Jennifer L. Woolley is an Associate Professor of Management at Santa Clara University. Her research focuses on the emergence of firms, industries, and technologies around the world. One stream of research examines the emergence of nanotechnology entrepreneurship and the infrastructure necessary to support such activity.  Another research stream examines innovation policy and technologies and their influence on entrepreneurship across multiple countries.  She also examines social value creation and social entrepreneurship. Her research has been published in several leading management journals including Organization Science, Strategic Entrepreneurship Journal, and Entrepreneurship Theory and Practice. She teaches a range of classes on entrepreneurship and international business.  Dr. Woolley works with entrepreneurs across industries to grow ideas to market.  

Key findings: 
        - Executives use three strategies to employ the nanotechnology label: claiming, disassociating, and hedging.  
        - Technological capabilities alone do not explain executives’ label use.

Key findings: 
        - Elements of infrastructure emerge and configure through systemic coevolution.  
        - Boundary crossing and obfuscation induces the configuration of separate elements 
                    into a cohesive infrastructure through heightened interaction and 
                    interdependence of organizations and institutions, both private and public.
        - Trifecta of Burdens: 


Delbecq, A.L., Griffith, T.L., Madsen, T., & Woolley, J.L. 2010.  “A Decision Process Model to Support Timely Organizational Innovation.” In P.C. Nutt & D Wilson (Eds.) The Blackwell Handbook of Decision Making Oxford: Wiley-Blackwell.

Woolley, J.L. 2009 “Innovation Policy in Emerging Domains of Activity: First-Mover Advantage or Curse?” in Proceedings of the 2009 Atlanta Conference on Science and Innovation Policy, ed. Susan E. Cozzens and Pablo Catalán. IEEE. http://ieeexplore.ieee.org/xpl/RecentCon.jsp?punumber=5353037.