Charles (Chuck) Eesley 
Assistant Professor, Stanford University, Dept. of Management Science & Engineering (MS&E)

Research Statement
Academic CV
SSRN papers
My research focuses on the influence of the external environment on entrepreneurship. Specifically, I investigate the types of environments that encourage the founding of high growth, technology-based firms. Although I build on previous literature that explains why entrepreneurs are successful on the basis of individual characteristics, network ties, and strategy, my major contribution is to demonstrate that institutions matter. I show that effective institutional change influences who starts firms, not just how many firms are started.

Studying the implications of institutional change for entrepreneurship is difficult because it requires that institutions vary while other aspects of the environment remain constant. Thus, I have repeatedly studied entrepreneurship in a single country (China, Japan, and the U.S.) before and after a major institutional change that has intentionally or unintentionally altered the landscape for people who seek to found new firms.

My research is divided into three streams: (1) how formal institutions (policies, legal structures and regulations) influence entrepreneurship, (2) how informal institutions (accepted practices and norms) shape entrepreneurial opportunities, (3) how the environments of particular industries influence the success of entrepreneurial teams.

In 2012, I was winner of a prestigious and highly selective award from the National Natural Science Foundation of China (NSFC) 2012 Research Fund for International Young Scientists. I also received the 2010 Best Dissertation Award in the Business Policy and Strategy Division of the Academy of Management and am recipient of the 2007 Ewing Marion Kauffman Foundation’s Dissertation Fellowship award. My work has been generously funded by Sequoia Capital,, the Kauffman Foundation, the MIT Entrepreneurship Center and Stanford Technology Ventures Program (STVP). 

Prior to returning to school, I worked as a research assistant at the Duke University Medical Center, publishing in medical journals and textbooks on cognition in schizophrenia and fMRI neuro-imaging studies.


Massachusetts Institute of Technology, Sloan School of Management, 2005-2009
Ph.D., Behavioral and Policy Sciences Technological Innovation and Entrepreneurship (June 2009)

Duke University, 1998-2002 Durham, North Carolina
B.S., Major: Biological Basis of Behavior (Individualized)
School for International Training - Fall 2000 Study Abroad. North India.

Awards and Honors
 Inaugural Richard Schulze Distinguished Professorship Award (2015)
Keynote Speaker. Chinese Society for Management of Technology (CSMOT) 25th Anniversary Conference. Joys and Perils of Cross-Boundary Innovation Hsinchu, Taiwan. Nov. 2015.
 Strategic Management Journal Editorial Board (2014-2017)
 Kauffman-Nesta Research Grant winner (2014)
 Stanford Center for International Development (SCID) Faculty Affiliate (2014-)
 Fellowship Award from the Stanford Center at Peking University (SCPKU) Sept.-Oct., 2013
 Winner, National Natural Science Foundation of China (NSFC) 2012 Research Fund for International Young Scientists
 Lillie Award, Research Grant. Stanford University, 2011, 2012.
Kauffman Foundation Dissertation Fellowship Award 2007: Comparison of High-Tech Entrepreneurs from Tsinghua University and MIT Research Grant (2007)
University of Virginia (UVA) Darden School of Business, Batten Institute Fellow
Academy of Management Best Paper Proceedings: 2005, 2006, 2010, 2012
 US Department of State - Global Innovation Through Science and Technology (GIST) Program, instructor and mentor
IEEE International Technology and Innovation Management, 2011
The Best Student Paper award from the Society for the Advancement of Socio-Economics in 2008
Keynote Speaker, Inaugural International Conference on Innovation and Entrepreneurship: Theory and Practice Relevant to China. Hosted by Lancaster University and Wuhan University. Wuhan, China, July 9th, 2012.
 Keynote Speaker. University of Sao Paulo, Brazil. University - Industry Partnerships: MIT and Stanford, May 30th, 2012.
 Keynote Speaker. Dominican Republic, Office of Science and Technology. Impact: Stanford University's Economic Impact via Entrepreneurship and Innovation. March 25th, 2013. Santo Domingo, DR.
MIT Sloan Fellowship, Duke Univ. J.B. Duke Fellowship
1st Prize: Duke Startup Challenge


1. Eesley, Charles E.; Jamber Li; Delin Yang. Does Institutional Change in Universities Influence High-Tech Entrepreneurship?: Evidence from China’s Project 985 (Forthcoming at Organization Science)

A second paper on the socialization of individuals examines a different educational reform. This paper shows that educational institutions can change the beliefs and behaviors of entrepreneurs. Project 985 provided funding for a set of universities to build new research centers. We found that graduates of these universities subsequently founded more high-tech ventures, but that entrepreneurs influenced by the reform were not as financially successful as entrepreneurs who founded firms before the reform. This surprising finding may be due to the fact that Project 985 was inconsistent with several aspects of China’s regulatory environment: It lacked laws that protected intellectual property and safeguarded contracts. An important implication is that regulatory changes may alter behavior, but they must be consistent with the broader institutional environment to improve firm performance. 

