- Ph.D., management, Georgia Tech
- M.A., Tulane University
- B.A., Tulane University
- top management team effectiveness
- managing innovation and change processes
- leading strategy execution
- creating value through entrepreneurship
Nate Bennett, Ph.D., is a professor of management and the faculty director of Robinson’s Executive MBA program. He joined Robinson’s faculty in summer 2012, after serving from 1999 to 2012 as the Catherine W. and Edwin A. Wahlen Professor of Management, as well as in a number of leadership roles, at Georgia Tech.
He has published in many widely read resources for managers including the Harvard Business Review, Wall Street Journal, BusinessWeek.com and Forbes.com. He is co-author of two books, Riding Shotgun: The Role of the COO and Your Career Game: How Game Theory Can Help You Achieve Your Professional Goals. Both were published by Stanford University Press. Additionally, his research has appeared in Academy of Management Review, Academy of Management Journal and Journal of Applied Psychology, as well as other academic outlets.
Below is a sample list of Bennett’s recent publications.
- Bennett, N., & Lemoine, G.J. (2014). What VUCA Really Means for You. Harvard Business Review, January/February, 27.
- Bennett, N., Kessler, W., & McGinnis, L. (eds.) (2012). Manufacturing in a Complex Socio Technical System: Interdisciplinary and Collaborative Perspectives. Tennenbaum Institute Enterprise Systems Series, Volume 4. IOS Press.
- Bennett, N., & Miles. S. (2010). Your Career Game: How Game Theory Can Help You Achieve Your Professional Goals. Stanford University Press.
- Bennett, N., & Miles, S. (2006). Riding Shotgun: The Role of the COO. Stanford University Press.
- Miles, S.A. & Bennett, N. (2008). Rebuilding the Top Management Team After Merger or Acquisition. Sloan Management Review. 50, (1), 60-64.
- Bennett, N. (2007). Munchausen at work. Harvard Business Review, 85, (11): 24-25.
- Bennett, N., & Miles, S. (2006). What makes a great COO or second in command: The misunderstood role of the chief operating officer. Harvard Business Review, 84 (5): 70-79.