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Faculty & Research

Yale SOM faculty are dedicated teachers and leading researchers who play an outsized role in shaping business theory, policy, and practice. Through our centers, they collaborate to advance knowledge of the financial system, customer behavior, sustainable business practices, social enterprise, and other subjects.

Find a faculty member in the discipline that matters to you.

Research that matters

Our faculty are leading the way in developing analytical approaches to the complex challenges that really matter in people’s lives. Often highly collaborative, they use multiple perspectives and disciplinary lenses to find innovative insights.

Focus areas

Businesses and business skills are needed to tackle intractable problems.

Organizations can be run to the benefit of multiple stakeholders. Companies large and small can tackle social ills. Investors can direct resources to enterprises that make the economy greener and communities healthier.

We've been studying social impact since our founding.

Inequality protest

Our choices every day shape the world we live in.

Companies and organizations can have disproportionate impact through their interactions with customers, employees, and others they touch.

Our faculty have unique insight into behavioral science and its ever evolving implications for marketing, finance, and organizations and leadership.

Shopping aisle

Healthcare needs leaders who can transform the system to improve patient care.

Questions of funding and organizational structure can seem removed from the practice of medicine, but improving healthcare will require leaders who understand hard business skills—and have heart.

Yale SOM experts study all aspects of healthcare.

Doctor and patient

Markets need competition.

Well functioning markets produce benefits for consumers and efficiencies for society. But to ensure that happens we need deep understanding of markets and competition.

Our faculty study all aspects of competition and its impact on lives. The Thurman Arnold Project pulls together experts across Yale interested in improving antitrust enforcement.

Office buildings at night

Copious data and near limitless computing are remaking the business world.

Across fields of study, Yale SOM faculty are at the forefront of developing new analytical tools and probing data for insights that can improve how organizations function.

Learn more about data and technology initiatives.


Well-being is built on financial institutions.

SOM has a long history of considering the impact finance has on society. We have unique strengths in asset management, including a specialized degree program, and in the study of systemic risk and the prevention of financial crises.

Wall Street

Public education is a driver of opportunity, but our school systems are too often under-resourced and rife with inequity.

The Broad Center at Yale SOM is training leaders who can foster excellence in large urban school districts and strengthen their communities.

School classroom

Our insights

Faculty news

The exterior of Evans Hall
July 01, 2024

Yale SOM Welcomes New Faculty Members

Four scholars in economics, organizational behavior, and accounting will join the faculty in July.

Members of a Yale SOM class standing in a courtyard and photographed from above
June 25, 2024

Yale Behavioral Finance Summer School Spotlights Faculty Research in a Growing Field

The one-week program, an intensive PhD class in behavioral finance, brought students from across the U.S. and Europe to Yale SOM from June 10 to 14.

A person wearing glasses and smiling in front of a glass wall
June 12, 2024

Prof. Christopher Clayton Wins Award for Research on Geoeconomics

In a 2023 paper, Clayton and two co-authors offered a mathematical model to understand how great powers exert economic pressure on other countries.

Featured Yale Cases

RIP Medical Debt

Faculty Author: Judith Chevalier

In office for less than a year, RIP Medical Debt CEO Allison Sesso received word in December of 2020 that the organization would be the recipient of a $50 million unrestricted gift from Mackenzie Scott. Sesso believed that the surprise windfall could be a gamechanger for the organization. Conceivably, RIP could continue doing what it was doing, but simply do it on a bigger scale. Alternatively, the organization could use the money to improve its core operations in a way that it might work more efficiently. Most ambitiously, RIP could rethink its entire operating model to better achieve the organization’s mission - to end medical debt. RIP’s model had been built on an understanding of how the medical debt system worked and its strategy had been to work within that system to retire debt.  However, with this large change in resources, RIP could try other strategies, such as direct advocacy, to better address the root causes of the problem.

Unlike nearly all private venture funds, Connecticut Innovations (CI) was an evergreen fund with no pressure from limited partners to distribute proceeds and could hold public shares after a firm's IPO. But should the fund do so? The issue flared in considering CI’s investment in Arvinas, a New Haven biotech firm. CI's investment managers had observed that the valuations of biotech companies often continued to rise after an IPO. After Arvinas’s IPO in 2019, CI had to decide: should it sell its Arvinas shares after the lock-up period, or hold the shares for longer? What were the potential benefits and risks of the decision? And in a larger perspective, did a policy of holding onto public shares make sense for CI from a public policy or financial perspective? If so, what were the appropriate parameters for an investment in public shares?


Faculty Author: Edward Snyder

In 2017, Equinor, one of the world’s largest oil companies, announced that it was planning to expand its renewable energy business while maintaining its oil business with low carbon solutions. In 2020, the company created an ambitious roadmap to get to net zero in terms of its business by 2050, a commitment greeted with skepticism by some environmental groups, who doubted the company’s sincerity and the ambitiousness of its plans. The Russian invasion of Ukraine in 2022 made Equinor a key player in ensuring Europe’s energy security during this period of hostilities. It increased its production of natural gas to help fill the EU's energy gap left by declining amounts bought from Russian suppliers. While Equinor maintained that it was continuing its announced roadmap to net zero, environmentalists in Norway and abroad raised alarms about the increasing production and the unusual level of profits from the company's fossil fuel business. How could Equinor’s management continue to make its hybrid strategy credible to stakeholders in this new environment?

Counterparty Diversity at the NY Fed

Faculty Author: Andrew Metrick

In March 2020, the rapid onset of COVID-19 disrupted the U.S. and global economies. Fed policymakers believed that the shock of COVID-19 required more than adjusting monetary policy. Under Section 13(3) of the Federal Reserve Act, in unusual and exigent circumstances, the Board of Governors of the Federal Reserve System could initiate programs (called facilities) to serve as a liquidity backstop in its role as lender of last resort. Once the facilities were in operation, the New York Fed reconsidered the use of its standard set of counterparties and agents as the new facilities, which focused on markets beyond those typically transacted in for routine open market operations (“OMOs”), provided a broader set of market participants with which to transact. During the 2008-2009 Global Financial Crisis and in its aftermath, the Fed's choice of counterparties had been criticized as being too narrow. Critics had assailed the Fed for not involving smaller financial institutions, including those owned by veterans, women, and minorities. Could the list of counterparties be expanded in response to the COVID-19 crisis?