Jerry W. Kim
Jerry Kim is an Assistant Professor of Management and Global Business at Rutgers Business School. He teaches innovation management and technology strategy in the MBA program, and was selected as “Professor of the Year” by the MBA class of 2018. Prior to joining Rutgers in 2016, he was an Assistant Professor of Management at Columbia Business School for 10 years, receiving the Dean’s Award for Teaching Excellence in the Core, and the Singhvi Prize for Scholarship in the Classroom.
His academic research focuses on how social structures such as status or networks shape the behavior of actors in market and organizational settings. Much of his work looks at these issues in the healthcare industry (hospitals, physicians, biotechology and pharmaceutical firms, etc.), but he has also studied settings such as baseball umpiring, executive compensation and virtual teams. His work has been published in journals such as the Academy of Management Journal, American Sociological Review, and Management Science, and has been covered by various media publications including The Economist, Bloomberg BusinessWeek, and the New York Times. Jerry received his PhD and Master’s degree from Harvard University, and his BA from Seoul National University. Prior to entering academia, he worked at Microsoft.
Session 1 – Organizing Creativity and Avoiding Strategic Inertia
Fostering creativity throughout the organization is one of the most critically important jobs of an organizational leader. While our culture and society celebrate the heroic genius of the individual inventor (e.g., Steve Jobs, Mark Zuckerberg), research suggests that having the right organizational structures and processes has a far bigger impact on innovative outcomes. In this session, we will examine the team and organizational-level conditions that enable leaders to maximize organizational innovation and creativity. Examining the structures and processes fostering organizational creativity also help us understand why organizations and leaders often fail to change strategies in light of environmental changes, providing us with tools to avoid inertia that makes organizations vulnerable to disruptive forces.
Session 2 – Platform Thinking and Building Social Ecosystems
In today’s hypercompetitive environment, creating and maintaining competitive advantage has become an increasingly difficult task, requiring leaders to re-think how to engage with key stakeholders in the market. Building on themes from the prior session on creativity and avoiding strategic inertia, this session will focus on how leaders can prepare their organizations for the broader shifts in technology and competition. Contrasting a “product” mindset focused on building the best product/service at the lowest cost, with a “platform” mindset emphasizing the broader set of market relationships in an ecosystem, the session will provide concrete steps for executives interested in formulating and implementing strategies that will better prepare their organizations in the coming digital economy.
Ph.D., Harvard University, Organizational Behavior and Sociology
A.M., Harvard University, Sociology
B.A., Seoul National University, Economics