Wisconsin School of Business

Anne Miner

Professor Emeritus-Research Fellow

Professor Emeritus - Management & Human Resources

Anne Miner is an Emeritus Professor at the Wisconsin School of Business. Her involvement includes the Initiative for Studies in Transformational Entrepreneurship (INSITE), the G. Steven Burrill Technology Business Plan Competition and coordinates the Management and Human Resources' Certificates in Strategic Innovation and Entrepreneurship.

Miner received her bachelor's degree from Harvard University, and her M.S. and Ph.D. from Stanford University.

She was named Scholar of the Year by the Technology and Innovation Management of the Academy of Management in 2004. She has presented papers at schools such as Stanford University, Carnegie Mellon, MIT, INSEAD, Harvard, Wharton, UCLA, and Minnesota.

Miner received grants to conduct research on technology entrepreneurship, product development, and university start-ups. Her publications tackle issues including organizational learning from failure, organizational improvisation, organizational adaptation, industry-level learning and technological evolution, and product development.

Miner has served as associate editor of Management Science and of Organization Science, and served on the editorial boards of Administrative Science Quarterly, the American Sociological Review, the Academy of Management Journal, the Academy of Management Review, and Strategic Organization. She has made study trips to Singapore, China, Thailand, France, England, Canada and Finland.

Miner teaches courses on the management of innovation and technology, including an introductory course on entrepreneurship in business, nonprofits and the arts. She has offered graduate seminars in strategy, organizational learning , entrepreneurship and research methods. She is one of the architects of the business curriculum in UW- Madison’s MS in Biotechnology.

Miner previously served as the executive vice-president for a small closely-held California start-up firm that provided information services to technical firms. She provided human resource consulting for firms involved in product development and manufacturing, and worked as Assistant to the President at Stanford University on human resources issues across the university.


 

Selected Accepted Journal Articles


Gong, Y., Baker, T., & Miner, A. Organizational routines and capabilities in new ventures. Frontiers of Entrepreneurship Research, 375-388.

Selected Published Journal Articles


Stewart, A., & Miner, A. (2011). The prospects for family business in research universities. Journal of Family Business Strategy (2), 3-14. doi: 10.1016/j.jfbs.2011.01.005.
Miner, A., Gong, Y., Ciuchta, M., Sadler, A., & Surdyk, J. (2010). Promoting university startups: international patterns, vicarious learning and policy implications.
Article AbstractAnecdotal evidence indicates universities around the world fashion programs to permit or encourage university-linked start ups, in pursuit of improved regional wealth and job creation, often influenced by the iconic vision of Silicon Valley. This paper explores whether these programs are leading to a pattern of similar startups across the world, and gradually improving performance, or to ongoing variation in activities and outcomes, with potential for both harmful and serendipitous unintended outcomes. We use a theoretical lens of research on multiple organizations trying to learn from others—or repeated vicarious organizational learning. The paper first suggests that while startup programs share similar goals they do not generate similar startups across regions and time, with important variation in structure, links to home schools, and localization. It then posits that these programs appear to have varied outcomes in terms of their economic goals, and stresses the difficulty and importance of evaluating this issue. Finally, the paper details important potential unintended (collateral) outcomes, both harmful and valued. Dangers noted include not only traditional concerns with science norms or faculty time, but also the potential impact on humanities and the social sciences. Potential collateral benefits include facilitating the ability of students and citizens to create new forms of value more broadly. Theoretically, the paper speculates that ongoing vicarious learning by multiple organizations in this context may increase or at least sustain variation in outcomes, leading to some excellent but many indeterminate or harmful outcomes rather than homogenization among startups or out- comes. From a policy viewpoint, our review suggests that policymakers should abandon the search for a ‘secret sauce’ that will assure regional growth from startups. Instead, we suggest that they tailor programs to local skills and experience, actively monitor economic and non- economic impact, and expand the overall vision to include values and skills of autonomy and the creation of new forms of value more broadly.
Journal of Technology Transfer (37), 1-21. doi: 10.1007/s10961-010-9194-3.
Miner, A. (2010). The promise of family business as an academic field.
Article AbstractDiscusses features of Family Business as a research field in the future
Entrepreneurship and Family Business - Advances in Entrepreneurship, Firm Emergence and Growth (12), 323 - 336.
Miner, A., Gong, Y., Baker, T., & O'Toole, J. (2010). How does TMT prior experience shape strategy? A routine based framework based on evidence from founding teams. Handbook of Top Management Team Research
Kim, J., Kim, J., & Miner, A. (2009). Organizational Learning from Extreme Performance Experience: The Impact of Success and Recovery Experience. Organization Science (20), 958-978. doi: 10.1287/orsc.1090.0439.
Miner, A., Ciuchta, M., & Gong, Y. (2008). Organizational Routines and Organizational Learning.
Article AbstractOrganizational routines and organizational learning. Discusses how organizational routines are a basis for learning and also result from learning. Considers change by turnover in routines, and within routines.
Handbook of Organizational Routines
Schwab, A., & Miner, A. (2008). Learning in hybrid-project systems: The effects of project performance on repeated collaboration. Academy of Management Journal (51), 1117-1149. doi: 10.5465/AMJ.2008.35732606.
Kim, J., & Miner, A. (2007). Vicarious learning from the failure and near-failure of others: Evidence from the U.S. commercial banking industry. Academy of Management Journal (50), 687-714. doi: 10.5465/AMJ.2007.25529755.
Gong, Y., Baker, T., & Miner, A. (2007). Failures of entrepreneurial learning in knowledge-based startups. Frontiers of Entrepreneurship Research (26)

