John R Kimberly
Henry Bower Professor of Entrepreneurial Management
Professor of Management
Professor of Health Care Management/Sociology
Executive Director, Wharton/INSEAD Alliance
Research Interests: health policy, institutional creation, managerial innovation, organizational change, organizational design
Address: 2109 Steinberg-Dietrich Hall, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 898-7937
Office Fax: (215) 898-0401
PhD, Cornell University, 1970; MS, Cornell University, 1967; BA, Yale University, 1964
Organizational consultant, several organizations in the public and private sectors; Directorate for Science, Technology, and Industry, and Directorate for Scientific Affairs, Organization for Economic Cooperation and Development, Paris, France; Office of Technology Assessment, U.S. Congress; Association of American Medical Colleges, Robert Wood Johnson Foundation; Institute of Medicine, National Academy of Science
Academic Positions Held
Wharton: 1982-present (named Henry Bower Professor of Entrepreneurial Studies, 1989; Chairperson, Management Department, 1986-89). Previous appointments: Yale University; University of Illinois; Cornell University. Visiting appointments: Ecole Polytechnique, France; University of Paris-Dauphine; Ecole Superieure en Sciences Economiques et Commerciales (ESSEC), Paris; Novartis Professor of Healthcare Management, INSEAD
Professional Leadership 2005-2009
Editorial Board, British Journal of Management, 1990-present; Editorial Board, M@n@gement, 1998-2006; American Journal of Medical Quality, 2005-present; International Journal of Organizational Analysis, 2007-present
Corporate and Public Sector Leadership 2005-2009
Board Member, Greentree Community Health Foundation; Board Member, St. Regis Foundation; Board Member OESO Foundation; Board Board Member, Member, Arto Monaco Historical Society
John R Kimberly, C. Rye (2009), The Morphology of Innovation. In Rabi S. Bhagat and Richard M. Steers (Eds.), Handbook of Culture, Organization, and Work, Cambridge University Press, pp. 197-218.
John R Kimberly, G. de Pouvourville, Thomas D’Aunno, The Globalization of Managerial Innovation in Health Care (2008).
John R Kimberly, R. Martin (2008), Back from the Brink: Managerial Lessons from the Turnaround at the University of Pennsylvania Health System, Organizational Dynamics Abstract
John R Kimberly, H. Bouchikhi, The Soul of the Corporation. How to Manage the Identity of Your Company (2007).
John R Kimberly, C. Rye (2007), The Adoption of Innovations by Provider Organizations in Health Care, Medical Care Research and Review Abstract
John R Kimberly, R. Corredoira (2006), Industrial Evolution Through Consolidation: Implications for Addiction Treatment, Journal of Substance Abuse Treatment Abstract
H. Gatignon, John R Kimberly, eds., The INSEAD Wharton Alliance on Globalization (2004).
In The News
Knowledge @ Wharton
HCMG213 - Health Care Strategy and Management: the Business of Health Care
This course presents an overview of the business of health and how a variety of health care organizations have gained, sustained, and lost competitive advantage amidst intense competition, widespread regulation, high interdependence, and massive technological, economic, social and political changes. Specifically, we evaluate the challenges facing health care organizations using competitive analysis, identify their past responses, and explore the current strategies they are using to manage these challenges (and emerging ones) more effectively. Students will develop generalized skills in competitive analysis and the ability to apply those skills in the specialized analysis of opportunities in producer (e.g. biopharmaceutical, medical product, information technology), purchaser (e.g. insurance), and provider (e.g. hospitals, nursing homes, physician) organizations and industry sectors. The course is organized around a number of readings, cases, presentations, and a required project.
MGMT246 - Social Innovation and Social Enterprise
Social innovation is very much in the news these days as we search for alternative ways of organizing, managing, delivering and financing a variety of products and services that meet needs not met by traditional markets and organizational arrangements. The enterprises formed to deliver these products and services, some of which are not-for-profits and some for-profits, are what we call "social enterprises", and have generated a great deal of enthusiasm and media coverage. Yet not all of these enterprises succeed financially or have social impact, and little is known about why some succeed where others fail.