Jason Pattit

Assistant Professor, Management

patt2744@stthomas.edu

(651) 962-4309

Minneapolis Campus
1000 LaSalle Ave
Terrence Murphy Hall 331J
Minneapolis, MN 55403

Ph.D., Business Administration, Syracuse University - Whitman School of Management
M.B.A., Innovation Management, Syracuse University - Whitman School of Management
M.S., Chemical Engineering, University of Rochester
B.S., Chemical Engineering, University of Rochester

See my articles and publications

Jason M. Pattit is an assistant professor in the Department of Management. He joined the Opus College of Business faculty in 2010. He received his Ph.D. in business administration (focusing on strategic management) and M.B.A. from Syracuse University's Whitman School of Management. He earned his B.S. and M.S. degrees in chemical engineering from the University of Rochester, after which he worked in research and development in both engineering and managerial roles for BMC Industries, Inc. During its nearly 100 years of operation, BMC was a leading manufacturer of precision etched products including aperture masks for color televisions and computer monitors in St. Paul, Minn., Cortland, N.Y., and Müllheim, Germany.

Pattit teaches courses in strategy and innovation and technology management. His research interests include the management of inter-firm relationships and the strategic use of contracts to achieve competitive advantage. The majority of his empirical work has focused on the design and development of R&D alliance contracts in the medical device industry. In addition, his recent publications in Research Policy and the International Journal of Innovation and Technology Management examine the impact of institutions, strategic factors and transaction characteristics on the evolving boundaries of corporate R&D.

Fall 2014 Courses
Fall 2014 Courses
Crs - Sec Title Days Time Location
MGMT 799 - 201 Strategic Management M - - - - - - 1800 - 2100 SCH 421
Description of course Strategic Management : CRN: 42788
An integrative approach to the formulation and implementation of organizational strategy and policy, this capstone course focuses on organizational performances as it relates to mission, goals and objectives. You will get practice defining multi-faceted problems and their causes; analyzing internal and external environments; reviewing key corporate and business strategies; formulating alternative strategic options; and addressing the challenges of implementation. Emphasis is on the ethical dimensions of problem solving at the general management level. The course will draw upon the analytical tools and managerial knowledge developed in all previous MBA courses, with application to both for profit and nonprofit organizations. -- Prerequisite: All core classes and two electives (Evening MBA capstone class)

Schedule Details

Location Time Day(s)
MGMT 799 - 420 Strategic Management - - - - F S - 0730 - 1700 TMH 301
Description of course Strategic Management : CRN: 42791
An integrative approach to the formulation and implementation of organizational strategy and policy, this capstone course focuses on organizational performances as it relates to mission, goals and objectives. You will get practice defining multi-faceted problems and their causes; analyzing internal and external environments; reviewing key corporate and business strategies; formulating alternative strategic options; and addressing the challenges of implementation. Emphasis is on the ethical dimensions of problem solving at the general management level. The course will draw upon the analytical tools and managerial knowledge developed in all previous MBA courses, with application to both for profit and nonprofit organizations. -- Prerequisite: All core classes and two electives (Evening MBA capstone class)

Schedule Details

Location Time Day(s)
MGMT 799 - 422 Strategic Management - - - - - - - -
Description of course Strategic Management : CRN: 43397
An integrative approach to the formulation and implementation of organizational strategy and policy, this capstone course focuses on organizational performances as it relates to mission, goals and objectives. You will get practice defining multi-faceted problems and their causes; analyzing internal and external environments; reviewing key corporate and business strategies; formulating alternative strategic options; and addressing the challenges of implementation. Emphasis is on the ethical dimensions of problem solving at the general management level. The course will draw upon the analytical tools and managerial knowledge developed in all previous MBA courses, with application to both for profit and nonprofit organizations. -- Prerequisite: All core classes and two electives (Evening MBA capstone class)

Schedule Details

Location Time Day(s)
J-Term 2015 Courses
J-Term 2015 Courses
Crs - Sec Title Days Time Location
Spring 2015 Courses
Spring 2015 Courses
Crs - Sec Title Days Time Location
MGMT 799 - 201 Strategic Management M - - - - - - 1800 - 2100
Description of course Strategic Management : CRN: 22048
An integrative approach to the formulation and implementation of organizational strategy and policy, this capstone course focuses on organizational performances as it relates to mission, goals and objectives. You will get practice defining multi-faceted problems and their causes; analyzing internal and external environments; reviewing key corporate and business strategies; formulating alternative strategic options; and addressing the challenges of implementation. Emphasis is on the ethical dimensions of problem solving at the general management level. The course will draw upon the analytical tools and managerial knowledge developed in all previous MBA courses, with application to both for profit and nonprofit organizations. -- Prerequisite: All core classes and two electives (Evening MBA capstone class)