Presentations


INFORMS Annual Meeting ( 2012 ) Population level learning: Industry-level variability of learning outcomes from innovations

INFORMS Organization Science Winter Conference ( 2011 ) Improvisation and routines in new organizations

Strategic Management Society Conference ( 2011 ) Impact of post-adoption experience with a managerial innovation on variability of learning outcomes

Academy of Management Annual Meeting ( 2010 ) Bricolage, Effectuation and Improvisation

Academy of Management ( 2006 ) Entrepreneurial learning in knowledge based start ups

Babson Conference for Entrepreneurship ( 2006 ) Failures of entrepreneurial learning in knowledge-based start-ups

University of Wisconsin Internal Conference on Technology Entrepreneurship ( 2006 ) Organizational vicarious learning and international patterns in university start-ups: A preliminary conversation and related evidence

Harvard University seminar ( 2006 ) Knowledge deployment and responses to organizational surprises in startups: The impact of organizational memory, strategic surprise level, and improvisation on response outcomes

Academy of Management ( 2005 ) The Dynamics of Routines and Capabilities in New Ventures

Babson Conference for Entrepreneurship ( 2005 ) Organizational routines and capabilities in new ventures

Academy of Management ( 2004 ) Impact of Interactions Between Organizations and Their Networks on Industry Routines

Academy of Management ( 2004 ) Where do organizational routines come from in new ventures?

Academy of Management ( 2003 ) University technology and landscapes of value creation


Undergraduate Courses


Contemporary Topics (MHR 365 Section 2), Fall 2008.

Contemporary Topics
Course DescriptionSmall group follow up course for students who could not take the fall course in the dorm. Eship content, plus directed reading in an extra hour for a subset on nonprofit settings.
(MHR 365 Section 3), Spring 2009.

Contemporary Topics (MNG 365), Spring 2002.

Contemporary Topics
Course DescriptionA course for the exploration of subject areas possibly to be introduced into the business curriculum.
(MNG 365), Spring 2001.

Contemporary Topics (MHR 365 Section 2), Fall 2009.

Entrepreneurship in Business, Non profits and the arts (MHR 365 Section 1), Fall 2010. Download Syllabus

Contemporary Topics (MHR 365 Section 3), Spring 2008.



Graduate Courses


Research and Readings
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999), Spring 2001.

Read & Research Management
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999), Spring 2004.

Read & Research Management
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999), Spring 2005.

Read & Research Management
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999), Spring 2006.

Read & Research Management
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999), Spring 2007.

