Personal Info

E-mail: michael.barnett(at)sbs.ox.ac.uk

Tel: St Anne’s: 01865 274882; Said Business School: 01865 288844

Web Links: http://www.sbs.ox.ac.uk/faculty/Barnett+Mike/; http://www.sbs.ox.ac.uk/reputation/; http://ssrn.com/author=414796

Academic Background:

Mike holds a PhD and MPhil in strategic management from New York University’s Stern School of Business, an MBA from Webster University, and a BS in Business Administration (Banking & Finance; Economics) from the University of Missouri.

Prior to coming to Oxford in 2009, Mike was Associate Professor of Strategy and Exide Professor of Sustainable Enterprise in the Department of Management and Organization at the University of South Florida’s College of Business. He was also Research Fellow of the University of South Florida’s Kiran C. Patel Center for Global Solutions and served as Secretary of the Faculty Senate. Prior to entering academia, Mike’s primary management experience was as a commissioned officer in the US Air Force. He served as Squadron Section Commander and Executive Officer at McConnell AFB in Wichita, Kansas.

Teaching Interests:

Undergraduate: Management; Strategic Management; Corporate Social Responsibility

Graduate: Management; Strategic Management; Corporate Social Responsibility

Research Interests:

In his current research, Mike investigates why some firms do ‘good’ things (i.e., contribute to social and environmental betterment), or conversely, why some firms avoid doing ‘bad’ things (i.e., polluting, using child labor, etc.), how well external governance systems (i.e., markets, trade associations, activist groups, and consumers) encourage good firm behaviors and discourage bad behaviors, and how well we all can even distinguish the good from the bad.

Selected Publications:

M.L. Barnett and A.A. King, ‘Good fences make good neighbors: A longitudinal analysis of an industry self-regulatory institution’, Academy of Management Journal (2008), 51(6): 1150–70
W.H. Starbuck, M.L. Barnett and P. Baumard, ‘Payoffs and pitfalls of strategic learning’, Journal of Economic Behavior and Organization (2008), 66(1): 7–21
M.L. Barnett, ‘An attention-based view of real options reasoning’, Academy of Management Review (2008), 33(3): 606–28
M.L. Barnett and A.J. Hoffman, ‘Beyond corporate reputation: Managing reputational interdependence’, Corporate Reputation Review (2008), 11(1): 1–9
M.L. Barnett, ‘Stakeholder influence capacity and the variability of financial returns to corporate social responsibility’, Academy of Management Review (2007), 32(3): 794–816
M.L. Barnett, ‘Finding a working balance between competitive and communal strategy’, Journal of Management Studies (2006), 43(8): 1753–73
M.L. Barnett and R.M. Salomon, ‘Beyond dichotomy: The curvilinear relationship between social responsibility and financial performance’, Strategic Management Journal (2006), 27(11): 1101–22
M.L. Barnett, W.H. Starbuck, and P.N. Pant, ‘Which dreams come true? Endogeneity, industry structure, and forecasting accuracy’, Industrial and Corporate Change (2003),12(4): 653–72
M.L. Barnett, ‘Falling off the fence? A realistic appraisal of a real options approach to corporate strategy’, Journal of Management Inquiry (2003), 12(2): 185–96
C.J. Fombrun, N.A. Gardberg and M.L. Barnett, ‘Opportunity platforms and safety nets: Corporate citizenship and reputational risk’, Business and Society Review (2000), 105(1): 85–106