Schedule Details

Location Time Day(s)
MGMT 799 - 203 Strategic Management - - - - - - - -
Description of course Strategic Management : CRN: 22050
An integrative approach to the formulation and implementation of organizational strategy and policy, this capstone course focuses on organizational performances as it relates to mission, goals and objectives. You will get practice defining multi-faceted problems and their causes; analyzing internal and external environments; reviewing key corporate and business strategies; formulating alternative strategic options; and addressing the challenges of implementation. Emphasis is on the ethical dimensions of problem solving at the general management level. The course will draw upon the analytical tools and managerial knowledge developed in all previous MBA courses, with application to both for profit and nonprofit organizations. -- Prerequisite: All core classes and two electives (Evening MBA capstone class)

Schedule Details

Location Time Day(s)
Academic and Professional Positions
  • Assistant Professor, University of St. Thomas, St. Paul / Minneapolis (2010 - present)
  • Teaching Assistant, Adjunct Professor & Instructor, Syracuse University, Syracuse (2003 - 2010)
  • Microtechnology Development Leader & Analytical Lab Supervisor, BMC Industries, Inc., Cortland (2000 - 2001)
  • Research Engineer, BMC Industries, Inc., Cortland (1997 - 2000)

Professional Memberships
  • Academy of Management
  • INFORMS - Institute for Operations Research and Management Sciences
  • PDMA - Product Development Management Association
  • Strategic Management Society

Professional Service
  • Research Policy, Reviewer
  • Academy of Management,

Public Service
  • Common Roots Foundation, Board Member

Major Works
  • Alessandri, T. M., & Pattit, J. M. (2014). Drivers of R and D investment: The interaction of behavioral theory and managerial incentives. Journal of Business Research, (67)(2), pp. 151-158
  • Pattit, J. M., Raj, S. P., & Wilemon, D. L. (2014). The R and D outsourcing decision: Environmental factors and strategic considerations. International Journal of Innovation and Technology Management, (11)(2), p.22
  • Pattit, J. M., Raj, S. P., & Wilemon, D. L. (2011). An institutional theory investigation of U.S. R and D partnership trends since the mid-19th century. Research Policy, (41), pp. 306-318
  • Pattit, J. M., & Wilemon, D. L. (2005). Creating high-performing software development teams. R & D Management, (34)(4), pp. 375-393

Research Interests
  • Health Care
  • Intellectual Property
  • Business- and Corporate-level Strategy

Awards and Honors
  • Academy of Management, 2009

Presentations
  • "Appropriation concerns, bargaining power, and smaller firms' ability to negotiate favorable alliance contracts" Strategic Management Society, Atlanta, Georgia, October 01, 2013
  • "R and D alliances and the allocation of control rights" Academy of Management, Montreal, Canada, August 01, 2010
  • "Ownership in R and D alliances: The influence of complementary and relationship-specific resources" Strategic Management Society, Washington, District of Columbia, January 01, 2009
  • "Managerial incentives and R and D: Moderating behavioral theory situational determinantsManagerial incentives and R and D: Moderating behavioral theory situational determinants" Academy of Management, Chicago, IL, January 01, 2009
  • "An institutional theory investigation of U.S. R and D partnership trends since the mid-19th century" Academy of Management, Chicago, Illinois, January 01, 2009
  • "Determinants of R and D investment: Integrating behavioral theory and managerial incentives arguments" Strategic Management Society, Cologne, Germany, January 01, 2008
  • "Linking behavioral theory with external reference points: Competitive context and R&D investment" Academy of Management, Anaheim, California, January 01, 2008
  • "Managerial incentives and R and D: Moderating behavioral theory situational determinants" Strategic Management Society International Conference, Cologne, Germany, January 01, 2008
  • "A holistic model of the drivers of innovation and R and D investment" Academy of Management, Philadelphia, Pennsylvania, January 01, 2007
  • "The influence of capabilities gaps, exchange hazards, and" Strategic Management Society, San Diego, California, January 01, 2007
  • "Integrating internal and external R and D: What can we learn from the history of industrial R&D" Academy of Management, Atlanta, Georgia, January 01, 2006
  • "Transaction costs, absorptive capacity and R and D sourcing as emerging determinants of new product development success" PDMA - Product Development & Management Association, San Diego, California, January 01, 2005