Articles by Charla Griffy-Brown, PhD
Charla Griffy-Brown, PhD, is an associate professor of information systems at the Graziadio School of Business and Management. In 2004, Dr. Griffy-Brown received a research award from the International Association for the Management of Technology and was recognized as one of the most active and prolific researchers in the fields of technology management and innovation. A former researcher at the Foundation for Advanced Studies on International Development in Tokyo, she has also served as an associate professor at the Tokyo Institute of Technology. Dr. Griffy-Brown graduated from Harvard University, is a former Fulbright Scholar, and holds a PhD in technology management from Griffith University in Queensland, Australia. She has worked for NASA at the Kennedy Space Center and has taught innovation/technology management courses in Australia, Singapore, Indonesia, Malaysia, and Japan. She has also served as a consultant for the United Nation's Global Environmental Facility and the European Commission.
Professor Charla Griffy-Brown interviews Ed White, Owner, de Novo Consulting, about leadership and innovation in today’s environment. De Novo Consulting specializes in strategic planning, facilitation, and leadership coaching.
In this video interview, Center for CIO Leadership Executive Director Harvey Koeppel discusses the changing role of the CIO based on his experience in the financial services industry.
In an economic downturn, innovation is particularly essential to business success.
An investigation of how the Japanese economic system, which is beginning to show signs of revitalization, is changing to favor the emergence of female entrepreneurship.
Because of the explosive growth of electronic records, the mandate for trustworthy storage and management of electronic records is greater than ever before.
GBR Editor Charla Griffy-Brown gives her parting words after five years at the helm of the online scholarly journal.
To conduct business in Asia, managers need to understand Asian electronic infrastructures and how to leverage them.
Doing the right thing in the midst of ethical turbulence can help develop the ability to cope in other kinds of rough times as well.
There are two main reasons for information disasters: too little information and too much information.
Editor Charla Griffy-Brown introduces the issue with a poke at cyber humor.