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Charles O'Reilly: How to Create a Culture of Success

Biography

Stanford Graduate School of Business
The Frank E. Buck Professor of Management

Research Statement

Professor O’Reilly’s research spans studies of leadership, organizational demography and diversity, culture, executive compensation and organizational innovation and change.

Teaching Statement

Professor O’Reilly has taught courses for MBAs and executives in organizational innovation and change, strategy and leadership, organizational culture, and human resources.

Bio

BS (Chemistry), University of Texas at El Paso; MBA (Information Systems), PhD (Organizational Behavior) University of California at Berkeley. He has taught at UC Berkeley, UCLA, Columbia, and the Harvard Business School. He has published over 100 papers and three books. Several of his papers have won awards (e.g, The Administrative Science Quarterly Scholarly Contribution Award in 1995 and 1998; The California Management Review Accenture Award in 1996 and 2009).

He has been given the Distinguished Scholar Award by the Academy of Management (2010) and the Organizational Behavior Division Lifetime Achievement Award (2010). In 2001 he was given the Distinguished Teaching Award for MBA teaching at the Graduate School of Business.

He has consulted for a variety of public and private firms in the U.S., Europe, Africa, and Asia. He also has developed, directed, and taught in executive programs for senior managers in innovation, technology, leadership, change, and human resources.

Academic Degrees

  • PhD in Organizational Behavior, University of California, Berkeley, 1975
  • MBA, University of California, Berkeley, 1971
  • BS, University of Texas El Paso, 1965

Academic Appointments

  • At Stanford University since 1993
  • Professor, University of California, Berkeley, 1980-1992
  • Assistant Professor, University of California, Los Angeles, 1976-1980

Awards and Honors

  • ASQ Scholarly Contribution Award 1995, 1998
  • Accenture Award for Best Paper published in the California Management Review, 1996, 2009
  • Academy of Management Distinguished Scholar Award, 2010
  • Organizational Behavior Division Lifetime Achievement Award, 2010
  • Journal of Organizational Behavior Best Paper Award, 2011

Teaching

Degree Courses

2017-18

OB 363: Leadership Perspectives

What does it mean to be a principled leader? What role do values play in an organization, and how do successful leaders apply their values in their daily business lives? This course examines the concept of principled leadership and the various...

OB 512: Creating, Building, and Sustaining Breakthrough Ventures

This course is designed to provide students with a summary of entrepreneurial processes that have successfully created, developed, and sustained breakthrough ventures. By "breakthrough" we mean ventures that have a lasting and positive impact,...

2016-17

OB 363: Leadership Perspectives

What does it mean to be a principled leader? What role do values play in an organization, and how do successful leaders apply their values in their daily business lives? This course examines the concept of principled leadership and the various...

OB 512: Creating, Building, and Sustaining Breakthrough Ventures

This course is designed to provide students with a summary of entrepreneurial processes that have successfully created, developed, and sustained breakthrough ventures. By "breakthrough" we mean ventures that have had a lasting and positive impact...

Executive Education & Other Non-Degree Programs

In the Media

Why IBM Will Soar While Apple Stumbles

Fortune, June 30, 2016

For some workers, alcohol and startups are a dangerous mix

San Francisco Chronicle, June 5, 2016

Negativity in the workplace can quickly become contagious, expert says

Milwaukee-Wisconsin Journal Sentinel, April 22, 2016

Here's Why CEO Pay Matters

PayScale, April 13, 2016

Increasing Heterogeniety in the Workforce Has More Negative Effects on White Males, Researchers Report

Multicultural Advantage, November 23, 2012

O’Reilly Debunks the Impending War for Talent

Washington Post, January 2005

When Innovation Supersedes Short-Term Results

Boston Globe, June 2, 2004

SEC May Give Board Rebels Some Help

The Street, November 7, 2003

Contacts Pay Off In Deals for Perks

Chicago Tribune, November 27, 2002

Emotion and Values Move to the Fore

Financial Times, June 23, 2002

HP Has Challenging Road Ahead

San Jose Mercury News, June 4, 2002

Next Big Job for HP's Fiorina: Making Merger Work

Reuters News, April 20, 2002

Can HP Break the Curse of the High-Tech Merger?

Reuters News, April 18, 2002

Letting the Air Out of Celebrity Leaders

Business 2.0, April 1, 2002

The Wrong Kind of Ownership

Reuters News, January 2002

At Enron, the Fall Came Quickly

Washington Post, 12 2, 2001

Search for Corporate Scapegoats Often Ends at the Top

Washington Post, November 31, 2001

The Best Business Books of the Millennium

Strategy+Business Magazine, November 1, 2001

Ordinary Employees, Extraordinary Results

San Francisco Chronicle, January 2001

Hidden Value

European Alumni Conference audio , January 2000

The Numbers Game: Reports of Large Job Losses May Not Have Translated into Smaller Workforces

Financial Times, July 19, 1998

Playing the Board Game

Washington Post, January 1998

Executive Pay: A Better Way?

