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 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 2016 Courses
Fall 2016 Courses
Crs - Sec Title Days Time Location
MGMT 625 - 201 Competitive Strategy M - - - - - - 1800 - 2100 SCH 421
Description of course Competitive Strategy : CRN: 43088
THIS SECTION IS INTENDED FOR STUDENTS EARLY IN THEIR PROGRAM (15 credits or less completed). STUDENTS MUST ALSO REGISTER FOR BETH625-201 (CRN 43044) THIS TERM. 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 - 202 Competitive Strategy See Details * *
Description of course Competitive Strategy : CRN: 43089
THIS SECTION IS INTENDED FOR STUDENTS EARLY IN THEIR PROGRAM (15 credits or less completed). STUDENTS MUST ALSO REGISTER FOR BETH625-202 (CRN 43046) THIS TERM. 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 4211730-213002 Nov '16
SCH 4211730-213016 Nov '16
SCH 4211730-213007 Dec '16
MGMT 625 - 203 Competitive Strategy M - - - - - - 1800 - 2100 SCH 421
Description of course Competitive Strategy : CRN: 43087
THIS SECTION IS INTENDED FOR STUDENTS LATER IN THEIR PROGRAM (18 credits or more completed). STUDENTS MUST ALSO REGISTER FOR BETH625-203 (CRN 43045) THIS TERM. 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)
J-Term 2017 Courses
J-Term 2017 Courses
Crs - Sec Title Days Time Location
Spring 2017 Courses
Spring 2017 Courses
Crs - Sec Title Days Time Location
MGMT 625 - 201 Competitive Strategy - T - - - - - 1800 - 2100 SCH 421
Description of course Competitive Strategy : CRN: 22098
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.
Schedule Details
Location Time Day(s)
MGMT 625 - 202 Competitive Strategy - T - - - - - 1800 - 2100 SCH 421
Description of course Competitive Strategy : CRN: 22099
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.
Schedule Details
Location Time Day(s)
MGMT 625 - 203 Competitive Strategy - - - R - - - 1800 - 2100 SCH 407
Description of course Competitive Strategy : CRN: 22100
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.
Schedule Details
Location Time Day(s)
MGMT 698 - 424 Strategic Mgmt in Healthcare See Details * *
Description of course Strategic Mgmt in Healthcare : CRN: 22106
In this course, students learn about the nature of healthcare organizations, and their leadership and governance, with an emphasis on the ethical dimensions of problem solving at the general management level. This course primarily focuses on the formulation of competitive strategy to help students gain an understanding of how competitive strategy is aligned with and supports the mission, goals and objectives of a healthcare organization. Major questions explored in this course include: Why are some segments of the healthcare system more profitable than others? Why do some healthcare organizations consistently outperform others? How can a healthcare organization build and sustain a competitive advantage? A variety of industry contexts and organizations will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of healthcare organization, including for-profits, non-profits and not-for-profits.
Schedule Details
Location Time Day(s)
SCH 3160800-120012 Jan '17
SCH 3160800-120013 Jan '17
SCH 3160800-120014 Jan '17
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 Society, Reviewer

Public Service
  • Common Roots Foundation, Board Member

Publications
  • 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

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." Industries Studies Conference, Kansas City, Missiouri, 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
  • "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 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
  • "Managerial incentives and R and D: Moderating behavioral theory situational determinants" Strategic Management Society International Conference, Cologne, Germany, January 01, 2008
  • "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
  • "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