Reading and Research-Management and Human Resources PhD
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999 Section 88), Fall 2007.

Readings and Research
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2001.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Summer 2002.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Fall 2002.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2003.

Read & Research Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2003.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2004.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Fall 2004.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Fall 2004.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2005.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Fall 2005.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2006.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Fall 2006.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Spring 2007.

PhD Thesis-Management
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(MHR 990), Fall 2007.

Emerging Entrepreneurship
Course DescriptionThis PhD seminar explores contemporary entrepreneurship theory and research topics; providing students an opportunity to probe and develop scholarly theories of entrepreneurial behavior and outcomes. The course will incorporate presentations by the instructor, students and invited speakers.
(MHR 977 Section 1), Fall 2008.

Emerging Entrepreneurship
Course DescriptionThis PhD seminar explores contemporary entrepreneurship theory and research topics; providing students an opportunity to probe and develop scholarly theories of entrepreneurial behavior and outcomes. The course will incorporate presentations by the instructor, students and invited speakers.
(MHR 977 Section 1), Fall 2009.

Emerging Entrepreneurship
Course DescriptionThis PhD seminar explores contemporary entrepreneurship theory and research topics; providing students an opportunity to probe and develop scholarly theories of entrepreneurial behavior and outcomes. The course will incorporate presentations by the instructor, students and invited speakers.
(MHR 977 Section 1), Fall 2010.

Doctoral Research Seminar in Management
Course DescriptionContinuation of MHR 975.
(MNG 976), Spring 2002.

Doctoral Research Seminar in Management (MHR 976), Spring 2003.

Doctoral Research Seminar in Management (MHR 976), Spring 2005.

Doctoral Research Seminar in Management (MNG 976), Spring 2001.

Seminar-Administrative Policy
Course DescriptionApplication of management processes and decision theory to the analysis of cases and critical incidents in management. Cases and incidents deal with both administrative or corporate strategy and with supervisory tactics.
(MNG 870), Fall 2001.

Seminar-Administrative Policy
Course DescriptionApplication of management processes and decision theory to the analysis of cases and critical incidents in management. Cases and incidents deal with both administrative or corporate strategy and with supervisory tactics.
(MHR 870), Fall 2005.

Reading and Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Summer 2002.

Reading & Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Spring 2003.

Reading & Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Summer 2003.

Reading & Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Spring 2004.

Reading & Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Summer 2004.

Reading & Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Spring 2005.

Reading & Research Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(MHR 799), Summer 2006.

Contemporary Topics (MHR 765), Fall 2004.

Contemporary Topics (MHR 765), Fall 2005.

Contemporary Topics (MHR 765 Section 96), Spring 2007.

Contemporary Topics (MHR 765 Section 2), Fall 2007.

Contemporary Topics (MHR 765 Section 96), Spring 2008.

WAVE Practicum II
Course DescriptionStudents develop and present comprehensive strategic and financing plans for local entrepreneurial and start-up firms and make investment recommendations to the Weinert Board. Class meets in a seminar format with various subject matter experts.
(MHR 738), Spring 2006.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MNG 725), Fall 2001.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MNG 725), Fall 2001.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MNG 725), Fall 2001.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MHR 725), Fall 2002.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MNG 725), Spring 2002.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MNG 725), Spring 2001.

The Strategic Management of Innovation and Technology
Course DescriptionAddresses competitive and cooperative technology strategies for firm survival and prosperity in the context of international technological evolution. Emphasizes management's role in organizational learning, including the creation and deployment of firm-level knowledge and competencies.
(MNG 725), Spring 2001.



Learning/Teaching Oriented Publications


Miner, A. (2011). How does TMT prior experience The Handbook of Research on Top Management Teams.
Miner, A., Ciuchta, M., & Gong, Y. (2008). Organizational routines and Organizational Learning” in Handbook of Organizational Routines.

Editorial and Reviewing Activities


Organization Science - Since January 0001
Ad Hoc Reviewer


Photograph of Anne Miner

Anne Miner

Professor Emeritus-Research Fellow
 
Professor Emeritus | Management & Human Resources
(608) 263-4143
2132 Grainger Hall