Wisconsin School of Business

Ann Terlaak

Associate Professor - Management & Human Resources

Ann's research interests center on organizational learning and firm adaptation in the emergence, diffusion and abandonment of new technologies, practices, and institutions. She is particularly interested in the role of organizational learning and adaptation in the context of environmental management and corporate social responsibility.

Ann's research has been published in top tier academic journals, including the Academy of Management Journal, the Academy of Management Review, Organization Science, the Strategic Management Journal, and the Journal of Economic Behavior and Organization.

She is the recipient of the 2010 Erwin Gaumnitz Distinguished Junior Faculty Research Award from the Wisconsin School of Business. In 2009, she received the Emerging Scholar Award from the Academy of Management, Organization and the Natural Environment Division. Her dissertation on the ISO 9000 quality management standard was the winner of the 2001 INFORMS/Organization Science Dissertation Proposal Competition.

Ann serves as the director of the school's Graduate Certificate in Business, Environment and Social Responsibility (BESR). She currently also serves on the editorial board of the Academy of Management Review.

Ann received her Ph.D. from the Bren School of Environmental Science and Management at the University of California, Santa Barbara in 2002.

 

Selected Accepted Journal Articles


Gaba, V., & Terlaak, A. (2013). Decomposing Uncertainty and its Effects on Imitation in Firm Exit Decisions. Organization Science (Forthcoming), doi: 10.1287/orsc.2013.0823.

Selected Published Journal Articles


Terlaak, A., Gong, Y., & Kim, J. (2008). Post-adoption Regret and Biased Vicarious Learning in Innovation Abandonment Bandwagons. Academy of Management Annual Conference Proceedings (2008), 1-6. doi: 10.5465/AMBPP.2008.33660306.
Terlaak, A., & Gong, Y. (2008). Vicarious learning and inferential accuracy in adoption processes. Academy of Management Review (33), 846-868. doi: 10.5465/AMR.2008.34421979.
Terlaak, A., & King, A. (2007). Follow the Small? Information-Based Adoption Bandwagons when Profitability Expectations are Related to Size. Strategic Management Journal (28), 1167-1185. doi: 10.1002/smj.636.
Terlaak, A. (2007). Satisficing Signaling: corporate social strategy and certified management standards. Academy of Management Annual Conference Proceedings (2007), 1-6. doi: 10.5465/AMBPP.2007.26530362.
Terlaak, A. (2007). Order without Law: The Role of Certified Management Standards in Shaping Socially Desired Firm Behaviors. Academy of Management Review (32), 968-985. doi: 10.5465/AMR.2007.25275685.
Terlaak, A., & King, A. (2006). The Effect of Certification with the ISO 9000 Quality Management Standard: A Signaling Approach. Journal of Economic Behavior and Organization (60), 579-602. doi: 10.1016/j.jebo.2004.09.012.
King, A., Lenox, M., & Terlaak, A. (2005). The Strategic Use of Decentralized Institutions: Exploring Certification with The ISO 14001 Management Standard. Academy of Management Journal (48), 1091-1106. doi: 10.5465/AMJ.2005.19573111.
Delmas, M., & Terlaak, A. (2002). Regulatory Commitments to Negotiated Agreements: Evidence from the United States, Germany, the Netherlands, and France. Journal of Comparative Policy Analysis (4), 5-29. doi: 10.1080/13876980208412668.
Delmas, M., & Terlaak, A. (2001). A Framework for Analyzing Environmental Voluntary Agreements. California Management Review (43), 44-64.

Submitted Working Papers


Leitzinger, J., & Terlaak, A. Hidden Agendas: A model of industry engagement in oppositional collective action.

Undergraduate Courses


Strategic Management
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423 Section 1), Spring 2009.

Strategic Management
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423 Section 2), Spring 2009.

Course DescriptionSynthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
(MHR 423), Fall 2003.

Administrative Policy
Course DescriptionSynthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
(MHR 423), Spring 2003.

Course DescriptionSynthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
(MHR 423), Spring 2004.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423), Spring 2005.

Business Statistics
Course DescriptionSynthesis of material from accounting, finance, production management, insurance, personnel and industrial relations, law and marketing; top management problems; discussion of actual business cases.
(MHR 423), Spring 2005.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423 Section 1), Spring 2007.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423 Section 2), Spring 2007.

Strategic Management
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423 Section 1), Spring 2008.

Strategic Management
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 423 Section 2), Spring 2008.

(MHR 399), Fall 2003.



Graduate Courses


Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 723 Section 1), Spring 2009.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 723), Fall 2005.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 723), Fall 2005.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 723), Fall 2005.

Business Strategy
Course DescriptionIntegrative approach to strategic management, including strategy formulation/implementation at business unit, corporate levels. Cases, discussion, lecture, simulation are used to communicate concepts. Emphasizes development of unique tools for analysis of companies and industries, application of knowledge to business problems.
(MHR 723 Section 1), Spring 2007.



Photograph of Ann Terlaak

Ann Terlaak

 
Associate Professor | Management & Human Resources
(608) 262-5227
5297 Grainger Hall