Jillian Chown
Jillian Chown

Assistant Professor of Management & Organizations

Print Overview

Jillian Chown is an Assistant Professor of Management and Organizations. Her research explores the relationship between professions, professionals, and organizations, particularly in the context of change. Her current research projects focus on healthcare organizations and examine how they can implement change when their workforces are dominated by professionals whose behaviors are shaped by the norms and expectations of their profession. She uses multi-method approaches in her research, which range from large econometric analyses to field-based ethnographic work. Professor Chown's research has been published in Strategic Management Journal and has been featured in Time and the Financial Times. Professor Chown received her PhD in Strategic Management from the Rotman School of Management at the University of Toronto. She has an MBA from the Rotman School of Management and her B.A.Sc. in Engineering Science from the University of Toronto. She has previously worked as a management consultant for McKinsey & Company, Deloitte and a boutique healthcare consulting start-up company. During her PhD studies, she received a Doctoral Award from the Social Sciences and Humanities Research Council in Canada.

Print Vita
PhD, 2016, Strategic Management, University of Toronto
Masters of Business Administration, 2006, University of Toronto, Top academic standing for Full Time MBA Core
Bachelor of Applied Science, 2004, Engineering Science, University of Toronto, Ranked 1st in specialty (2002); Dean's List 2001-2003

Academic Positions
Assistant Professor of Management and Organizations, Management and Organizations, Kellogg School of Management, Northwestern University, 2016-present
Teaching Assistant, Management Consulting, Rotman School of Management, University of Toronto, 2010-2011
Teaching Assistant, Strategic Management, Rotman Commerce, University of Toronto, 2010-2011
Teaching Assistant, Health Sector Strategy & Organization, Rotman School of Management, University of Toronto, 2010-2013
Teaching Assistant, Strategic Management, Rotman Commerce, University of Toronto, 2011-2012
Teaching Assistant, Strategic Change and Implementation, Rotman School of Management, University of Toronto, 2013-2014
Teaching Assistant, Core Strategy, Rotman School of Management, University of Toronto, 2013-2014
Teaching Assistant, Corporation 360, Rotman School of Management, University of Toronto, 2014-2015
Guest Lecturer, Management Consulting, Concordia MBA, University of Toronto, 2008-2009
Guest Lecturer, Scarborough Commerce, University of Toronto, 2012-2013
Research Assistant, University of Toronto, 2010-2011
Research Assistant, University of Toronto, 2012-2014
Research Assistant, University of Toronto, 2012-2013

Other Professional Experience
Junior Aerospace Engineer, Dynacon Enterprises Ltd, 1999-2000
Project Engineer, Petro-Canada Lubricants, 2002-2003
E-Business Analyst, Petro-Canada, 2003-2004
Summer Associate, Deloitte Consulting, 2004-2005
Associate, McKinsey & Company, 2006-2008
Engagement Manager, McKinsey & Company, 2008-2009
Healthcare Performance Improvement Consultant, HIO-Group (KPMG), 2008-2009

Print Research
Research Interests

Organization Theory; Strategy; Professionals, Knowledge Workers & Experts; Organizational Change; Incentives & Control; Healthcare

Working Papers
Chown, JillianDavid Dranove and Craig Garthwaite. 2018. Labor Cost Savings from Single Payer Healthcare May Be Harder to Achieve than Some Expect.

Print Teaching
Teaching Interests

Strategy, Organization Theory, Organizational Change & Implementation, Management Consulting, Health Sector Strategy

Full-Time / Evening & Weekend MBA
Leading the Strategic Change Process (MORS-452-0)
This course focuses on key tasks in leading the strategic change process in organizations. These leadership tasks include creating a shared urgent need for change, creating a shared understanding of the reality of change issues, creating a change vision, promoting the belief that change is possible and leading the change transition process. Topics include creating and changing corporate culture, managing growth and decline, corporate restructuring, creating innovation and entrepreneurship, and leading the transition from an entrepreneurial start-up organization to an organization that can manage scale and scope and sustain competitive advantage.

As part of this course, some faculty include a required all-day simulation project, often held on a Saturday; please see the syllabus or contact the professor for the course section.