Associate Professor | Management and Human Resources
5297 Grainger Hall
(608) 260-8263

Biography

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 sustainability and environmental management.

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 directs both the Business School's Graduate Certificate in Business, Environment and Social Responsibility (BESR) and the Nelson Institute's Undergraduate Sustainability Certificate, and serves as Education Liaison for UW's Office of Sustainability.

Ann received her Ph.D. from the Bren School of Environmental Science and Management at the University of California - Santa Barbara in 2002. In her free time she enjoys going on outdoor adventures with her husband and four young kids.


Research

Selected Published Journal Articles

Terlaak, A. & Kim, S. & Roh, T. (2018). Not good, not bad: Unpacking the Effect of Family Control on Environmental Performance Disclosure by Business Group Firms Journal of Business Ethics

Gaba, V. & Terlaak, A. (2013). Decomposing Uncertainty and its Effects on Imitation in Firm Exit Decisions Organization Science

Terlaak, A. & Gong, Y. & Kim, J. (2008). Post-adoption Regret and Biased Vicarious Learning in Innovation Abandonment Bandwagons Best Paper Proceedings, Academy of Management

Terlaak, A. & Gong, Y. (2008). Vicarious learning and inferential accuracy in adoption processes Academy of Management Review

Terlaak, A. & King, A. (2007). Follow the Small? Information-Based Adoption Bandwagons when Profitability Expectations are Related to Size Strategic Management Journal

Terlaak, A. (2007). Satisficing Signaling: corporate social strategy and certified management standards Best Paper Proceedings, Academy of Management

Terlaak, A. (2007). Order without Law: The Role of Certified Management Standards in Shaping Socially Desired Firm Behaviors Academy of Management Review

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

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

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

Delmas, M. & Terlaak, A. (2002). The Institutional Context of Environmental Voluntary Agreements Organizations, Policy and the Natural Environmental: Institutional and Strategic Perspectives. Eds: A. Hoffman & M. Ventresca. Stanford University Press

Delmas, M. & Terlaak, A. (2001). A Framework for Analyzing Environmental Voluntary Agreements California Management Review

Delmas, M. & Terlaak, A. (2000). Voluntary Agreements for the Environment: Institutional Constraints and Potential for Innovation Environmental Contracts. Eds: K. Deketelaere & E. Ort. Kluwer Academic Publishers

Practitioner-Oriented Publications

Terlaak, A. (2008). Evaluating the ISO 14001 Environmental Management Standard and PCS Data for Environmental Management Research: Theory and Data. National Center for Environmental Economics (NCEE), Environmental Protection Agency; Report Record EE-0518-01

Teaching

Undergraduate Courses

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

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

Business Strategy (MHR 423), Spring 2005.
Integrative 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.

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

Strategic Management (MHR 423), Spring 2010.
Integrative 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.

Strategic Management (MHR 423), Spring 2011.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, marketing, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.

Strategic Management (MHR 423), Spring 2011.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, marketing, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.

Strategic Management (MHR 423), Spring 2012.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, marketing, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.

Strategic Management (MHR 423), Spring 2012.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, marketing, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.

Business Strategy (MHR 423), Spring 2007.
Integrative 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.

Business Strategy (MHR 423), Spring 2007.
Integrative 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.

Strategic Management (MHR 423), Spring 2008.
Integrative 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.

Strategic Management (MHR 423), Spring 2008.
Integrative 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.

Strategic Management (MHR 423), Spring 2014.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, MKT, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.

Strategic Management (MHR 423), Spring 2014.
Synthesis of material from accounting, economics, finance, operations management, human resources, law, MKT, and technology to consider problems in corporate and business-level strategy; top management problems; discussion of actual business cases.

Strategic Management (MHR 423), Spring 2009.
Integrative 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.

Strategic Management (MHR 423), Spring 2009.
Integrative 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 399), Fall 2003.

Contemporary Topics (MHR 365), Spring 2015.
A course for the exploration of subject areas possibly to be introduced into the business curriculum.

Challenges & Solutions in Business Sustainability (MHR 310), Spring 2016.
This course provides students with central knowledge and skills to tackle challenges at the intersection of business and sustainability. Students will study the failures in market and decision making systems that lead to sustainability challenges,and lea

Challenges & Solutions in Business Sustainability (MHR 310), Spring 2017. Download Syllabus
This course provides students with central knowledge and skills to tackle challenges at the intersection of business and sustainability. Students will study the failures in market and decision making systems that lead to sustainability challenges,and lea

Challenges & Solutions in Business Sustainability (MHR 310), Spring 2018.
This course provides students with central knowledge and skills to tackle challenges at the intersection of business and sustainability. Students will study the failures in market and decision making systems that lead to sustainability challenges,and lea

Graduate Courses

Contemporary Topics (MHR 765), Spring 2014.

Contemporary Topics (MHR 765), Spring 2015.

Business Strategy (MHR 723), Fall 2005.
Integrative 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.

Business Strategy (MHR 723), Fall 2005.
Integrative 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.

Business Strategy (MHR 723), Fall 2005.
Integrative 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.

Business Strategy (MHR 723), Spring 2010.
Integrative 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.

Business Strategy (MHR 723), Spring 2011.
Integrative 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

Business Strategy (MHR 723), Spring 2007.
Integrative 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.

Business Strategy (MHR 723), Spring 2009.
Integrative 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.

Challenges & Solutions in Business Sustainability (MHR 710), Spring 2018.
This course provides students with central knowledge and skills to tackle challenges at the intersection of business and sustainability. Students will study the failures in market and decision making systems that lead to sustainability challenges,and lea

Challenges & Solutions in Business Sustainability (MHR 710), Spring 2016.
This course provides students with central knowledge and skills to tackle challenges at the intersection of business and sustainability. Students will study the failures in market and decision making systems that lead to sustainability challenges,and lea

Challenges & Solutions in Business Sustainability (MHR 710), Spring 2017. Download Syllabus
This course provides students with central knowledge and skills to tackle challenges at the intersection of business and sustainability. Students will study the failures in market and decision making systems that lead to sustainability challenges,and lea

Hybrid Courses

Contemporary Topics (Environmental Business Strategy (MHR/MHR 365/765), Spring 2012.
A course for the exploration of subject areas possibly to be introduced into the business curriculum.