Dylan Minor
Dylan Minor

Assistant Professor of Managerial Economics & Decision Sciences

Print Overview

Dylan started professionally in the field of investment management. After a number of years at Morgan Stanley and then Wells Fargo, Dylan decided to start his own private wealth management firm, which still operates today. All the while, Dylan became increasingly interested and involved in investment research. He soon started investigating Socially Responsible Investing, intrigued by the challenge of integrating financial and ethical choices. This led to his desire to acquire greater tools for such analysis, which soon meant completing a PhD program at UC Berkeley. Through his process of becoming an economist Dylan became interested in the question of how to integrate financial and ethical choices more generally beyond simply investment decisions. Now at Kellogg, he researches and teaches in this growing field more generally dubbed Business & Society.

Areas of Expertise
Behavioral Economics
Corporate Governance
Corporate Social Responsibility
Economics of Organizations
Reputation Management
Strategy in Non-Market Environments

Print Vita
Doctor of Philosophy, 2011, University of California, Berkeley
Masters of Science, 2008, University of California, Berkeley
BA, 2006, University of California, Santa Barbara, Summa Cum Laude

Academic Positions
Donald P. Jacobs Scholar, Managerial Economics & Decision Sciences, Northwestern University, Kellogg School of Management, 2011-present

Print Research
Research Interests
Applications: Business and Society, Incentives in Organizations, Corporate Governance and Corruption Methods: Game Theory, Auctions, Experimental Economics and Applied Econometrics

Minor, Dylan, John Morgan and Tanjim Hossain. 2011. Competing Matchmakers: An Experimental Analysis. Management Science.
Minor, Dylan and John Morgan. 2011. CSR as Reputation Insurance: Primum Non Nocere. California Management Review.
Minor, Dylan and Jennifer Brown. 2014. Selecting the Best? Spillover and Shadows in Elimination Tournaments. Management Science.
Minor, Dylan, Tanjim Hossain and John Morgan. 2011. Competing Match Makers: An Experimental Analysis. Management Science. 57(11)
Minor, Dylan and John Morgan. 2012. CSR as Reputation Insurance: Primum Non Nocere. California Management Review. 53(3): 40-59.
Working Papers
Minor, Dylan, Bryan Hong and Caroline Flammer. 2017. Corporate Governance and the Rise of Integrating Corporate Social Responsibility Criteria in Executive Compensation: Antecedents and Outcomes.
Minor, Dylan. 2015. The Value of Corporate Citizenship.
Minor, Dylan. Forthcoming. The Organization of Non-Market Strategy.
Minor, Dylan, Bryan Hong and Frank Li. Forthcoming. Corporate Governance and Executive Compensation for Corporate Social Responsibility.
Minor, Dylan. 2015. Toxic Workers.
Minor, Dylan and Jen Brown. 2013. Misconduct in Credence Goods Markets.
Minor, Dylan and Bryan Hong. 2014. Choosing to be 'Good': How managers determine their impact on financial and social performance.
Minor, Dylan. 2013. Politician Risk Aversion and Misconduct.
Minor, Dylan. 2013. Pay For Performance: Environmental Disasters and Accounting Scandals.
Minor, Dylan, Dana Sisak and Pablo Hernandez. Forthcoming. Do People Who Care About Others Cooperate More? Experimental Evidence from Relative Incentive Pay.
Minor, Dylan and David Yoffie. 2018. Upwork: Creating the Human Cloud.
Minor, Dylan and Nicola Persico. 2013. The Volcker Rule: Financial Crisis, Bailouts, and the Need for Financial Regulation. Case 5-412-753 (KEL703).

Print Teaching
Teaching Interests
Business & Society (especially Non Market Strategy), economics of incentives, personnel economics, auctions, managerial economics and game theory
Full-Time / Evening & Weekend MBA
Strategy Beyond Markets (KPPI-441-0)
The explicit regulations and implicit norms governing a firm's market behavior are determined by myriad social, political, regulatory and legal institutions. These non-market institutions are arenas in which interest groups compete to change the rules to further their goals. This course takes the perspective of managers or consultants who must anticipate how interests and institutions within the non-market environment will react to new issues and develop strategies for affecting outcomes with the goal of improving firm performance. The course introduces students to a set of frameworks and tools that assist managers in non-market analysis and strategy development. Cases focusing on the media, activists, legislatures, regulatory agencies and international trade are used to practice applying the frameworks and formulating effective strategies.