Peter G. Klein is Professor of Entrepreneurship at the Hankamer School of Business, Baylor University, and Senior Research Fellow with Baylor's Baugh Center for Entrepreneurship and Free Enterprise. He is also Adjunct Professor of Strategy and Management at the Norwegian School of Economics and Carl Menger Research Fellow at the Mises Institute. Peter has also held faculty positions at the University of Missouri's Division of Applied Social Science and Truman School of Public Affairs, the Copenhagen Business School, the University of Georgia’s Terry College of Business, and Washington University’s Olin Business School, and he holds an Honorary Professorship at the Beijing University of Information Science and Technology. He was formerly a Senior Economist at the Council of Economic Advisers. He holds a PhD in economics from the University of California, Berkeley and a BA from the University of North Carolina, Chapel Hill.
Peter’s research focuses on the links between entrepreneurship, strategy, and organization, with application to innovation, diversification, vertical coordination, health care, and public policy. His work has appeared in Organization Science, Academy of Management Review, Rand Journal of Economics, Strategic Entrepreneurship Journal, Journal of Management, Managerial and Decision Economics, Journal of Industrial Economics, Sloan Management Review, and other outlets. Peter’s 2012 book Organizing Entrepreneurial Judgment (Cambridge University Press, with Nicolai Foss) received the 2014 Best Book Award from the Foundation for Economic Education. He has also received Best Paper awards from the Journal of Private Enterprise Education and the European Management Review. His work has been funded by the National Science Foundation, the Kauffman Foundation, the Mises Institute, the Illinois-Missouri Biotechnology Alliance, and other organizations.
Industry Expertise (2)
Areas of Expertise (9)
Strategy and Organization
Brent Clum Outstanding Research Award (professional)
Awarded by the Hankamer School of Business
Best Book Award (professional)
Awarded by the Foundation for Economic Education
Best Paper Award (professional)
Awarded by the Association of Private Enterprise Education
Best Paper Award (professional)
Awarded by the European Management Review
TIAA-CREF Outstanding Paper Award (professional)
Awarded by the Eastern Finance Association
University of California, Berkeley: Ph.D., Economics 1995
University of North Carolina at Chapel Hill: A.B., Economics 1988
Media Appearances (3)
How we chose the 2020 CNBC Disruptor 50 list of revolutionary start-ups
Peter G. Klein, Ph.D., The W.W. Caruth Chair and professor of entrepreneurship, served as a member of the 2020 CNBC Disruptor 50 Advisory Council that identified the fast-growing, innovative start-ups on the path to becoming the next generation of great public companies.
Print This Incubation's Unintended Consequences
Inside Higher Ed online
"That doesn’t mean incubators over all saddle universities with a negative net impact, say the research’s authors, Baylor University Entrepreneurship Professor Peter G. Klein and University of Bath Innovation and Entrepreneurship Associate Professor Christos Kolympiris. Instead, they say, their findings show that universities may be changing their mind-sets and incurring hidden costs when they start business incubators..."
From Adversity to Opportunity: Bahrain’s Entrepreneurship as Economic Resilience
"Startup Bahrain, an initiative founded by Ahmed AlSawafiri, is a step in the right direction to create the right environment for organically inspired entrepreneurship. It comes at a time when the Bahrain Economic Development Board is championing startups and the venture capital ecosystem as catalysts of the next phase of economic development in the Kingdom. In a recent talk hosted at the Bahrain Polytechnic University, Professor Peter Klein, Professor of Entrepreneurship at Baylor University, explains that 'entrepreneurship is a personality type: creativity, boldness, and imagination...'"
2014 Unlike most other mature industries, family firms, partnerships, and cooperatives dominate the agricultural production sector, with few corporations and limited access to capital derived from a source other than retained earnings and existing owners. However, the use of external equity capital in agriculture has increased dramatically since 1990. This funding source allows farms to exploit entrepreneurial opportunities not easily financed by debt. Following O. Williamson, we view debt and equity as alternative governance structures and argue that transaction ...
2014 The production of biofuels in many countries is largely driven by the government strategy and incentives that are in place. In South Africa the first round of the development of such a draft strategy took place in 2005, with the official stance on biofuels finalized in December 2007. During the policy-development process, various governmental departments had strategic goals and targets that they were all required to achieve. The achievement of these strategic targets and goals is risky and the various departments that have some form of involvement in the biofuels industry ...
2013 Public organizations are relatively understudied in the strategic entrepreneurship literature. In this article, we submit that public organizations are usefully analyzed as entities that create and capture value in both the private and public sectors and that a capabilities lens sheds important new insights on their behavior. As they try to create and capture value, public organizations can act entrepreneurially by creating or leveraging bundles of capabilities, which may then shape subsequent entrepreneurial action. Such processes can involve complex interactions among public and ...
2013 Private equity is best understood not as a financing method but as a governance structure, one that emphasizes strong performance incentives, rules over discretion, and a strong alignment between ownership and management. Briefly, private equity governance makes owners into active managers and makes managers behave like owners. As such, private equity is often regarded as a more “entrepreneurial” form of governance than that associated with the publicly traded corporation. We argue for a balanced view in which private equity is best regarded as a governance ...
2012 The fields of strategy and organization are dominated by the stylized idea that the purpose of the firm is to maximize returns on investment for equity shareholders. This idea is based on simplifying assumptions about externalities, contractual ties, investments, and the nature of competition. As a result, the dominant conceptualization of the firm’s purpose as shareholder value maximization may lead to serious misunderstandings regarding the firm’s contractual obligations. Furthermore, the idea of shareholder value maximization may lead to problematic and inaccurate ...