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I have been fortunate to be deeply embedded in teaching activities at Stanford across all levels of the university. My teaching activities focus on technology entrepreneurship, management of research and development, and the symbiotic relationship between technological and organizational change. My teaching appointment at Stanford is through the Department of Management Science & Engineering, where I teach a graduate-level course aimed at MS, PhD, and MBA students, and an undergraduate-level course attended by students with both social science and engineering backgrounds. For nearly four years, during my PhD studies, I served as teaching assistant and later co-instructor for a three-course sequence on entrepreneurship and management of technology ventures directed towards upper-level undergraduates and masters students in engineering. In addition, for four consecutive summers, I have had the pleasure of serving as an executive education instructor in new venture creation for senior managers with many of the best-known technology companies in the world. I also participate as an instructor with the Stanford/Scancor PhD workshops on networks and institutions, held annually in Scandinavia.
Details on current and select past courses that I have instructed are listed below. Issues in Technology and Work for a Post-Industrial Economy (Management Science and Engineering 181)
MS&E 181 is an undergraduate course that examines how changes in technology and organization are altering work practice. Course topics include models of organization, including the rise of bureaucracy and the network form; analysis of substitutional versus infrastructural technologies; automation; distributed and virtual organizations; and trends in occupational structures.
Management and Organization of Research & Development (Management Science and Engineering 281)
This course draws on relevant theoretical perspectives from sociology and management theory to address the social and pragmatic issues that surround technical innovation and the employment of scientists and engineers. Topics include the organization of scientific and technical communities, industrialization of research, the nature of scientific and technical work, strategies for fostering innovation, careers of scientists and engineers, and managerial problems characteristic of R&D settings. The course is directed towards masters and PhD students in engineering, along with select MBA students.
High Technology Entrepreneurship (AeA/Stanford Executive Institute)
The AeA/Stanford Executive Institute is a two-week program for 100 senior managers from leading high technology companies. The executives take a series of courses in marketing, finance, organizational behavior, product development, and supply chain management to refresh their MBA training and to focus on these subjects from a high-technology perspective. I served as co-instructor for the section on entrepreneurship, working with participants to refine business models and strategy around proposed new ventures.
Assessing Institutions Through Network Structure and Change (Scancor/Stanford)
This weeklong course – held at Copenhagen Business School in 2007 and at the Helsinki University of Technology in 2006 – provides PhD students with insights into key theoretical issues concerning the emergence and dynamics of institutional change. I taught a daylong session on the public and private science as exemplars of different institutional models, and on the emergence of academic entrepreneurship as a case of institutional change. I also included one module on the use of network analysis for the assessment of institutional roles and influences.
Management of Technology Ventures (Engineering 140C)
Engineering 140 is a three-quarter course sequence that teaches entrepreneurship to masters and upper-level undergraduate students in science and engineering disciplines. The course addresses functional management and leadership within high technology startups, focusing on entrepreneurial skills related to product and market strategy, venture financing and cash flow management, team recruiting and building strategies, and the challenges of managing growth and handling adversity in emerging ventures. |
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| Contact: |
Andrew Nelson Dept of Management Science & Engineering Stanford University Stanford, CA 94305 T: 650.248.7492 E: andrew.nelson (at) stanford.edu |
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