Robert I. Sutton
Email: robert.sutton [at] stanford [dot] edu
Administrative Assistant: Jim Fabry
- evidence-based management
- links (and gaps) between managerial knowledge and organizational action, innovation, and performance
- development of theory and recommendations for practice on the basis of direct observation of organizational life and interviews with executives, managers, engineers, and other organization members
- Robert I. Sutton. (2006) “Evidence-Based Management.” Harvard Business Review, 84(1), 62.
- Robert I. Sutton. (2005). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. Cambridge, MA: Harvard Business School.
- Robert I. Sutton. (2002). Weird Ideas That Work: 11 and 1/2 Practices for Promoting, Managing, and Sustaining Innovation. New York, NY: The Free Press.
- Robert I. Sutton. (2002). “The Weird Rules of Creativity.” Harvard Business Review, 79(8), 94-103.
- Robert I. Sutton, Jeffrey Pfeffer. (2000). The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action. Cambridge, MA: Harvard Business School Press.
- Robert I. Sutton. (1998). “The Smart Talk Trap.” Harvard Business Review, 77(3), 134-42.
- Designing Work Systems for Innovative versus Routine Work
- Knowledge Brokering and Innovation
- Turning Knowledge Into Action
- MS&E 180. Organizations: Theory and Management
- MS&E 280. Organizational Behavior: Evidence in Action
- MS&E 288/ME 228. Creating Infectious Action
- MS&E 289. Clicks and Bricks: Creating Customer Experiences