2. Eesley, C.; Decelles, K.; Lenox, M. 2015. Through the Mud or in the Boardroom: Activist Types and their Strategies in Targeting Firms for Social Change. (Forthcoming at Strategic Management Journal.)

AbstractWe examine different activist groups and their tactics in demanding that firms change. While work on activism against firms does not usually distinguish among activist types or examine their variety of tactics, we show that activists of different types (e.g., social movement organizations versus religious groups and activist investors) rely on dissimilar tactics (e.g., boycotts and protests versus lawsuits and proxy votes). Further, we show how protests and boycotts drag companies “through the mud” with media attention, whereas lawsuits and proxy votes receive relatively little media attention, instead relating more strongly to investor risk. This research presents a multifaceted view of activists and their tactics and suggests that using this more diverse approach in examining these phenomena can extend what we know about how and why firms are targeted.

3. Eesley, Charles E.; Hsu, David; Roberts, Edward B. 2013. The Contingent Effects of Top Management Teams on Venture Performance: Aligning Founding Team Composition with Innovation Strategy and Commercialization Environment. (forthcoming, Strategic Management Journal) [slides here

Previous research indicates that having a functionally diverse founding team enhances the chances of a new venture’s success. We show that it may be a mistake to advocate functional diversity in some environments. Particularly, in cooperative industry environments where incumbents partner with entrepreneurs, a technically focused, all engineer team is superior. 

4. Eesley, Charles E. 2012. Are You Experienced or Are You Talented?: When Does Innate Talent versus Experience Explain Entrepreneurial Performance (with Edward B. Roberts), Strategic Entrepreneurship Journal. 6(3): 207-219. (Winner, Best Paper Proceedings Award, AOM conference, Montreal, 2010.) [slides here]

Prior work suggests that experience is advantageous. We show that when an industry is disrupted or when a new industry emerges, talent offers a greater advantage than experience. Conversely, talented but inexperienced entrepreneurs do worse in stable industries where experienced founders are able to re-use prior practices. The paper appeared in the Academy of Management Best Paper Proceedings in 2010.


Hsu, David; Roberts, E.B.; Eesley, Charles. Entrepreneurs from Technology-Based Universities: Evidence from MIT. Research Policy 36 (2007) 768–788. 
This paper bridges my first and third streams of research by asking who becomes an entrepreneur and how the mix of entrepreneurs has shifted over time. Unlike most previous research which uses individuals’ characteristics to predict who becomes an entrepreneur, we examine how changes in institutions and industries attract different populations of people to entrepreneurship. While entrepreneurship among graduates of MIT has increased over time, the rate among subpopulations of students has changed in response to changes in university and business environments. Prior work on university-spawned ventures emphasizes faculty spin-offs. In contrast, our study shows that the university itself plays an important role by emphasizing certain industries and academic disciplines rather than others and by changing how students are socialized. We also find that over the years, ventures spawned by MIT have shifted from manufacturing towards services and biotechnology.

6. Eesley, Charles; Lenox, Michael. 2006. Firm Responses to Secondary Stakeholder Action. Strategic Management Journal, 27(8):765-781. 
This paper explores the conditions under which environmental groups are effective at pressuring firms to improve their environmental performance. Using resource dependency theory we show that the power, legitimacy and urgency of a movement’s demands influence the odds that firms take action consistent with the demands. The results place boundaries on the extent to which social movements substitute for formal institutions. This paper appeared in the Academy of Management Best Paper Proceedings (only the top 10% of presented papers) in 2005.

Working Papers

STREAM 1: Formal Institutions and Entrepreneurship

My research in this stream examines how institutional changes influence who becomes an entrepreneur and how successful they are. I focus on three types of institutional change: (a) changes to industrial policy that affect who founds firms and how easy it is for firms to grow, and (b) changes that influence the socialization of individuals. In contrast, prior literature focuses largely on institutional changes that affect barriers to entry (fixed start-up costs).

