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Rothaermel, Frank

Frank T. Rothaermel

Professor & Sloan Industry Studies Fellow;
Russell and Nancy McDonough Chair in Business;
Area Coordinator, Strategic Management

Academic Area(s):
Functional Area(s):
Strategic Management
PhD, University of Washington

Frank T. Rothaermel (Ph.D.) holds the Russell and Nancy McDonough Chair of Business in the Scheller College at the Georgia Institute of Technology and is an Alfred P. Sloan Industry Studies Fellow. He received a National Science Foundation (NSF) CAREER award, which "is a Foundation-wide activity that offers the National Science Foundation's most prestigious awards in support of ... those teacher-scholars who most effectively integrate research and education." (NSF CAREER Award description). Frank is also the area coordinator for Strategic Management.

Frank’s research interests lie in the areas of strategy, innovation, and entrepreneurship. To inform his research he has conducted extensive field work and executive training with leading corporations such as Amgen, Daimler, Eli Lilly, Equifax, GE Energy, GE Healthcare, Hyundai Heavy Industries (South Korea), Kimberly-Clark, Microsoft, McKesson, NCR, Turner (TBS), UPS, among others. BusinessWeek named Frank one of Georgia Tech’s Prominent Faculty in their national survey of business schools. The Kauffman Foundation views Frank as one of the world’s 75 thought leaders in entrepreneurship and innovation.

Frank has published over 25 articles in leading academic journals such as the Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, and elsewhere. Some of his academic articles are highly cited. Frank currently serves (or served) on the editorial boards of the Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, and Strategic Organization. Frank regularly translates his research findings for wider audiences in articles in Forbes, MIT Sloan Management Review, Wall Street Journal, and elsewhere. Frank is also the author of a leading textbook—Strategic Management—and numerous best-selling cases studies published by McGraw-Hill.

He has received several recognitions for his research, including the Sloan Industry Studies Best Paper Award, the Academy of Management Newman Award, the Strategic Management Society Conference Best Paper Prize, the DRUID Conference Best Paper Award, the Israel Strategy Conference Best Paper Prize, and is the inaugural recipient of the Byars Faculty Excellence Award.

Frank has a wide range of executive education experience, including teaching in programs at Georgia Institute of Technology, Georgetown University, ICN Business School (France), Politecnico di Milano (Italy), St. Gallen University (Switzerland), and the University of Washington. He received numerous teaching awards for excellence in the classroom including the Georgia Power Professor of Excellence award.

Frank holds a Ph.D. degree in strategic management from the University of Washington; an MBA from the Marriott School of Management at Brigham Young University and an M.Sc. (Diplom-Volkswirt) in economics from University of Duisburg, Germany. He was a visiting professor at the University of St. Gallen, Switzerland, and an Erasmus Scholar at Sheffield Hallam University, UK. Professor Rothaermel is a member of the Academy of Management, the Industry Studies Association (Founding Member), and the Strategic Management Society.

Refereed Articles

  • Grigoriou, K., Rothaermel, F.T. 2014. Structural microfoundations of innovation: The role of relational stars. Journal of Management, 40 (2): 586-615.

  • Conti, A., Thursby, M., Rothaermel, F.T. 2013. Show me the right stuff: Signals for high-tech startups. Journal of Economics & Management Strategy, 22 (2): 341-364.

  • Fuller, A.W., Rothaermel, F.T. (2012). When stars shine: The effects of faculty founders on new technology ventures. Strategic Entrepreneurship Journal, 6: 220-235.

  • Hess, A. M., Rothaermel, F. T. (2012). Intellectual human capital and the emergence of biotechnology: Trends and patterns, 1974-2006. IEEE Transactions on Engineering Management, 59 (1): 65-76.

  • Hess, A. M., Rothaermel, F. T. (2011). When are assets complementary? Star scientists, strategic alliances and innovation in the pharmaceutical industry. Strategic Management Journal, 32 (8): 895-909.

  • Hoang, H., Rothaermel, F.T. (2010). Leveraging internal and external experience: Exploration, exploitation, and R&D project performance. Strategic Management Journal, 31: forthcoming.

  • Rothaermel, F.T., Alexandre, M.T. (2009). Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organization Science, 20 (4): 759-780.

  • Rothaermel, F.T., Boeker, W. (2008). Old technology meets new technology: Complementarities, similarities, and alliance formation. Strategic Management Journal, 29 (1): 47-77.

  • Rothaermel, F.T., Ku, D. (2008). Inter-cluster innovation differentials: The role of research universities. IEEE Transactions on Engineering Management, 54 (1): 9-22.

