From the beginning of my career, I have been interested in three overarching topics: the production and consumption of knowledge, the emergence and maintenance of identity, and the production of order, meaning, and innovation in everyday life. I continue to focus on these questions, which would keep me happily occupied for several lifetimes. I did my undergraduate and master’s degrees at the Said Business School, University of Oxford, and my doctorate at the Kellogg School of Management, Northwestern University.
Within the three broad themes mentioned above, my work connects to a variety of more specific questions. How is it that certain things come to be accepted as true, self-evident, practical or impossible? When are different methods of knowing prioritized in organizations, and in societies more broadly? When, and with what effect, do people attribute character and intentionality to organizations and other collectives? And how do these various processes ground efforts at innovation and entrepreneurship? My research to date has explored the dynamics of identity and innovation within a new physician specialty in the U.S., and the efforts of business analysts and others to design, legitimate, and implement data analytic techniques, as well as a theoretical consideration of the role of history in the formation and dynamics of societal logics. Theoretically, I draw on resources from institutional, organizational, and practice theory, and from the sociology of knowledge; as well as social theory more broadly.
Steele, C.W.J., 2021. ‘When things get odd: Exploring the interactional choreography of taken-for-grantedness’. Academy of Management Review, 46(2): 341-361.
Lounsbury, M., Steele, C.W.J., Wang, M.S., & Toubiana, M., 2021 'New directions in the study of institutional logics: From tools to phenomena’. Annual Review of Sociology, 47: 261-280.
Ocasio, W., Mauskapf, M., & Steele, C.W.J., 2016 (all authors contributed equally). ‘History, society, and institutions: The role of collective memory in the formation of societal logics’. Academy of Management Review, 41(4): 676-699.
I teach undergraduate-level courses in management (SMO 310) and business strategy (SMO 441). These courses are both designed to blend theoretical depth and practical relevance, and to provide plentiful opportunities for discussion and reflection. I am also involved in the teaching and supervision of doctoral students.
Introduces students to the fundamentals of human resource management, strategy and organizational theory, and entrepreneurship/innovation. Topics include: motivating employees, designing jobs, staffing, ethics and decision making, leadership and managing teams; developing and implementing an organization's strategy, structure, control systems, and change initiatives; and identifying and evaluating opportunities, launching and growing a business, establishing networks and legitimacy. Pre-requisite *3 junior level English. Open only to students in the Faculty of Business. Not to be taken by students with credit in SEM 200 or 301.
This course examines top management decisions and emphasizes the development of business and corporate strategy. It integrates the management principles studied in the business core using a series of business cases. The course will have a special focus on innovation and innovative ways of competing and creating value. Guest Faculty members and executives will participate. Prerequisites: FIN 301; MARK 301; and SEM 201, 301 or 310. Open only to students in the Faculty of Business.
Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students.