Institutional Change: Barriers to Growth and Who Founds Firms

Who has 'The Right Stuff'? Human Capital, Entrepreneurship and Institutional Change in China. (Appendix). (R&R)

Prior research typically focuses on how many entrepreneurial firms are created, rather than on who founds firms. My paper, distinguishes institutional changes that make it easier to start a firm from those that remove obstacles (or barriers) to growth. The findings suggest that both types of institutional change generate more entrepreneurship. Yet, only the latter type of change stimulates the founding of technology-based firms because removing barriers to growth influences the kinds of individuals who successfully start firms. I capitalize on an amendment to the Chinese constitution that lowered barriers to growth by reversing regulations that favored firms with foreign investors, thereby making it easier for domestic entrepreneurs to gather resources and access new markets. This paper won several awards, including the Kauffman Dissertation Fellowship Award (2008), and the Academy of Management BPS Division Best Dissertation Award (2010).

Eesley, Charles; Yang, Delin; Hu, Xiao. Business Idea Sources and Entrepreneurship: An Institutional View

The influence of the institutional environment on firm performance has been of enduring interest to strategy scholars. Yet, our understanding of the institutional environment’s in the post-entry performance of ventures has been limited. This is particularly true for the earliest stages of firm formation. To better understand the relationships between business idea sources and firm performance during different institutional periods, we built a unique dataset within the setting of institutional changes in China. During transitional periods, entrepreneurs who base their business ideas on policy changes create better performing firms. During stable periods, entrepreneurs created better performing firms by choosing new market opportunities as a source of business ideas. Our findings contribute to the literature on institutions, entrepreneurship and emerging market strategy.

Eesley, Charles E.; Yang, Delin. Changing Entrepreneurial Strategies to Developing Capitalist Institutions.

Across several papers, I built on the concept of barriers to growth by examining institutional changes that shifted the effectiveness of growth strategies. This paper shows how strategies associated with high performance vary by institutional context. Specifically, reforms that favored free-markets over central planning shifted the advantage from entrepreneurs whose strategy was to build relationships with government officials to those who pursued a strategy of innovation. I also found that science parks protected these new ventures so that they could grow during the reform’s transition period. The paper develops the concept of cocoon institutions that shield young firms during periods of institutional change. For this work and my other papers on China, I won a prestigious and highly selective National Natural Science Foundation of China (NSFC) Research Award for International Young Scientists in 2012.

Armanios, Daniel; Eesley, Charles E.; Li, Jizhen; Eisenhardt, K. Filling the (network) void: how institutional intermediaries help entrepreneurs overcome a lack of social ties. (R&R at ASQ)

The discovery that Chinese science parks mattered so much during the transition period motivated me to explore science parks further, because most prior work casts doubt on their usefulness.

AbstractWhile we increasingly understand how entrepreneurs acquire private resources, we know less about how entrepreneurs acquire public resources. This study uses science parks to distinguish between two different mechanisms as to how entrepreneurs could receive help from institutional intermediaries in accessing such resources. Through a quasi-field experiment in Beijing’s Haidian district, we find that different entrepreneurs benefit from science parks in different ways. Specifically, entrepreneurs with innovation capabilities (returnees) need science parks to certify their quality to resource holders. By contrast, entrepreneurs with talent but fewer innovation capabilities (local elites) need science parks to help build such capabilities to enhance their quality and, thus, improve their access to public resources. Overall, science parks can fill network “voids” through two distinct pathways that enable those without government ties to access public resources. These results contribute to the literatures on networks and emerging economies and have implications for policy promoting entrepreneurship in emerging economies.

Institutional Changes: Flexible Institutions and Socialization of Individuals. 

Yang, D.; Eesley, Charles; Tian, Xiaocong; Roberts, E.B. Institutional Flexibility and Entrepreneurship

. (under review, 3rd round R&R)

One reason that science parks may have been so important in China is that they are extremely flexible institutions that are bound by few rules. Previous research suggests that entrepreneurs benefit from the opposite: clear, transparent rules and regulations. This paper introduces and explores the idea that institutional flexibility may encourage individual choice and entrepreneurship. Educational institutions are an ideal setting to explore flexibility because they play a key role in socializing individuals. We examined a reform that made the curricula of Chinese universities more flexible. We found that the flexibility allowed by the educational reform led students to explore interests at the boundaries of fields which, in turn, encouraged more entrepreneurial activity among students and alumni.

