Jillian Chown is an Associate Professor of Management and Organizations at the Kellogg School of Management, Northwestern University. Broadly, her research interests include expert and professional work, organizational control, and organizational change / strategy implementation with a particular interest in healthcare delivery organizations. One particular focus is understanding how organizations dominated by professionals and experts are able to adapt and change--a challenging prospect given professionals' autonomy, and the considerable knowledge asymmetry between professionals and those outside the profession. Current projects examine how organizations can use changes in financial incentives to shift the provision of tasks by their experts, how new expert practices spread throughout populations of experts, and how organizations and professionals negotiate the implementation of new organizational controls. 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 Administrative Science Quarterly, Organization Science, Strategic Management Journal, Sociological Science, Nature Communications and British Medical Journal-Leader. It has also been featured in Time, The Financial Times, and Kellogg Insight. 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.

Professionals, knowledge workers and experts; organizational change & innovation; organizational control; organization theory; strategy; strategy implementation; incentives and control; work; strategic human capital; healthcare.

• 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

• Associate Professor of Management and Organizations, Management and Organizations, Kellogg School of Management, Northwestern University, 2021-present
• Assistant Professor of Management and Organizations, Management and Organizations, Kellogg School of Management, Northwestern University, 2016-2021

• 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

• ASQ Best Paper Based on a Dissertation, Runner Up, "The unfolding of control mechanisms inside organizations: Pathways of customization and transmutation".
• Best Symposium Award (organizer): “So Much Work to Do: New Approaches to Studying Work Tasks”. OMT division, Academy of Management Annual Meeting, Academy of Management (OMT Division)
• SMS Best Proposal Award for Creativity in Research, Finalist, Strategic Management Society

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

Macro-Organizational Research Methods (MORS-526-2)
This course examines the empirical research methods commonly used to test key concepts in macro-organizational theory. It focuses on developing doctoral students' skills in (1) identifying interesting research questions, (2) linking them creatively and appropriately to specific research contexts, measures, and analyses, and then (3) ensuring a clarity of writing at the level of a publishable study.

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.