Photo of John R Kimberly

John R Kimberly

Henry Bower Professor

Professor of Management

Professor of Entrepreneurial Management

Professor of Health Care Management/Sociology

Research Interests: health policy, institutional creation, managerial innovation, organizational change, organizational design

Links: CV

Contact Information

Address: 2109 Steinberg-Dietrich Hall, 3620 Locust Walk, Philadelphia, PA 19104
Email: kimberly@wharton.upenn.edu
Office: (215) 898-7937
Office Fax: (215) 898-0401

Overview

Education

PhD, Cornell University, 1970; MS, Cornell University, 1967; BA, Yale University, 1964

Recent Consulting

Organizational consultant to several organizations in the public and private sectors; Scientific Advisor to the 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, Council of Canadian Academies, MacArthur Foundation

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, Distinguished Visiting Scholar, INSEAD

Professional Leadership 2009-2014

Editorial Board, British Journal of Management, 1990-present;  American Journal of Medical Quality, 2005-present; International Journal of Organizational Analysis, 2007-present; Public Health Reviews 2010-present; Behavioral Sience and Policy 2013-present

Corporate and Public Sector Leadership 2009-2014

Board Member, Greentree Community Health Foundation; Board Member, St. Regis Foundation; Board Member OESO Foundation; Board Board Member,  Arto Monaco Historical Society; Board Member, Adirondack Museum

Research


  • Etienne Minvielle, John R Kimberly (2014), A framework for managing care customization, Health Policy, (in press).
  • John R Kimberly (2013), Globalization and the business of health care, European Journal of International Management, 7 (2), 159 - 170.
  • Shannon Wiltsey Stirman, John R Kimberly (2012), The sustainability of new programs and innovations: A review of the empirical literature and recommendations for future research, Implementation Science, 7, 17.
  • Bouchikhi Hamid, John R Kimberly (2012), Making mergers work, Sloan Management Review, 54(1), 63 - 70.
  • John R Kimberly (2011), Preparing leaders in public health for success in a flatter, more distributed and collaborative world, Public Health Reviews, 33 (1), 289 - 299.
  • R. Corredoira, Jon A. Chilingerian, John R Kimberly (2011), Analyzing performance in addiction treatment: An application of Data Envelopment Analysis to the state of Maryland system, Journal of Substance Abuse Treatment, 41 (1), 1 - 13.
  • 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, eds., The Globalization of Managerial Innovation in Health Care (2008).
  • R. Martin, John R Kimberly (2008), Back from the Brink: Managerial Lessons from the Turnaround at the University of Pennsylvania Health System, Organizational Dynamics, 37, 97 - 111.  Abstract
  • Anne Marie Knott, R. Corredoira, John R Kimberly (2008), Improving consistency and quality of service delivery: Implications for the addiction treatment field, Journal of Substance Abuse Treatment, 35, 95 - 108.
  • John R Kimberly, Joan M. Cook (2008), Organizational measurement and the implementation of innovations in mental health services, Administration and Policy in Mental Health and Mental Health Services Research , 35, 11 - 20.
  • H. Bouchikhi, John R Kimberly, The Soul of the Corporation. How to Manage the Identity of Your Company (2007).
  • C. Rye, John R Kimberly (2007), The Adoption of Innovations by Provider Organizations in Health Care, Medical Care Research and Review, 64 (3), 235 - 278.  Abstract
  • John R Kimberly (2007), Shifting boundaries: Doing research and having impact in the world of business education, Journal of Management Inquiry, 16, 128 - 154.
  • R. Corredoira, John R Kimberly (2006), Industry Evolution Through Consolidation: Implications for Addiction Treatment, Journal of Substance Abuse Treatment, 31, 255 - 265.  Abstract
  • John R Kimberly, Thomas McClellan (2006), The business of addiction treatment: A research agenda, Journal of Substance Abuse Treatment, 31, 213 - 219.
  • Etienne Minvielle, John R Kimberly (2005), Measuring and managing quality in hospitals: Lessons from a French experiment, International Healthcare Management, 5, 247 - 272.
  • H. Gatignon, John R Kimberly, eds., The INSEAD-Wharton Alliance on Globalization Strategies for Building Successful Global Businesses (2004).
  • Hubert Gatignon, John R Kimberly, eds., The INSEAD-Wharton Alliance on Globalizing: Strategies for Building Successful Global Businesses (2004).
  • Bouchikhi Hamid, John R Kimberly (2002), Built to fail? Escaping the identity trap, Sloan Management Review, 44 (3), 20 - 26.
  • Stephen Walston, John R Kimberly, Lawton Burns (2001), Institutional and environmental influences on the adoption and extensiveness of managerial innovation in hospitals, Medical Care Research and Review, 58 (2), 194 - 228.
  • Bouchikhi Hamid, John R Kimberly (2001), The death of the tenured professor and the rise of the knowledge entrepreneur, Human Relations, 54 (1), 77 - 85.
  • Stephen Walston, Lawton Burns, John R Kimberly (2000), Does reengineering really work? An examination of the context and outcomes of hospital reengineering initiatives, Health Services Research , 34 (6), 1363 - 1388.
  • John R Kimberly, Etienne Minvielle, eds., The Quality Imperative: Measurement and Management of Quality in Healthcare (2000).
  • H. Bouchikhi, John R Kimberly, Entrepreneurs et Gestionnaires: Les Clés du Management Entrepreneurial (1994).
  • John R Kimberly, G. de Pouvourville, The Migration of Managerial Innovation: DRGs and Health Care Administration in Western Europe (1993).

In The News

Knowledge @ Wharton

Courses

Previous

  • 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

    This course introduces you to the world of social enterprise, a world that is becoming increasingly important as society experiments with a variety of business and organizational models designed to provide products and services with a strong social impact mission behind them and as you and others search for ways to develop careers that have greater personal and social meaning. The organizations we will examine may be nominally "for-profit", "not-for-profit" or NGOs, but what they share is commitment both to a social impact mission and to a set of disciplined, sophisticated financial and management practices. They are led by individuals who themselves are both committed to the mission of the enterprise and who recognize the importance of demonstrably effective business models. And in the mix is the role of innovation, of developing new approaches, new models, and/or new technologies in service of better realizing the social mission.