Philip Cochran

Areas of Expertise

Corporate Social Responsibility, Leadership, Business Ethics, Corporate Governance, Corporate Philanthropy, Stakeholder Theory, Corporate Strategy

Academic Degrees

• PhD, Management, University of Washington, 1980
• MA, Economics, University of Washington, 1977
• MBA, Finance, University of Washington, 1973
• BS, Management, Massachusetts Institute of Technology, 1971
• BS, Aerospace Engineering, Massachusetts Institute of Technology, 1971

Professional Experience

• Executive Associate Dean for Indianapolis, Kelley School of Business, Indiana University. 2007-2016
• Director, Randall L. Tobias Center for Leadership Excellence at Indiana University. 2006-2016

Awards, Honors & Certificates

• Recipient, MBAA Teaching Excellence Award, Penn State University, 1986
• Nominated, Board of Governors, Academy of Management, 1992
• Recipient, Howard Chase Award, Issues Management Association, 1994
• Best Paper Finalist, Academy of Management, 1999
• Best Paper Finalist, International Association for Business and Society, 2000
• Best Paper Finalist, International Association for Business and Society, 2001
• Recipient, Sumner Marcus Award, Social Issues in Management Division, Academy of Management, 2002
• Fellow, Tobias Leadership Center, Indiana University, 2003-present
• Member, Alliance of Distinguished and Titled Professors, 2003-present
• Fellow, International Association for Business and Society, 2005, present
• Fellow, Institute for Corporate Governance, Indiana University, 2005-present

Selected Publications

• Magid, Julie Manning, Mohan Tatikonda, and Philip Cochran (2009), "Radio Frequency Identification and Privacy Law: An Integrative Approach," American Business Law Journal, (46): 1-54. 
• Willing, S. J., Richard B. Gunderman, Philip L. Cochran, and Todd Saxton (2005), "The polity of academic medicine: Evidence-based democracy," Journal of the American College of Radiology, 2(2): 358-368.
• Stevens, J. M., H. K. Steensma, David Harrison, and Philip L. Cochran (2005), "Symbolic or substantive document? The influence of ethics codes on financial executives'' decisions," Strategic Management Journal, 26(2): 181-195.
• Weaver, G. R., L. Treviño, and P. L. Cochran (1999), "Corporate ethics practices in the mid-1990''s: An empirical study of the Fortune 1000," Journal of Business Ethics, 18: 283-294.
• Weaver, G. R., L. K. Treviño, and P. L. Cochran (1999), "Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices," Academy of Management Journal, 42: 539-552.
• Weaver, G. R., L. K. Treviño, and P. L. Cochran (1999), "Corporate ethics programs as control systems: Influences of executive commitment and environmental factors," Academy of Management Journal, 42: 41-57.
• Cochran, P. L., R. A. Wood, and T. B. Jones (1985), "The composition of boards of directors and the incidence of golden parachutes," Academy of Management Journal, 28: 664-671.
• Wartick, S. L. and P. L. Cochran (1985), "The evolution of the corporate social performance model," Academy of Management Review, 10: 758-769.