Entrepreneurial Adaptation and Social Networks: Evidence from a Randomized Experiment on a MOOC Platform (with Lynn Wu) (under review)

Abstract: We examine the performance of early-stage entrepreneurs before and after randomly showing them different approaches to finding an advisory social network tie, and we find important interactions between the type of social tie and the entrepreneur’s strategic process. To our knowledge, this is the first randomized, controlled field trial of both social networks and strategic process in the literature. In particular, the results show that adding a diverse network tie alone is less effective than combining a diverse tie with a specific strategic approach. In isolation, a planning strategic process is more effective than just adding a diverse mentor tie. Contrary to the finding that entrepreneurs often change their business model and strategic direction frequently, we find that instructing entrepreneurs to have a strong, persistent vision for their startup often results in better performance in the early stages. In contrast to prior work that shows that entrepreneurs often begin their ventures with a cohesive, closed network high in trust then transition later to a more diverse network, we find that early stage ventures appear to be better off with more diverse social ties in the beginning, particularly if a more adaptive approach is adopted for the venture’s strategy. The results suggest that social networks should not be altered for entrepreneurs and managers (as many recent policies attempt to do) without also taking the strategy formulation process into consideration.

Abstract: We investigate the impact of a previously under-examined type of social network tie—the mentor—on subsequent career choice. We test whether being mentored by an entrepreneur or by a non-entrepreneur with relevant industry experience has a different impact. We use a longitudinal field experiment with a pre-test/post-test design in which students in an entrepreneurship class were randomly assigned to receive mentorship from either an entrepreneur or a non-entrepreneur. We examine separately the subsequent likelihood of two career outcomes upon graduation: founding a startup (founder) or joining one (joiner). To our knowledge, this is the first randomized trial of adding a social network tie via a mentoring program in entrepreneurship.

Leatherbee, M.; Eesley, Charles E. Remodeling the Iron Cage: Micro-level Effects of Institutional Collisions

Abstract: Though institutions are typically described as immutable forces that dictate behaviors and desires, they nevertheless evolve through time. Questions remain about the antecedents, characteristics and predictability of institutional change. Prior work has typically addressed this puzzle by focusing on meso- and macro-levels of society, emphasizing the way that structure imposes itself on actions. Understudied are the micro-levels of institutional change, which illuminate the way that actions modify structure. This paper analyses Start-Up Chile, a policy aimed at changing the taken-for-granted beliefs and behaviors of domestic entrepreneurs by prompting a social interaction with foreign entrepreneurs who have different beliefs and behaviors. We discovered that domestic entrepreneurs’ institutional cognitive and normative attributes were successfully modified. We theorize that an externally induced collision of distinct institutions caused a change in the trajectory of the domestic institution, by exposing individuals to alternative beliefs and behaviors that they could employ to achieve their day-to-day tasks. An important implication is that—under the right circumstances—institutional trajectories can be redirected.

Institutional Changes: Barriers to Exit and Who Becomes and Entrepreneur (Japan). Institutional barriers to exit can also influence the quality of entrepreneurs. Japan allows me to extend the implications of my work in China to a developed economy. 

Eberhart, Robert N.; Eesley, Charles E.; Eisenhardt, K. Failure IS an Option: Institutional Barriers to Failure and New Firm Performance. (under review) (Best Paper Proceedings Award, AOM Conference, Boston, 2012)

This paper examines a 2003 reform in Japan that limited the financial liability of entrepreneurs who went bankrupt. After the reform, more elite individuals founded firms with significantly faster growth. The paper demonstrates how barriers to exit can influence who founds firms and the rate at which ventures grow. This paper received a Kauffman Foundation International Research and Policy Roundtable Best Conference paper award, 2012 and appeared in the Academy of Management Best Paper Proceedings in 2012 (only the top 10% of presented papers).

Too Much of a Good Thing: Institutional Change and New Firm Performance (with Robert Eberhart and Kathy Eisenhardt)

This paper examines another Japanese reform that made it easier for firms to go public (have an IPO). We examine how institutional changes that lower the barriers to successful exit influence the rate of IPO, and the initial capitalization and performance of subsequent ventures. To do so, we take advantage of a quasi-natural experiment in which the IPO listing requirements in Japan were dramatically reduced. Using a unique database of over 30,000 new firms incorporated after 1982, we find that IPO market reform is a powerful institutional lever that increases the rate of IPOs, attracts capital, and improves the performance of some ventures. But it is also a blunt instrument that influences only some industries, triggers poor performance among firms where it has an effect, and improves performance for only elite entrepreneurs.

