Professor Emeritus-Research Fellow
Emeritus - Teaching | Management and Human Resources
Ford Professor of Management and Human Resources
2132 Grainger Hall
(608) 233-6406

Biography

Anne Miner is an Emeritus Professor at the Wisconsin School of Business. Her involvement included helping found the Initiative for Studies in Transformational Entrepreneurship (INSITE), the G. Steven Burrill Technology Business Plan Competition, the entrepreneurship learning community in Sellery Hall, and 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. Gpogle scholar shows more than 13,000 citations to her work.

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 taught 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. She served on the National Academies of Sciences organization committe for NASA's Innovation Ecosystem initiative retreat in 2018.

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.


Research

Selected Accepted Journal Articles

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

Selected Published Journal Articles

Miner, A. & O’Toole, J. (2018). Organizational learning and organizational improvisation The Oxford Handbook of Group and Organizational Learning - on line

Ciuchta, M. & Miner, A. & Kim, J. & O’Toole, J. (2018). Founding logics, technology validation, and the path to commercialization International Small Business Journal

Cunha, M. & Miner, A. & Antonocopoulou, E. (2016). Improvisation processes in organizations, Sage Handbook of Process Organization Studies The Sage Handbook of Process Organizational Studies

Ciuchta, M. & Gong, Y. & Miner, A. & Letwin, C. & Sadler, A. (2016). Imprinting and the progeny of university spin-offs Journal of Technology Transfer

Miner, A. (2015). The fertility of authentic but incomplete designs and the future of the behavioral theory of the firm Journal of Management Inquiry

Crossan, M. & Maurer, C. & Miner, A. (2015). Micro-Foundations of Strategid Renewal Academy of Management Proceedings

Zheng, Y. & Miner, A. & George, G. (2013). Does learning value of individual failure experience depend on group-level success? Insights from a University Technology Transfer Office. Industrial and Corporate Change

Miner, A. & Gong, Y. & Ciuchta, M. & Sadler, A. & Surdyk, J. (2012). Promoting university start-ups: International patterns, vicarious learning and policy implications Journal of Technology Transfer

Schwab, A. & Miner, A. (2011). Organizational learning implications of partnering flexibility in project-venture settings: A multi-level framework Advances in Strategic Management: Project-based Organizing and Strategic Management

Stewart, A. & Miner, A. (2011). The prospects for family business in research universities Journal of Family Business Strategy

Miner, A. & Gong, Y. & Ciuchta, M. & Sadler, A. & Surdyk, J. (2010). Promoting university startups: international patterns, vicarious learning and policy implications Journal of Technology Transfer

Miner, A. (2010). The promise of family business as an academic field Entrepreneurship and Family Business - Advances in Entrepreneurship, Firm Emergence and Growth

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

Schwab, A. & Miner, A. (2008). Learning in hybrid-project systems: The effects of project performance on repeated collaboration Academy of Management Journal

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

Gong, Y. & Baker, T. & Miner, A. (2007). Failures of entrepreneurial learning in knowledge-based startups Frontiers of Entrepreneurship Research

Gong, Y. & Bakert, T. & O'Toole, J. & Miner, A. & Eesley, D. Start-up responses to unexpected events: The impact of the relative presence of improvisation Organization Studies

Selected Submitted Journal Articles

Abrantes, A. & Passos, A. & Cunha, M. & Miner, A. (2019). We do not like it but it has to be done: How temporal personality and team improvised adaptation can foster team performance Journal of Business Research

Schwab, A. & Miner, A. & O'Toole, J. (2017). Why innovative practices may not converge: A population level learning perspective Research Policy

Practitioner-Oriented Publications

Miner, A. & Akinsanmi, O. (2016). Idiosyncratic jobs, organizational transformation, and career mobility. In The Structuring of Work in Organizations, The structuring of work in organizations

Presentations

Carnegie School of Organizational Learning Conference (2017) Organizational Learning

Academy of Management (AOM) Conference (2016) Emerging Theories of Entrepreneurial Behavior in Uncertain and Resource Constrained Environments

Strategic Management Society Conference (2015) Micro-Foundations of Strategic Renewal

Academy of Management (AOM) Conference (2015) Micro-Foundations of Strategic Renewal

Academy of Management (AOM) Conference (2015) Symposium on Organizational Forgetting

Academy of Management (AOM) Conference (2014) Learning to Take Risk: The Effects of Success and Distress Experience on Organizational Risk Taking

Academy of Management (AOM) Conference (2014) Exaptation: An Unrecognized Mechanism in the Evolutionary Theory of Organizations

Academy of Management (AOM) Conference (2013) The Behavioral Theory of the Firm: The First 50 Years and the Next 50 Years

Carnegie School of Organizational Learning Conference (2012) Organizational Learning

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

Teaching

Undergraduate Courses

Contemporary Topics (MHR 365), Fall 2008.

Contemporary Topics (MHR 365), Spring 2009.
Small 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.

Contemporary Topics (MNG 365), Spring 2002.

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

Contemporary Topics (MHR 365), Fall 2009.

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

Contemporary Topics (MHR 365), Spring 2008.

Graduate Courses

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Emerging Entrepreneurship (MHR 977), Fall 2009.
This 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.

Emerging Entrepreneurship (MHR 977), Fall 2008.
This 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.

Emerging Entrepreneurship (MHR 977), Fall 2010.
This 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.

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

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 (MHR 870), Fall 2005.
Application 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.

Seminar-Administrative Policy (MNG 870), Fall 2001.
Application 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.

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

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

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

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

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

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

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

Contemporary Topics (MHR 765), Spring 2007.

Contemporary Topics (MHR 765), Fall 2007.

Contemporary Topics (MHR 765), Spring 2008.

Contemporary Topics (MHR 765), Fall 2004.

Contemporary Topics (MHR 765), Fall 2005.

WAVE Practicum II (MHR 738), Spring 2006.
Students 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.

The Strategic Management of Innovation and Technology (MNG 725), Spring 2001.
Addresses 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.

The Strategic Management of Innovation and Technology (MNG 725), Spring 2001.
Addresses 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.

The Strategic Management of Innovation and Technology (MNG 725), Spring 2002.
Addresses 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.

The Strategic Management of Innovation and Technology (MNG 725), Fall 2001.
Addresses 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.

The Strategic Management of Innovation and Technology (MNG 725), Fall 2001.
Addresses 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.

The Strategic Management of Innovation and Technology (MNG 725), Fall 2001.
Addresses 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.

The Strategic Management of Innovation and Technology (MHR 725), Fall 2002.
Addresses 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.

Learning/Teaching Oriented Publications

Miner, A. & Gong, Y. & Baker, T. & O'Toole, J. (2011). How does TMT prior experience shape strategy? A routine based framework based on evidence from founding teams Handbook of Top Management Team Research

Miner, A. & Ciuchta, M. & Gong, Y. (2008). Organizational routines and organizational learning Handbook of Organizational Routines

Service

Editorial and Reviewing Activities

ASQ, AMJ, Org Science - Since January 2001
Ad Hoc Reviewer