  • Rothaermel, F.T., Thursby, M. (2007). The nanotech vs. the biotech revolution: Sources of incumbent productivity in research. Research Policy, 36 (6): 832-849.

  • Rothaermel, F.T., Hess, A. (2007). Building dynamic capabilities: Innovation driven by individual, firm, and network-level effects. Organization Science, 18 (6): 898-921.

  • Rothaermel, F.T., Agung, S., Jiang, L. (2007). University entrepreneurship: A taxonomy of the literature. Industrial and Corporate Change, 16 (4): 691-791.

  • Rothaermel, F. T., Hitt, M. A., Jobe, L. A. (2006). Balancing vertical integration and strategic outsourcing: Effects on product portfolios, new product success, and firm performance. Strategic Management Journal, 27 (11): 1033-1056.

  • Rothaermel, F. T., Kotha, S., & Steensma, H. K. (2006). International market entry by U.S. Internet firms: An empirical analysis of country risk, national culture, and market size. Journal of Management, 31 (1): 56-82.

  • Rothaermel, F.T., Deeds, D.L. (2006). Alliance type, alliance experience, and alliance management capability in high-technology ventures. Journal of Business Venturing, 21 (4): 429-460.

  • Rothaermel, F. T., & Hill, C. W. L. (2005). Technological discontinuities and complementary assets: A longitudinal study of industry and firm performance. Organization Science, 16 (1): 52-70.

  • Rothaermel, F. T., Thursby, M. (2005b). Incubator firm failure or graduation? The role of university linkages. Research Policy, 34 (7): 1076-1090.

  • Rothaermel, F.T., Thursby, M. (2005a). University-incubator firm knowledge flows: Assessing their impact on incubator firm performance. Research Policy, 34 (3): 305-320.

  • Hoang, H., & Rothaermel, F. T. (2005). The effect of general and partner-specific alliance experience on joint R&D project performance. Academy of Management Journal, 48 (2): 332-345.

  • Rothaermel, F. T., & Deeds, D. L. (2004). Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management Journal, 25 (3): 201-221.

  • Deeds, D. L., & Rothaermel, F. T. (2003). Honeymoons and liabilities: The relationship between age and performance in R&D alliances. Journal of Product Innovation Management, 20 (6): 468-484.

  • Hill, C. W. L., & Rothaermel, F. T. (2003). The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review, 28 (2): 257-274.

  • Rothaermel, F. T. (2002). Technological discontinuities and interfirm cooperation: What determines a start-up’s attractiveness as alliance partner? IEEE Transactions on Engineering Management, 49 (4): 388-397.

  • Rothaermel, F. T. (2001). Incumbent’s advantage through exploiting complementary assets via interfirm cooperation. Strategic Management Journal, 22 (6-7): 687-699.

  • Rothaermel, F. T. (2001). Complementary assets, strategic alliances, and the incumbent’s advantage: An empirical study of industry and firm effects in the biopharmaceutical industry. Research Policy, 30 (8): 1235-1251.

  • Rothaermel, F. T., & Sugiyama, S. (2001). Virtual Internet communities and commercial success: Individual and community-level theory grounded in the atypical case of Journal of Management, 27 (3): 297-312.

  • Kotha, S., Rindova, V., & Rothaermel, F. T. (2001). Assets and actions: Firm-specific factors in the internationalization of U.S. Internet firms. Journal of International Business Studies, 32 (4): 769-791.
Practitioner Publications

  • Rothaermel, F.T., Hess, A.M. (2010). Innovation strategies combined. MIT Sloan Management Review, Spring: 12-15.

  • Rothaermel, F.T., Hess, A.M. (2009). Finding an innovation strategy that works. Wall Street Journal, August 17.

  • Shay, J. P., & Rothaermel, F. T. (1999). Dynamic competitive strategy: Towards a multi-perspective conceptual framework. Long Range Planning, 32 (6): 559-572.

  • Rothaermel, F. T. (2000). Technological discontinuities and the nature of competition. Technology Analysis & Strategic Management, 12 (2): 149-160.
Teaching Materials

  • Rothaermel, F. T. (2013). Strategic Management. Concepts & Cases. Burr Ridge, IL: McGraw-Hill.

  • Ceccagnoli, M., Rothaermel, F.T. (2008). Appropriating the returns to innovation. Advances in Study of Entrepreneurship, Innovation, and Economic Growth, 18: 11-34.

  • Rothaermel, F.T. (2008). Competitive advantage in technology intensive industries. Advances in Study of Entrepreneurship, Innovation, and Economic Growth, 18: 203-226.