Jason Pattit

Assistant Professor, Management

patt2744@stthomas.edu

(651) 962-4309

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

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

See publications in UST Research Online

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 both engineering and managerial roles for BMC Industries, Inc. Dr. Pattit teaches courses in competitive, corporate and collaborative strategy in the evening and health care MBA programs. His research interests include the management of inter-firm relationships and the strategic use of contracts to achieve competitive advantage. In addition, his 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 2017 Courses
Fall 2017 Courses
Crs - Sec Title Days Time Location
MGMT 625 - 222 Competitive Strategy See Details * *
Description of course Competitive Strategy : CRN: 42936
Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. -- Co-requisite: BETH 625.
Schedule Details
Location Time Day(s)
-- - - - - - -
SCH 4211800-210006 Nov '17
SCH 4211800-210020 Nov '17
SCH 4211800-210004 Dec '17
MGMT 625 - 223 Competitive Strategy See Details * *
Description of course Competitive Strategy : CRN: 42937
Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. -- Co-requisite: BETH 625.
Schedule Details
Location Time Day(s)
-- - - - - - -
SCH 4211800-210001 Nov '17
SCH 4211800-210015 Nov '17
SCH 4211800-210006 Dec '17
MGMT 635 - 211 Collaborative Strategies - - W - - - - 1800 - 2100 SCH 421
Description of course Collaborative Strategies : CRN: 43073
This course is intended to improve your ability to determine whether, when, and how to execute collaborative strategies as part of your firms’ overall growth strategy. The last two decades have seen an explosion in collaborative activity between firms. As a result, it is likely that, regardless of your chosen career path, you will at some point either work for, help to establish, or compete with collaborative ventures. Managers considering collaborative activity face a range of issues: When should an interaction be structured as a joint venture, a contractual alliance, or simply as an arm’s-length contract? When should I prefer to collaborate with an external partner rather than doing the project entirely in-house? How can I best structure and manage this partnership? What can I do to prevent competition between partners? How do I evaluate whether a prospective partner is best for me? Prerequisites: MGMT 625
Schedule Details
Location Time Day(s)
J-Term 2018 Courses
J-Term 2018 Courses
Crs - Sec Title Days Time Location
Spring 2018 Courses
Spring 2018 Courses
Crs - Sec Title Days Time Location
MGMT 625 - 211 Competitive Strategy - T - - - - - 1800 - 2100 SCH 421
Description of course Competitive Strategy : CRN: 21885
Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. Co-requisite: BETH 625
Schedule Details
Location Time Day(s)
MGMT 625 - 222 Competitive Strategy See Details * *
Description of course Competitive Strategy : CRN: 21886
Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. Co-requisite: BETH 625
Schedule Details
Location Time Day(s)
-- T - - - - -
SCH 4211800-210020 Mar '18
SCH 4211800-210010 Apr '18
SCH 4211800-210024 Apr '18
SCH 4211800-210008 May '18
MGMT 625 - 223 Competitive Strategy See Details * *
Description of course Competitive Strategy : CRN: 21887
Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. Co-requisite: BETH 625
Schedule Details
Location Time Day(s)
-- - - R - - -
SCH 4211800-210022 Mar '18
SCH 4211800-210012 Apr '18
SCH 4211800-210026 Apr '18
SCH 4211800-210010 May '18
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
  • Industries Studies Association
  • PDMA - Product Development Management Association
  • Strategic Management Society

Professional Service
  • Academy of Management,
  • International Journal of Innovation and Technology Management, Reviewer
  • International Journal of of Production Economics, Reviewer
  • Journal of Business Research, Reviewer
  • Journal of Management, Reviewer
  • Research Policy, Reviewer
  • Strategic Management Journal, Reviewer
  • Strategic Management Society, Reviewer
  • Sustainability, Ethics and Entrepreneurship Conference, Reviewer
  • World Open Innovation Conference, Reviewer

Public Service
  • Common Roots Foundation, Board Member
  • Fair State Brewing Cooperative, Board Member

Publications
  • Alessandri, T. M., & Pattit, J. M. (2014). Drivers of R & 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 & 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 & 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

Books and Chapters

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

Awards and Honors
  • Academy of Management, 2009

Presentations
  • "Technological evolution and boundary choices in the U.S. pacemaker industry" Industry Studies Association, Minneapolis, Minnesota, January 01, 2016
  • "What happens when the little guy hits a homerun? A study of asymmetric competitive dynamics in the video game industry" Strategic Management Society Annual International Conference, Berlin, Germany, January 01, 2016
  • "Technological evolution and boundary choices in the U.S. pacemaker industry" 2016 Industry Studies Conference, Minneapolis, Minnesota, January 01, 2016
  • "What happens when the little guy hits a homerun? A study of asymmetric competitive dynamics in the video game industry." Industries Studies Conference, Kansas City, Missouri, May 01, 2015
  • "What happens when the little guy hits a homerun? a study of asymmetric competitive dynamics in the video game industry" Academy of Management, Vancouver, Canada, January 01, 2015
  • "An investigation of the microfoundations of contract design" Strategic Management Society Annual International Conference, Denver, Colorado, January 01, 2015
  • "The impact of changes to TMT wealth on resource allocation decisions" AOM - Academy of Management, Philadelphia, Pennsylvania, August 01, 2014
  • "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 determinants: Managerial 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
  • "Managerial incentives and R and D: Moderating behavioral theory situational determinants" Strategic Management Society International Conference, 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
  • "Determinants of R and D investment: Integrating behavioral theory and managerial incentives arguments" Strategic Management Society, 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