylvania

PhD

Organization and Strategy

1983

The Wharton School, University of Pennsylvania

AM

Organization and Strategy

1979

The Wharton School, University of Pennsylvania

MBA

Organization and Strategy

1975

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Areas of Expertise

Growth and Development of Technology-Based New Ventures
Management of Innovation in Large Complex Organizations
Strategy Implementation and Large Scale Strategic Change

Publications

Creativity, Complexity and Organizational Learning: Implications For Leadership and Governance

Handbook of Research on Leadership and Creativity, Elsevier, S. Hemlin and M. D. Mumford (Eds).

Robert Kazanjian

2017-01-01

Discussion of the unique leadership challenges of managing for innovation in highly complex settings.

Strategy Implementation

The Palgrave Encyclopedia of Strategic Management

Robert K. Kazanjian

2013-01-01

Chapter provides an overview of organizational factors central to executing strategy in complex organizations

Fostering Innovation In Complex Product Development Settings: The Role of Team Member Identity And Interteam Interdependence

Journal of Product Innovation Management

MaryAnn Glynn, Robert K. Kazanjian and Robert Drazin

2010-04-01

Much of the existing research on innovation has concentrated on the study of individuals in small group settings. However, projects marked by multiple teams, high task interdependence, long duration, and large scale have become increasingly common in practice. Very little is known about how extant research findings related to innovation may generalize to such complex settings. Taking a multilevel theoretical approach, individuals' propensity to innovate is hypothesized as the product of individuals' relationship with their work team (team member identification) and their team's relationship to other teams within the organizational system (interteam interdependence). A large, diversified manufacturing firm engaged in a multibillion dollar project that involved the development of a technologically intense, highly innovative, new product served as the research site.

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