Frank T. Rothaermel holds the Angel and Stephen M. Deedy Professorship in the College of Management at the Georgia Institute of Technology. He is an Alfred P. Sloan Industry Studies Fellow, with an emphasis on the pharmaceutical biotechnology industry. He holds a National Science Foundation (NSF) CAREER award, which "is a Foundation-wide activity that offers the National Science Foundation's most prestigious awards in support of … those teacher-scholars who most effectively integrate research and education within the context of the mission of their organization" (NSF CAREER Award description).

Frank’s research interests lie in the areas of strategy, innovation, and entrepreneurship.  To inform his research he has conducted extensive field work and executive training with leading corporations like Amgen, Daimler, Eli Lilly, GE Energy Systems, GE Healthcare, ICOS, McKesson, Microsoft, Thomson Financial, among others.  Business Week recently named Frank one of Georgia Tech’s Prominent Faculty in their national survey of business schools.  The Kauffman Foundation views Frank as one of the world’s 75 thought leaders in entrepreneurship and innovation.

Frank has received several recognitions for his research, including the Sloan Industry Studies Best Paper Award, the Academy of Management Newman Award, the Strategic Management Society Conference Best Paper Prize, the Israel Strategy Conference Best Paper Prize, and is the inaugural recipient of the Byars Excellence in Research Award. He received multiple MBA teaching awards at Georgia Tech and the University of Washington.

• Rothaermel, F.T., Hess, A.M. (2009). Finding an innovation strategy that works. MIT Sloan Management Review & Wall Street Journal [joint publication], August 17. 
  Download now »


• Hoang, H., Rothaermel, F.T. (2010). Leveraging internal and external experience: Exploration, exploitation, and R&D project performance. Strategic Management Journal, 31: forthcoming. 
  Download now »


• Rothaermel, F.T., Alexandre, M.T. (2009). Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organization Science, 20 (4): 759-780. 
  Download now »


• Rothaermel, F.T., Boeker, W. (2008). Old technology meets new technology: Complementarities, similarities, and alliance formation. Strategic Management Journal, 29 (1): 47-77. 
  Download now »


• Rothaermel, F.T., Hess, A. (2007). Building dynamic capabilities: Innovation driven by individual, firm, and network-level effects. Organization Science, 18 (6): 898-921. 
  Download now »


• Rothaermel, F. T., Hitt, M. A., Jobe, L. A. (2006). Balancing vertical integration and strategic outsourcing: Effects on product portfolios, new product success, and firm performance. Strategic Management Journal, 27 (11): 1033-1056. 
  Download now »


• Rothaermel, F. T., & Hill, C. W. L. (2005). Technological discontinuities and complementary assets: A longitudinal study of industry and firm performance. Organization Science, 16 (1): 52-70. 
  Download now »


• Hoang, H., & Rothaermel, F. T. (2005). The effect of general and partner-specific alliance experience on joint R&D project performance. Academy of Management Journal, 48 (2): 332-345. 
  Download now »


• Rothaermel, F. T., & Deeds, D. L. (2004). Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management Journal, 25 (3): 201-221. 
  Download now »


• Hill, C. W. L., & Rothaermel, F. T. (2003). The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review, 28 (2): 257-274. 
  Download now »


• Rothaermel, F. T. (2001). Incumbent’s advantage through exploiting complementary assets via interfirm cooperation. Strategic Management Journal, 22 (6-7): 687-699. 
  Download now »