Books by David Waldman

David A. Waldman received his Ph.D. in industrial/organizational psychology from Colorado State University. He is a Professor of Management in the W. P. Carey School of Business. His research interests focus largely on leadership processes, especially at the upper levels of organizations and in a global context. Many of his research efforts have been interdisciplinary in nature. For example, David's recent activities in the area of organizational neuroscience have gained notoriety in both academic and practitioner circles, including publications in the Academy of Management Journal and the Journal of Applied Psychology, as well as write-ups in the Wall Street Journal, Inc. Magazine, and the Financial Times. Further, he is recognized as largely originating the concept of responsible leadership, which involves understanding leadership processes in the realm of corporate social responsibility. In addition to the journals mentioned above, David's accomplishments include over 115 articles in such journals as the Academy of Management Review, Academy of Management Perspectives, Personnel Psychology, Administrative Science Quarterly, Organization Science, Journal of Management, Organizational Research Methods, and The Leadership Quarterly. According to Google Scholar, his work has been cited approximately 22,000 times. He has also published 3 books on 360-degree feedback, leadership and open communication, and organizational neuroscience, respectively. David is on the editorial review boards of the Academy of Management Journal, Academy of Management Review, Academy of Management Perspectives, Journal of Applied Psychology, Personnel Psychology, and The Leadership Quarterly. He is a Fellow of the American Psychological Association, as well as the Society for Industrial and Organizational Psychology. He has consulted for a number of companies and governmental agencies in the United States, Canada, and Mexico, including IBM, Nortel, Goodyear-Mexico, Homestake Mining Organization, the Arizona Department of Public Safety, and the Information Technology Alliance. Charles O'Reilly B.S. (Chemistry), University of Texas at El Paso; M.B.A. (Information Systems), Ph.D. (Organizational Behavior) University of California at Berkeley (Frank E. Buck Professor of Management). He has taught at UCLA, Berkeley, and been a visiting professor at the Harvard Business School. His teaching has concentrated on strategy, leadership, and the management of human resources. He has won teaching awards at Berkeley and Stanford and recently received both a Lifetime Achievement Award and the Distinguished Scholarly Contribution Award from the Academy of Management. Charles' research focuses on leadership, innovation, and organizational culture and change. He has also developed and served as faculty director of several Executive Education programs, including Leading Change and Organizational Renewal and The Human Resources Executive Program. He has consulted widely with firms in the U.S., Europe, and Asia. Charles has published more than 100 articles and several books. His most recent research focuses on organizational culture, the impact of senior management on innovation and change. His latest book, Lead and Disrupt: How to Solve the Innovator's Dilemma (Stanford University Press, 2016), explores why successful firms sometimes fail-and what it takes for leaders to help their organizations survive and prosper over long time periods. He is a Fellow of the American Psychological Society and American Psychological Association, as well as a member of the Academy of Management.