Wall Street Journal, May 13, 1994

Insights by Stanford Business

writtenHow to Get More Women on Corporate Boards

April 24, 2017

New research shows that the fix is relatively simple: Add more females to the candidate pool.

writtenTwelve Business Books to Read in 2017

December 6, 2016

Reading recommendations from the Stanford GSB community.

writtenThe Secrets to Corporate Longevity

June 9, 2016

Companies need ambidextrous leaders who can simultaneously exploit and explore their markets.

writtenThe Recommended List by Stanford GSB Professors

April 30, 2015

Those in the know share where to go to learn more about reward and related topics.

videoCharles O'Reilly: How to Be a Chief Culture Officer

December 5, 2014

Advice for managers on creating a culture of adaptability.

writtenCharles O’Reilly: Finding a Corporate Culture that Drives Growth

October 23, 2014

Adaptive cultures minimize predictability and encourage innovation.

writtenCharles O’Reilly: Narcissists Get Paid More Than You Do

July 14, 2014

New research explores why some CEOs have such big salaries.

writtenCharles O’Reilly: Why Some Companies Seem to Last Forever

May 31, 2013

The survivors can both manage existing business lines and prepare for change.

writtenMandy O'Neill: Why Capable Women Don't Always Realize Their Potential

May 8, 2013

A study suggests it's many factors, from priorities to putting in fewer hours at work than men.

writtenResearchers: How Women Can Succeed in the Workplace

March 1, 2011

A study shows that women who display masculine traits ― and know when not to ― get more promotions than men.

writtenHow Did IBM Avoid Becoming Extinct?

July 1, 2010

Research shows how some organizations manage to be ambidextrous.

writtenWhat Is the Best Path to Realizing Organizational Change?

July 1, 2010

Research shows that getting senior leaders on board in advance is the most effective way introduce change to an organization.

writtenHow Corporate Leadership and Turnover Affect Startup Success

May 1, 2007

Research says management teams with broad functional diversity tend to be more successful more quickly.

writtenA Wage Imbalance Between the CEO and Workers Sends a Bad Message

April 1, 2007

Research explores the psychological effects of executive pay on corporate life.

writtenHerb Kelleher: Manage in Good Times So You'll Do Well in the Bad Times

April 1, 2006

The Southwest Airlines chairman and former CEO explains the business philosophy that has his company thriving in the brutal airline industry.

writtenThe Impact of a Woman's Personal Style on Career Success

January 1, 2005

New research suggests that ambition and assertive behavior from women may set them back at certain firms.

writtenHow Do White Males Fare in the Heterogeneous Workplace?

March 12, 2004

A study shows that diversity didn't have as strong an effect on women and minorities as it did on white male workers.

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Read about executive education

Cases

DaVita: A Community First, A Company Second | OB89 Charles O'Reilly, Jeffrey Pfeffer, David Hoyt, Davina Drabkin2014

Cypress Semiconductor: A Federation of Entrepreneurs | OB84 Charles O'Reilly III, David Caldwell2012

Takeda Pharmaceutical Company (B), The Millennium Acquisition | OB83(B) Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III2012

Takeda Pharmaceutical Company (C), The Future of Takeda | OB83(C) Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III2012

Takeda Pharmaceutical Company, Becoming a Global Company (A) | OB83(A) Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III2012

JetBlue Airways, A New Beginning | L17 David Hoyt, Charles O'Reilly III, Hayagreeva Rao, Robert Sutton2010

Internal Branding at Yahoo!, Crafting the Employee Value Proposition | HR25B Aneesha Capur, Charles O'Reilly III, Tim Perlstein2006

Liberty Medical Group (Condensed) | OB43 Condensed David Caldwell, Davina Drabkin, Charles O'Reilly III, Robert Pearl2004

Transforming Human Resources At Novartis: The Human Resources Information System (HRIS) | HR22 Charles O'Reilly III, Irene Wang2004

Wells Fargo and Norwest, \"Merger of Equals\" (A) | HR26A Victoria Chang, Charles O'Reilly III, Jeffrey Pfeffer2004

Wells Fargo and Norwest, \"Merger of Equals\" (B) | HR26B Victoria Chang, Charles O'Reilly III, Jeffrey Pfeffer2004

Yahoo! - A New HR Challenge (A) | HR25A Charles Catalano, Charles O'Reilly III2004

The Liberty Medical Group (A) | OB43(A) David Caldwell, Charles O'Reilly III, Robert Pearl2003

