Peter J. Robertson
Ph.D. in Organizational Behavior
Graduate School of Business, Stanford University
Sol Price School of Public Policy
Ralph and Goldy Lewis Hall, 222
Los Angeles, CA 90089
Peter J. Robertson, Ph.D., brings to the School’s faculty a focus on improving the capacity of organizations to successfully accomplish their objectives while attending to the needs and interests of the individuals and communities with whom they interact. He is particularly interested in the application of “new paradigm” ideas to the development of new models of organization and governance, with a recent paper proposing a model of ecological governance applicable in the context of complex, multi-party policy problems. He has conducted research on collaborative governance systems in Brazil and Taiwan, and is currently using agent-based computer simulation to explore the dynamics of collaborative decision-making mechanisms. Previous research has addressed issues pertaining to interorganizational networks, employee attitudes and behavior, the process and outcomes of organizational change, and school-based management as a mechanism for public school reform. Professor Robertson’s research has been published in a number of journals and books, including the Journal of Public Administration Research and Theory, Public Management Review, Public Administration Review, Academy of Management Journal, Educational Administration Quarterly, and Research in Organizational Change and Development. He has provided consulting and training for a variety of organizations, and is a member of the Academy of Management, the Public Management Research Association, and the Institute of Noetic Sciences.
While much attention has been given to the premise that young black men are particularly susceptible to being the target of these acts of police brutality, the problem is not confined to any particular demographic group, as people of all ages, genders, and ethnicities are subjected to violent treatment at the hands of American law enforcement officers. In fact, the frequency and pervasiveness of these incidents suggest that something is very wrong with the state of the police in this country.
My purpose below is to explain why the official conspiracy theory of 9/11 should not be taken seriously, and to demonstrate that aggregated evidence points to a very different and more disturbing conclusion regarding who planned and carried out the murderous acts that initiated the “war on terror.”
Choi, T., & Robertson, P. J. (2014). Caucuses in Collaborative Governance: Modeling the Effects of Structure, Power, and Problem Complexity. International Public Management Journal, 17(2), 224-254.
Choi, T., & Robertson, P. J. (2013). Deliberation and Decision in Collaborative Governance: A Simulation of Approaches to Mitigate Power Imbalance. Journal of Public Administration Research and Theory, 24(2), 495-518.
Jeon, S. H., & Robertson, P. J. (2013). Should I Stay or Should I Go: The Impact of Public Duty Motivation on Turnover Intentions. The Korean Journal of Policy Studies, 28(2), 1-24.
Lewis, L. B., Robertson, P. J., Sloane, D., Lee, H., Galloway-Gilliam, L., & Nomachi, J. (2012). Trust in a Cross-Sectoral Interorganizational Network: An Empirical Investigation of Antecedents. Nonprofit and Voluntary Sector Quarterly, 41(4), 609-631.
Lewis, L. B., Sloane, D., Robertson, P. J., Nomachi, J., & Galloway-Gilliam, L. (2012). Developing Networks for Community Change: Exploring the Utility of Network Analysis. Community Development, 43(2), 187-208.
Robertson, P. J., & Choi, T. (2012). Deliberation, Consensus, and Stakeholder Satisfaction: A Simulation of Collaborative Governance. Public Management Review, 14(1), 83-103.