Cause Without Effect: How Policy to Create Innovative New Ventures is Muted by Institutional Conformity (with Robert Eberhart)

We propose that regulative institutional changes that lower the required costs of starting new ventures have strongest effects on firms entering less risky and less innovative industries, contradicting the policy intent. Using insights from research on the effects of institutional change on entrepreneurship, we find that firms starting in more risky and innovative industries will resist the adoption of lower cost organizational forms because they need to signal conformity to accepted forms to compensate for the additional risk. Thus, government policy efforts to catalyze innovative entrepreneurship by making it easier to start more risky technical firms are counteracted by the entrepreneurs’ need to signal conformity with less innovative forms.

Top Management Team Composition and Venture Performance: The Influence of Intrapersonal Functional Diversity and Institutional Environment (with Yan Rong, Delin Yang and Baiyin Yang)

Abstract: How does top management team composition and venture performance relate to intrapersonal functional diversity and the institutional environment? Using data from a novel survey of Chinese ventures, we found that intrapersonal functional diversity has a stronger effect when the founding team’s functional background is diverse. In addition, the joint effects of intrapersonal functional diversity and founding team functional diversity are negatively related to performance for new ventures established during periods of institutional transition, but it was positively related for those established in a stable institutional environment. Furthermore, we found evidence that innovation can mediate the joint effects of intrapersonal functional diversity and founding team functional diversity.

STREAM 2: Informal Institutions and Firm Performance

I extend theory on a third aspect of the firm’s environment by examining the impact of social movement organizations. Social movements are informal institutions as distinct from the formal institutions that I study in stream 1. I explore how social movements influence a firm’s strategy and environmental outcomes. Prior work had focused on how technological change disrupts industry incumbents. In contrast, my work shows how social movements also may disrupt and create opportunities when incumbents ignore them and fail to respond to stakeholder demands for innovation. I show how activists are able to pressure firms to invest in pollution-reducing innovations in spite of weak or ineffective regulatory institutions. I demonstrate how activists create change even when policies are gridlocked. I assembled a novel, hand-collected archival database that includes 3,227 firms and 307 stakeholder groups in 602 separate actions (e.g. protests, boycotts, proxy votes, lawsuits and letter-writing campaigns) from 1971–2003.

Eesley, Charles; Lenox, Michael. Secondary Stakeholder Actions and the Selection of Firm Targets. (R&RAlso Best Paper Proceedings of the 2006 Academy of Management Conference (include only the top 10% of presented papers)

I noticed a puzzle regarding why the largest firms were targeted most often, even though they were among the “cleanest” firms in their industries. Secondary Stakeholder Actions and the Selection of Firm Targets. (R&R at Strategic Management Journal, with Michael Lenox) examines how different types of social movement organizations choose to target certain firms and what tactics they adopt. Prior work had focused on why certain issues become salient. We contribute by linking stakeholder characteristics to interest vs. identity-based targeting behavior and then show who targets more visible and relatively “dirtier” firms with confrontational tactics. This paper received the Academy of Management Best Paper Proceedings in 2006 (only the top 10% of presented papers).

After seeing that social movement organizations could influence firms to change, I became interested in how leaders of social movement organizations choose their targets. This paper establishes a theoretical model of how social movement organizations target and gain compliance from firms with specific characteristics. We contribute one of the first empirical attempts to examine activist strategies.

What drives change through reform? The incentives view, derived from new institutional economics, argues reforms create change through the alterations they make to market incentives. An emerging infrastructure view, derived from institutional theory and social movement theory, argues reforms generate change depending upon whether the infrastructure implementing the reform favors or rivals reform objectives. Using examples of entrepreneurship market reforms from around the world, we develop a theoretical framework that integrates both views. To unite these views, we theorize upon how market entry, performance, and infrastructure mediation vary due to the type of barrier a reform alleviates. We argue this theoretical effort advances the research agendas in institutional change and social movement theory, as well as entrepreneurship more generally.

Eesley, C.; Yang, D.; Yang, X. 2013. Flexibility in Prior Work Institutions and Entrepreneurship?: Evidence from China

We bring together work on institutional theory and entrepreneurship. Prior work has largely relied on institutional change to explain entrepreneurial activity. Instead, we show how the movement of individuals during their career paths across multiple organization types (i.e. multiple institutional logics) enables entrepreneurial behavior through questioning taken-for-granted assumptions, building multiple organization types and multiple skills - all useful for entrepreneurship. This paper provides an analytical framework on the impact of work experience in organizations with different institutional logics on entrepreneurship. We found that individuals with work experience in multiple types of organizations are more likely to enter entrepreneurship, and that the likelihood of entrepreneurship is higher for individuals who have worked in organizations that are similar to the business that they start. 