The Liberty Medical Group (B): Crossing the Great Divide | OB43(B) David Caldwell, Charles O'Reilly III, Robert Pearl2003

Universal Music Group in 2003 | SM112 Robert Burgelman, Lewis Fanger, Cecilia O'Reilly2003

CISCO Systems, Inc., The Acquisition of Technology is the Acquisition of People | HR10 Charles O'Reilly III2002

Building the Culture at Agilent Technologies: Back to the Future | HR20 Charles O'Reilly III, Grace Yokoi2001

Homestead Technologies: A Start-up Built to Last | HR18 Charles O'Reilly III2001

Siebel Systems, Culture as a Pillar of Success | HR14 Victoria Chang, Charles O'Reilly III2001

PSS World Medical, The Challenges of Growth and the Financial Markets | HR12 Charles O'Reilly III, Jeffrey Pfeffer1999

Cypress Semiconductor, Vision, Values, and Killer Software (A) | HR8A David Caldwell, Charles O'Reilly III1998

Cypress Semiconductors, Vision, Values, and Killer Software (B) | HR8B David Caldwell, Charles O'Reilly III1998

New United Motors Manufacturing, Inc. (NUMMI) | HR11 Charles O'Reilly III1998

Southwest Airlines (A) | HR1A Charles O'Reilly III, Jeffrey Pfeffer1995

Southwest Airlines (B), Using Human Resources for Competitive Advantage | HR1B Charles O'Reilly III1995

DaVita: A Community First, A Company Second | OB89 Charles O'Reilly, Jeffrey Pfeffer, David Hoyt, Davina Drabkin2014

Cypress Semiconductor: A Federation of Entrepreneurs | OB84 Charles O'Reilly III, David Caldwell2012

Takeda Pharmaceutical Company (B), The Millennium Acquisition | OB83(B) Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III2012

Takeda Pharmaceutical Company (C), The Future of Takeda | OB83(C) Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III2012

Takeda Pharmaceutical Company, Becoming a Global Company (A) | OB83(A) Chris Beaumont, Asaka Itoh, Hiromichi Kimura, Robert Kneller, Charles O'Reilly III2012

JetBlue Airways, A New Beginning | L17 David Hoyt, Charles O'Reilly III, Hayagreeva Rao, Robert Sutton2010

Internal Branding at Yahoo!, Crafting the Employee Value Proposition | HR25B Aneesha Capur, Charles O'Reilly III, Tim Perlstein2006

Liberty Medical Group (Condensed) | OB43 Condensed David Caldwell, Davina Drabkin, Charles O'Reilly III, Robert Pearl2004

Transforming Human Resources At Novartis: The Human Resources Information System (HRIS) | HR22 Charles O'Reilly III, Irene Wang2004

Wells Fargo and Norwest, \"Merger of Equals\" (A) | HR26A Victoria Chang, Charles O'Reilly III, Jeffrey Pfeffer2004

Wells Fargo and Norwest, \"Merger of Equals\" (B) | HR26B Victoria Chang, Charles O'Reilly III, Jeffrey Pfeffer2004

Yahoo! - A New HR Challenge (A) | HR25A Charles Catalano, Charles O'Reilly III2004

The Liberty Medical Group (A) | OB43(A) David Caldwell, Charles O'Reilly III, Robert Pearl2003

The Liberty Medical Group (B): Crossing the Great Divide | OB43(B) David Caldwell, Charles O'Reilly III, Robert Pearl2003

Universal Music Group in 2003 | SM112 Robert Burgelman, Lewis Fanger, Cecilia O'Reilly2003

CISCO Systems, Inc., The Acquisition of Technology is the Acquisition of People | HR10 Charles O'Reilly III2002

Building the Culture at Agilent Technologies: Back to the Future | HR20 Charles O'Reilly III, Grace Yokoi2001

Homestead Technologies: A Start-up Built to Last | HR18 Charles O'Reilly III2001

Siebel Systems, Culture as a Pillar of Success | HR14 Victoria Chang, Charles O'Reilly III2001

PSS World Medical, The Challenges of Growth and the Financial Markets | HR12 Charles O'Reilly III, Jeffrey Pfeffer1999

Cypress Semiconductor, Vision, Values, and Killer Software (A) | HR8A David Caldwell, Charles O'Reilly III1998

Cypress Semiconductors, Vision, Values, and Killer Software (B) | HR8B David Caldwell, Charles O'Reilly III1998

New United Motors Manufacturing, Inc. (NUMMI) | HR11 Charles O'Reilly III1998

Southwest Airlines (A) | HR1A Charles O'Reilly III, Jeffrey Pfeffer1995

Southwest Airlines (B), Using Human Resources for Competitive Advantage | HR1B Charles O'Reilly III1995

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