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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.
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.
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.
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.
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.
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.
Our insights
Faculty news
Prof. Diana Van Patten Wins Award for Research on International Trade
Van Patten will be recognized by the Kiel Institute alongside three other economists for a group of studies on international trade.
Prof. Mushfiq Mobarak Discusses Entrepreneurial Solutions to Water Crisis in Bangladesh
On the Voices in Development podcast from Yale’s Economic Growth Center, Mobarak argues that locally-owned water desalination businesses can meet an urgent need in Bangladesh and provide a blueprint for other countries facing rising sea levels.
Yale SOM Welcomes New Faculty Members
Four scholars in economics, organizational behavior, and accounting will join the faculty in July.
Featured Yale Cases
RIP Medical Debt
Faculty Author: Judith Chevalier
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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.
Connecticut Innovations 2022: Managing a State Venture Capital Agency’s Investments
Faculty Author: Song Ma
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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?
Equinor
Faculty Author: Edward Snyder
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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
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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?