STREAM 3: Industry Environment and Firm Performance

Much previous research has focused on how complex, unpredictable environments create a need for heterogeneous skills and less structured organizations. In contrast, my third stream of research examines how industry environments influence which entrepreneurs perform better.

Eesley, Charles; Hsu, David; Roberts, Edward B. Entrepreneurial Ideation and Organizational Performance: Imprinting Effects (2nd Round R&R)

AbstractHow does the relationship between the organizational context for venture idea formation and venture performance depend on the venture’s founding team and business environment? Using data from a survey of 2,067 firms, we show that venture ideas emerging from research lab contexts are imprinted in a way that is better aligned with a cooperative commercialization environment. Ideas from industry contexts are aligned with a competitive commercialization environment. We contribute to prior work by showing that imprinting can come both from how a venture idea interacts with the business environment and how those ideas interact with the type of founder.

Eesley, Charles E.; Hsu, David; Koo, Wesley. Effects of Strategic Change on Venture Performance: The Implications of Change Level, Location and Top Management Team Composition.

Conference Proceedings and Book Reviews

Eesley, Charles E. and Douglas Hannah. June 2012. Review of: Winds of Change: The Environmental Movement and the Global Development of the Wind Energy Industry. By Ion B. Vasi. Administrative Science Quarterly.

Eesley, Charles and Delin Yang. Changing entrepreneurial strategies to developing capitalist institutions: A look at Chinese technology entrepreneurs. Conference version: Technology Management Conference (ITMC), 2011 IEEE International. 27-30 June 2011: pg. 1016 - 1035.

Eesley, Charles; Hsu, David; Roberts, Edward B. Bringing Ideas to Life. 2012. IEEE International Recent Advances in Technology and Innovation Management. Wily. (Conference version. Top paper award)

Additional Publications from Prior Experience

Eesley, Charles E. Entrepreneurship and China: History of Policy Reforms and Institutional Development.

Eesley, Charles E. Alumni Surveys as a Data Collection Methodology.

Keefe, Richard; Eesley, Charles. 2012. Neurocognitive Impairments. in Lieberman, Stroup, Perkins, eds., Essentials of Schizophrenia. American Psychiatric Publishing. Washington, DC.

Keefe, Richard; Eesley, Charles. 2009. Neurocognition in Schizophrenia. in Kaplan and Sadock's Comprehensive Textbook of Psychiatry, Benjamin Sadock, M.D., Virginia A. Sadock, M.D., and Pedro Ruiz, M.D. Editors. Baltimore, MD: Lippincott, Williams, & Wilkins. 

Sloan, Frank A.; Eesley, Charles. 2007. Implementing a Public Subsidy for Vaccines. in Pharmaceutical Innovation: Incentives, Competition, and Cost-Benefit Analysis in International Perspective. edited by Frank A. Sloan and Chee-Ruey Hsieh. New York: Cambridge University Press. 

Sloan, Frank A; Eesley, Charles E. 2006. Governments as Insurers in Professional and Hospital Liability Insurance Markets. In William M. Sage and Rogan Kersh, eds., Medical Malpractice and the U.S. Health Care System--New Century, Different Issues. New York: Cambridge University Press. 

Keefe, Richard; Eesley, Charles; Poe, Meg. 2005. Defining A Cognitive Function Decrement in Schizophrenia. Biological Psychiatry, 57:688-691. 

Keefe, Richard; Eesley, Charles. Neurocognitive Impairments. in American Psychiatry Publishing Textbook of Schizophrenia. Edited by Jeffrey A. Lieberman, M.D., T. Scott Stroup, M.D., and Diana O. Perkins, M.D. American Psychiatric Publishing, Inc. 2005.

Conferences and Presentations

Eesley, Charles E.; Jamber Li; Delin Yang. Does Institutional Change in Universities Influence High-Tech Entrepreneurship?: Evidence from China’s Project 985

  • Ghoshal Conference, London Business School. June 2nd, 2013
  • Challenges for the Chinese Government. Stanford Center for International Development (SCID). May 9-10th, 2013, Tsinghua University, Beijing, China.
  • Wharton Technology Conference. April 19, Philadelphia, PA
  • Strategic Management Society Conference. Dec. 2013, Guangzhou, China

Successes and Failures of Public Policies for Innovation and Entrepreneurship. Startup Chile Conference. March 21st, 2013. Santiago, Chile

Yang, D.; Eesley, Charles; Tian, Xiaocong; Roberts, E.B. Institutional Flexibility and Entrepreneurship?: Evidence from China. 
  • Univ. of Maryland Smith School Entrepreneurship Conference. April 26th, 2013. Maryland.
  • International Academy of Chinese Management Research (IACMR) Conference. June, 2012. Hong Kong.

