Secondary Titles (2)
- Chairperson Management and Entrepreneurship
- Faculty Liaison Executive Degree Programs
Timothy T. Baldwin is Chair of the Department of Management & Entrepreneurship and the Randall L. Tobias Chair in Leadership at the Indiana University Kelley School of Business. Professor Baldwin has published his research work in leading academic and professional outlets such as: Academy of Management Journal, Journal of Management, Journal of Applied Psychology, Personnel Psychology and Academy of Management Learning & Education and he has won several national research awards – including eight best-paper awards from the Academy of Management. He has twice been the recipient of the Richard A. Swanson Excellence in Research Award presented by the American Society for Training & Development (ASTD). He is the co-author of Improving Transfer Systems In Organizations and his most current book is Developing Management Skills: What Great Managers Know and Do.
Now in his 27th year at Indiana University, Professor Baldwin has frequently been recognized for teaching excellence including multiple MBA & Undergraduate Teaching Awards, the Eli Lilly Alumni Teaching Award, the FACET All-University Teaching Award, and the Dow Innovation in Teaching Fellowship. His background also includes consultation with Cummins Engine, Eli Lilly, FedEx, Whirlpool and a variety of other organizations in both the public and private sector. He has designed and delivered numerous executive education seminars in the US and abroad. For the past eight years he has served on the Board of Directors of Cripe Architects & Engineers, a professional services firm based in Indianapolis and he also has served on the national advisory boards for organizations including the Graduate Management Admission Council (GMAC) and Educational Testing Services (ETS).
Industry Expertise (2)
Areas of Expertise (10)
Managerial Skill Assessment
Human Resource Management
Michigan State University: Ph.D., Organizational Behavior/Human Resource Management 1986
Michigan State University: M.B.A., Business 1982
Media Appearances (2)
Beyond Meat’s Delayed Chicken Launch Raises Growth Questions
Others see the management turnover as indicating a more systemic leadership problem. “There are phases in organizational lives, and it’s oftentimes that the founding, innovative, new-idea group might not be ultimately the best group to take it forward, as the operation grows in size,” said Tim Baldwin, the Randall L. Tobias chair in leadership at Indiana University’s Kelley School of Business, in a conversation about Beyond. “On its face, with a successful company, it’s a flag.”
IU's Kelley School of Business and School of Education join forces for Effective Leaders Academy
IU Newsroom online
"I think we have a lot to offer," said Tim Baldwin, Eveleigh Professor of Business Leadership at the Kelley School, who focuses particularly on organizational change. "I think it's sometimes inaccessible to the education community because a lot of the organizations we work with are often better-funded. This is an opportunity to access some of the training and education the people in schools would otherwise not be able to get."...
Event Appearances (2)
The Future of Business Education
National Business & Economics Society (NBES) Annual Meeting Panama City, Panama
Cognitive and Metacognitive Pathways to Effective Personnel Problem Solving
Society for Industrial & Organizational Psychology (SIOP) Annual Meeting Philadelphia, PA
A Tale of Two Transfers: Disentangling Maximum and Typical Transfer and Their Respective PredictorsJournal of Business and Psychology
2015 Research on transfer of training has been characterized by a lack of precision in distinguishing between the ability to transfer (i.e., “can do”), and the motivation to transfer (i.e., “will do”). Drawing from job performance research that has made this distinction, we argue that transfer of training can fall along a maximum/typical continuum, with one end reflecting how much trainees could potentially transfer (maximum) and the other capturing how much trainees will transfer (typical).
Isn’t It Time We Did Something About the Lack of Teaching Preparation in Business Doctoral Programs?Journal of Management Education
2015 In this essay, we explore why there has traditionally been so little emphasis on teaching preparation in business doctoral programs. Program administrators and faculty typically espouse support for teaching development; yet the existing reward systems are powerfully aligned in favor of a focus on research competency.
Applying great management in a state agency: Indiana BMV's journey from worst to firstBusiness Horizons
2014 Although pressures for more efficient and effective government are intense and prescriptions for transformation abound, critical accounts of successful government change initiatives are relatively limited. In this article, we chronicle a transformation of the Indiana Bureau of Motor Vehicles whereby the agency dramatically improved the quality of services while significantly reducing its cost structure—literally moving from worst to first in national rankings of such agencies.
Who is attracted to an organisation using a forced distribution performance management system?Human Resource Management Journal
2013 Arguments related to forced distribution systems (FDS) are often dogmatic, but typically do not consider for whom such systems might be most and least appealing. We examine the relationships between participants' individual differences (cognitive ability, collectivism and core self-evaluations) and their attraction to an organisation utilising an FDS.
Partnership between CTSI and business schools can promote best practices for core facilities and resourcesClinical and Translational Science
2013 Biomedical research enterprises require a large number of core facilities and resources to supply the infrastructure necessary for translational research. Maintaining the financial viability and promoting efficiency in an academic environment can be particularly challenging for medical schools and universities.