Sarah Kaplan
 

PDF of Full CV

EDUCATION

Ph.D. in Management
Massachusetts Institute of Technology, Sloan School of Management, 2004

• Dissertation title:  “Framing the future:   cognitive frames, strategic choice and firm response to the fiber-optic revolution”
• Committee:   Rebecca M. Henderson (chair), Wanda J. Orlikowski, Charles H. Fine

M.A. in International Relations and International Economics (with distinction)
Johns Hopkins University, Nitze School of Advanced International Studies, 1990                    

B.A. in Political Science (with honors)
University of California, Los Angeles, 1986

ACADEMIC APPOINTMENTS

Assistant Professor of Management, University of Pennsylvania, The Wharton School (2004-present)

TEACHING

 The Wharton School, University of Pennsylvania, 2004-present

• Competitive Strategy (MGMT 654), MBA core course, Core teaching award (2006), Finalist for Helen Kardon Moss Anvil award for excellence in teaching (2007), Course head (2008)
• Business Policy and Strategy (MGMT 223), Undergraduate elective, Award for Excellence in Teaching (2006)
• Proseminar on Organizational Behavior: Qualitative and Field Methods (MGMT 932), PhD seminar

Teaching interests: strategy, strategy processes, innovation

Research and Publications

A. Articles Published in Refereed Journals

• Eggers, Jamie P. & Sarah Kaplan (Forthcoming). Bringing a New Technology to Market: Comparing CEO & Organizational Effects on Timing of Entry. Organization Science (authors listed alphabetically). (download)
• Kaplan, Sarah & Fiona Murray (Forthcoming). Entrepreneurship and the Construction of Value in Biotechnology. Research in the Sociology of Organizations. (Authors listed alphabetically). (download)
• Kaplan, Sarah (Forthcoming). Framing Contests: Strategy Making Under Uncertainty. Organization Science. doi 10.1287/orsc.1070.0340 (download) (Knowledge@Wharton summary for managers)
• Kaplan, Sarah (2008). Cognition, Capabilities & Incentives:  Assessing Firm Response to the Fiber-Optic Revolution. Academy of Management Journal, 51(4), 672-695 (download)
• Kaplan, Sarah & Mary Tripsas (2008). Thinking about Technology: Applying a Cognitive Lens to Technical Change. Research Policy, 37(5), 790-805 (Authors listed alphabetically). (download)
• Kaplan, Sarah & Rebecca Henderson. (2005). Inertia & Incentives: Bridging Organizational Economics & Organizational Theory. Organization Science, 16(5), 509-521. (download) (Knowledge@Wharton summary for managers)
• Kaplan, Sarah, Fiona Murray, & Rebecca M. Henderson. (2003). Discontinuities & Senior Management: Assessing the Role of Recognition in Pharmaceutical Firm Response to Biotechnology. Industrial & Corporate Change, 12(4), 203-233. (download)

B.  Articles Published in Refereed Proceedings

• Jarzabkowski, Paula & Sarah Kaplan (2008) Using Strategy Tools in Practice. Academy of Management Best Paper Proceedings (authors listed alphabetically).
• Kaplan, Sarah (2005). Seeing the Light:  Cognitive Frames & Firm Response to the Fiber-Optic Revolution (Retitled “Cognitive frames, Capabilities & Incentives”). Academy of Management Best Paper Proceedings.

C. Other Published Articles

• Choi, Hyungsub, Sarah Kaplan, Cyrus C. M. Mody & Jody A. Roberts (2008). Setting an Agenda for the Social Studies of Nanotechnology: A Summary of the Joint Wharton-Chemical Heritage Foundation Symposium on Social Studies of Nanotechnology. Wharton-Chemical Heritage Foundation joint publication (authors listed alphabetically).
• Kaplan, Sarah (2007). Strategy as Practice: An Activity-Based Approach book review in Academy of Management Review, 32(3), 986-990.
• Kaplan, Sarah (2003). The Seduction of Best Practice: Commentary on "Taking Strategy Seriously." Journal of Management Inquiry, 12(4), 410-413.
• Kaplan, Sarah, & Eric D. Beinhocker. (2003). The Real Value of Strategic Planning. Sloan Management Review, 44(2), 71-76.
• Beinhocker, Eric D., & Sarah Kaplan. (2002). Tired of Strategic Planning? The McKinsey Quarterly, Special Edition on Strategy, 48-57 (authors listed alphabetically).
• Foster, Richard N. & Sarah Kaplan. (2001). Creative Destruction. The McKinsey Quarterly, Number 3, 41-51 (authors listed alphabetically).

D.   Books

• Foster, Richard N., & Sarah Kaplan. (2001). Creative Destruction:  Why Companies that are Built to Last Underperform the Market -- And How to Successfully Transform Them. New York: Currency (Doubleday) (366 pages) (authors listed alphabetically). (Also published in Italian, German, Japanese, Portuguese, Polish, Chinese, Dutch & UK editions.)

E.  Working papers

• Kaplan, Sarah & Wanda Orlikowski. The Temporality of Strategy Making.
• Kaplan, Sarah. Strategy & PowerPoint: Communication Genres & the Practice of Strategy Making.
• Jarzabkowski, Paula & Sarah Kaplan. Using Strategy Tools in Practice – How Tools Mediate Strategizing & Organizing (AIM Working Paper Series, #047-August-2006) (Authors listed alphabetically).
• Kaplan, Sarah & Mary Tripsas. “The Interaction of Cognition & Technology in New Industry Emergence: The Case of the Personal Digital Assistant (PDA),” MIT Industrial Performance Center Working Paper Series.
• Kaplan, Sarah & Joanna Radin, "Bounding Nanotechnology: Deconstructing the Drexler-Smalley Debate" (Authors listed alphabetically)
• Kaplan, Sarah, Andrew Schenkel, Georg von Krogh & Charles Weber. Knowledge-Based Theories of the Firm in Strategic Management:  A Review & Extension. MIT Sloan Working Paper 4216-01, February 2001 (Authors listed alphabetically).

F.  Work in progress 

• Project on the emergence of nanotechnology, including: (1) The role of the media in the emergence of nanotech:  the case of the Drexler-Smalley debate (joint with Joanna Radin), (2) The role of interpretive and social networks in the evolution of nanotechnology: the case of carbon nanotubes.
• Project on CEO response to an industry crisis (Joint with Rebecca Henderson & Wanda Orlikowski)

Other Professional Experience

McKinsey & Company, 1990-1999

New York, NY

Theodore Barry & Associates, 1986-1988

Los Angeles, CA