Dylan Minor
Dylan Minor

MANAGERIAL ECONOMICS & DECISION SCIENCES
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
Ethics
Reputation Management
Strategy in Non-Market Environments
Print Vita
Education
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

Articles
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. 2013. Pay For Performance: Environmental Disasters and Accounting Scandals.
Minor, Dylan and Pablo Hernandez. 2013. Labor Sorting on Dimensions of Corporate Social Responsibility and Talent.
Minor, Dylan, Dana Sisak and Pablo Hernandez. 2013. Collusion or Social Preferences?.
Minor, Dylan. 2013. The Value of Corporate Citizenship.
Minor, Dylan and Jen Brown. 2013. Selecting the Best? Effort Spillover and Shadows in Elimination Tournaments.
Minor, Dylan. 2013. Coarse Thinking and Competition.
Minor, Dylan. 2013. Politician Risk Aversion and Misconduct.
Minor, Dylan. 2013. Increasing Effort through Rewarding the Best Less.
Minor, Dylan and John Morgan. 2013. Large Tournaments.
Minor, Dylan and Jen Brown. 2013. Misconduct in Credence Goods Markets.
Minor, Dylan and Bryan Hong. 2013. Good Company or Good Manager?.
Minor, Dylan. 2011. Increasing Effort through Softening Incentives in Contests.
Minor, Dylan. 2011. Striving, Slacking, and Quitting: Experimental Evidence.
Minor, Dylan. 2011. CSR as Reputation Insurance: Theory and Evidence.
Cases
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 / Part-Time MBA
Strategic Management in Non-Market Environments (KPPI-441-0)

This course counts toward the following majors: Management & Strategy, Social Enterprise.

Formerly SEEK-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.