Nascent Entrepreneurship in China and Beyond. AOM PDW, 2012. Boston, MA.

Geographic and field differences in Entrepreneurship. Academy of Management Conference 2012. Boston, MA.

Increasing Innovation and Entrepreneurship.

University of Sao Paulo, Brazil. University - Industry Partnerships: MIT and Stanford.

Failure is an Option: Failure Barriers and New Firm Performance (with Robert Eberhart)

  • WCRS Conference, Sept. 7th, 2012, USC, Los Angeles.
  • UCLA Entrepreneurship Seminar, May 21, 2012.
  • 24th Annual Meeting of the Society for the Advancement of Socio-Economics, Massachusetts Institute of Technology, June 28 - 30, 2012
  • International Research and Policy Roundtable, Kauffman Foundation, Liverpool, UK, March 12, 2012

Eesley, Charles E.; Hsu, David; Roberts, Edward B. Focus or Diversify? Aligning Founding Teams with Strategy and Environment. Copenhagen Business School, Dec. 20th, 2011. [slides here]

BPS Managing Your Dissertation Workshop 2011

The Impact of Alumni Entrepreneurship: Evidence from MIT and Tsinghua University. National University of Singapore (NUS). June 21st, 2011.

Enabling Factors for Successful University Spin-Offs. National University of Singapore (NUS). June 20th, 2011.

The Future of Technology Entrepreneurship Research. Invited presentation at MIT's TIES group 50th anniversary. April 1st, 2011.

Changing Strategies, Entrepreneurial Performance in a Developing Economy: Evidence from China

Bringing Entrepreneurial Ideas to Life (with David Hsu and Edward B. Roberts)

  • London Business School Ghoshal Strategy Conference, London, May 15-16th, 2010
  • SIEPR Seminar, Stanford University, Sept. 23rd, 2009
  • Organization Science Winter Conference. Steamboat Springs, CO, Feb. 4-7th, 2010
  • BYU-Utah Winter Strategy Conference, Salt Lake City, Utah, Feb. 25-27th, 2010

Who has 'The Right Stuff'? Human Capital, Entrepreneurship and Institutional Change in China.

  • Organization Science Winter Conference. Feb. 8, 2012
  • Carnegie Mellon University, SETChange Seminar. Nov. 10th, 2011
  • Duke University, Fuqua School of Business, Durham, NC. Nov. 2nd, 2011
  • Academy of International Business (AIB), Nagoya, Japan, June 27th, 2011
  • Rice University Conference on Strategy in Emerging Markets, April 30th, 2010
  • World Bank - Entrepreneurship and Growth Conference. Washington, DC. Nov. 19-20th, 2009
  • Stanford University Graduate School of Business, Organizational Behavior seminar, Nov. 4th, 2009
  • Washington University, Oct. 7, 2009
  • National Bureau of Economic Research (NBER) Productivity Lunch, Fall, 2008
  • Annual CCC Doctoral Colloquium. Carnegie Mellon. April 11-13th, 2008
  • SASE Student Paper Award, Costa Rica, June, 2008.
  • Babson Conference on Entrepreneurship Research (BCERC), June, 2008
  • Duke Univ. Fuqua School of Business, Jan. 2008
  • MIT Political Econ Breakfast; Development Lunch, Fall, 2008
  • MIT Finance Lunch, Fall, 2008
  • Georgia Tech Roundtable on Engineering and Entrepreneurship Research. Atlanta, GA. Nov. 2007

What Should Drive an Innovation Strategy? (with Edward B. Roberts and Delin Yang)

  • Strategic Management Society. Washington DC. Oct. 13th, 2009

Cutting Your Teeth (with Edward B. Roberts)

  • Organization Science Winter Conference. Steamboat Springs, CO, Feb. 4-7th, 2010.
  • West Coast Research Symposium (WCRS) University of Washington. Seattle, WA. Sept. 10-12th, 2009 
  • Academy of Management Annual Meeting. Atlanta, GA. Aug. 11-16th, 2006. 
  • MIT Economics Department Theory Group, June, 2006.

