Research Interests: health policy, institutional creation, managerial innovation, organizational change, organizational design
PhD, Cornell University, 1970
MS, Cornell University, 1967
BA, Yale University, 1964
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.
1982-present (named Henry Bower Professor of Entrepreneurial Studies, 1989).
Chairperson, Management Department, 1986-89.
University of Illinois
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
Editorial Board, British Journal of Management, 1990-present
American Journal of Medical Quality, 2005-present
Public Health Reviews 2010-present
Behavioral Science and Policy 2013-present
Board Member, Treatment Research Institute
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
John R Kimberly and Bouchikhi Hamid (2016), Disruption on steroids: Sea change in higher education in general and business education in particular, Journal of Leadership and Organizational Studies, 23 (1), pp. 5-12.
John R Kimberly and Imran Cronk (2016), Making value a priority: How this paradigm shift is changing the landscape in health care, Annals of the New York Academy of Sciences, 1381, pp. 162-167.
Etienne Minvielle and John R Kimberly (2014), A framework for managing care customization, Health Policy, 117 (2), pp. 216-227.
John R Kimberly (2013), Globalization and the business of health care, European Journal of International Management, 7 (2), pp. 159-170.
Shannon Wiltsey Stirman and 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, p. 17.
Bouchikhi Hamid and John R Kimberly (2012), Making mergers work, Sloan Management Review, 54(1), pp. 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), pp. 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), pp. 1-13.
John R Kimberly and 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)
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.
This course provides an overview of the evolution, structure and current issues in the health care system. It examines the unique features of health care as a product, and the changing relationships between patients, physicians, hospitals, insurers, employers, communities, and government. The course examines three broad segments of the health care industry: payors, providers and suppliers. Within the payor segment, the course examines the sources and destinations of spending, managed care (HMOs, PPOs),employer based health insurance, technology assessment, payor strategy, and efforts to pay for the elderly, the poor & the medically indigent. Within the provider segment, the course examines the impact of cost containment and competition on hospitals and integrated delivery systems, long term care and disease management, and the important role of epidemiology in assessing population health needs and risks. Within the supplier segment, the course will examine developments in the biotechnology, pharmaceutical, medical devices, genomics and IT industries. NOTE: This is a required course for Wharton Graduate Health Care Management majors; it counts as an elective course for all other Wharton Graduate students. It is also open to Law School and Nursing School students with a joint Wharton Program.
This seminar will explore empirical methods in health care research with an emphasis on applications in health care economics and finance. The methods covered include estimation with panel data, program evaluation models, qualitative and limited dependent variable models, stochastic frontier models, estimation with count data, and duration models. The readings consist of a blend of classic and recent empirical studies, including articles on the demand for health care and health insurance, tests for moral hazard and adverse selection, and estimation of provider cost functions. Students are required to conduct an econometric analysis of some issue within the health care field. With the permission of the instructor, the seminar is open to doctoral students from departments other than Health Care Systems.
Management 238 is an organizational behavior course, examining individual, interpersonal, and group effectiveness at work. Topics range from decision- making, motivation, and personality to networks, influence, helping, leadership, teamwork, and organizational culture. The learning method is heavily experiential, with a focus on applying key principles to the human side of management in role-play exercises, simulations, a mini-TED talk, and group projects in local organizations. This course requires the instructor's permission. Registration is by application only; Penn InTouch requests will not be processed. The link to the application form will be available on the Management Department's website: https://mgmt.wharton.upenn.edu/programs/undergraduate, beginning March 13, 2017. The deadline for applications is March 20, 2017 at 5 PM. Students will be notified after March 30, 2017 regarding the status of their application.
During the last decade it has become clear that in the global economy, firms must constantly adapt to changing technological, competitive, demographic and other environmental conditions in order to survive and prosper. The importance of acquiring the knowledge and tools for changing organizations successfully cannot be overemphasized (particularly for students headed for consulting and general management careers, although not limited to them). This course focuses on specific concepts, theories and tools that can guide executives entrusted with the task of leading organizational change to successful execution. Among other topics, the course will focus on various change strategies such as leading change, managing cultural change, and mergersor acquisitions, corporate transformation, managing growth, building the customer centric organization, business process outsourcing both from client and provider perspectives, and managing radical organizational change. The perspective of the course is integrative and the focus is on successful execution.
Designed for students with a serious interest in entrepreneurship, this course will provide you with an advanced theoretical foundation and a set of practicaltools for the management of startups and entrepreneurial teams in fast-changing and innovative environments. Building on the skills of Management 801, every class session is built around an experience where you have to put learning into practice, including the award-winning Looking Glass entrepreneurial simulation, role-playing exercises, and a variety of other games and simulations. The goal is to constantly challenge you to deal with entrepreneurial or innovative experiences, as you learn to navigate complex and changing environments on the fly, applying what you learned to a variety of scenarios. Management 802 is built to be challenging and will require a desire to deal with ambiguous and shifting circumstances. Format: Lectures, discussion, interim reports, class participation, readings report, and presentations, and an innovation assessment in PowerPoint format.
This course, is required of all first-year doctoral students in Management and open to other Penn students with permission, provides an introduction to the psychological and sociological roots of management theory and research. The course is predicated on the belief that to be effective as a contemporary management scholar one needs a background in "the classics." Therefore, we will be reading classics from the fields of psychology and sociology in their original form during this semester.
The three heavyweights announced last week that they are joining forces to reduce health care costs for their employees. Will the new model shake up the health care industry?Knowledge @ Wharton - 2018/02/6