Jillian Chown is an Associate Professor of Management and Organizations at the Kellogg School of Management, Northwestern University. Broadly, her research interests include professional and expert 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 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 and 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.
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Professionals, knowledge workers and experts; organizational change & innovation; organization design; organizational control; organization theory; strategy; strategy implementation; incentives and control; work; strategic human capital; healthcare.
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Strategy, Organization Theory, Organizational Change & Implementation, Management Consulting, Health Sector Strategy
The healthcare management ecosystem encompasses an increasingly complex set of interconnected stakeholders. Thriving in such an environment requires leaders who understand the entire ecosystem and the variety of ways market participants create and capture value. Those who fail to do so will face fundamental limitations, while those who understand the entire healthcare administration landscape can successfully adapt and grow their businesses.
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.