Eesley, Charles & Lenox, Michael. Secondary Stakeholder Actions and the Selection of Firm Targets. Academy of Management Annual Meeting. Atlanta, GA. Aug. 11-16th, 2006. Conference Best Paper Proceedings (include only the top 10% of presented papers)

Eesley, Charles & Michael Lenox.Secondary Stakeholder Actions and the Selection of Firm Targets.Institutional Mechanisms of Industry Self-Regulation Conference.Dartmouth, Feb. 24-25th, 2006.

MIT Innovation and Entrepreneurship Seminar Series. Entrepreneurs from Technology-Based Universities: An Empirical First Look (co-presenter with Ed Roberts). Cambridge, MA. September 12, 2005.

Eesley,Charles; Lenox, Michael. Secondary Stakeholders and Firm Self-Regulation. Academy of Management Conference Best Paper Proceedings (include only the top 10% of presented papers), Honolulu, Hawaii. August 9, 2005.

Doctoral Students

Teaching Experience

NovoEd - online course 

Stanford University E145 - Technology Entrepreneurship

Stanford University MSE 372 - Entrepreneurial Firms, Strategy and Innovation, PhD seminar

MIT Sloan School of Management 15.024 - Applied Economics for Managers, Sloan Fellows class - Teaching Assistant for Thomas Stoker, Summer 2009.

MIT Sloan School of Management 15.354 - Innovation and Entrepreneurship: How to do it, Undergraduate class - Teaching Assistant for James M. Utterback, David J. McGrath Jr. Professor of Management of Innovation, Professor of Engineering Systems Spring 2008.

MIT Sloan School of Management 15.350 - Managing Technological Innovation and Entrepreneurship, Sloan Fellows class - Teaching Assistant for Edward B. Roberts David Sarnoff Professor of the Management of Technology; Chair, MIT Entrepreneurship Center Fall 2007.

Professional and Service Activities

  • Stanford Advisor for Diversifying Academia, Recruiting Excellence program, 2012
  • Academy of Management TIM Division Research Committee, 2014-
  • Academy of Management BPS Division Research Committee, 2014-
  • Academy of Management Entrepreneurship Division Research Committee, 2011-2013
  • Presentation for the US - China Innovation Experts Group, SIEPR, Stanford University, March 17, 2011
  • University Chair, Dissertation Defense of Nathan Bronson, Computer Science Department, Stanford University, May 10, 2010
  • Presentation for a meeting hosted by Dean Jim Plummer and Laura Breyfogle for a delegation from the University of North Carolina at Chapel Hill associated with their entrepreneurship efforts.
  • Presentation for the Stanford Engineering Venture Fund, Winter, 2010
  • Co-organizer, Stanford SIEPR social science and technology seminar
  • Co-organizer, National Bureau of Economic Research (NBER) Entrepreneurship Research Bootcamp, July 2009, (with Josh Lerner and Thomas Hellmann)
  • Co-organizer, MIT Sloan Innovation and Entrepreneurship Seminar, 2007-08
  • Reviewer, Organization Science, Strategic Management Journal, Academy of Management Annual Meeting Entrepreneurship and Technology and Innovation Management (TIM) Divisions
  • Academy of Management Conference Best Paper Proceedings (include only the top 10% of presented papers), 2005, 2006.
  • Industry Experience

  • Director of Partner Development,
  • Startup Chile - Board Member
  • Founder/CEO, Lobby 10 Consulting (Life sciences) 2007-2009
  • Consultant, Flagship Ventures 2007-2009
  • Analyst, Lux Capital Management 2006-2007
  • Mentor, MIT 100K Competition - Hemetrics, 2006-2007
  • Mentor, MIT Enterprise Forum Ignite Clean Energy Challenge - Fox2 Technologies, 2007; Sequesco, 2008; Hydrophen, Finalist, 2006.
  • Learning Friends, Co-Founder/CFO, Educational software: Woodside, CA - Oct. 2005 - current.
  • Sun Dance Genetics, corn biotech: Durham, NC - 2001 - 2002.
  • NeuroCog Trials, Inc., Neurocognitive training / Pharmaceutical trials: Chapel Hill, NC - 2002 - 2006.
  • The Carlyle Group - Co-lead on due diligence project in the mobile telecommunications space. Summer 2006.
  • NeuroCog Trials, Inc.: Consultant 2002-2005. Consulted on clinical trials research design and implementation - Pfizer, Johnson & Johnson, GSK, Saegis - Chapel Hill, NC.
  • Popular Press

    Additional Information
    • Outside interests include: hiking, biking, reading, Duke basketball, jogging, swimming, cooking, wine/tea/coffee, travel, and tennis.

    Copyright (c) Chuck Eesley