Peter J. Robertson

Associate Professor

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

Expertise: Organizational theory and behavior, organizational change, ecological governance, collaborative organizing, interorganizational networks

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.

Counterpoint Column

Conscious Evolution

by Peter Robertson The debate, such that it is, between creationists and evolutionists regarding the legitimacy of their contrasting theories of the origins of man juxtaposes two alternative worldviews that have

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Police State

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.

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9/11 Truth

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.”  

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Money Power (Part 2)

by Peter Robertson “I see in the near future a crisis approaching that unnerves me and causes me to tremble for the safety of my country. As a result of

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Money Power (Part 1)

by Peter Robertson Money Power (Part 1) “Money makes the world go round.” Most people have heard this phrase at one time or another in their lives.  It reflects our general

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Government 2.0

by Peter Robertson Government 2.0 The shift from the modern industrial era into the new, post-modern Information Age presents contemporary society with a rather significant paradox.  On one hand, there is

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False Dicotomy

by Peter Robertson “Most voters still think Congress is doing a poor job and believe most of its members only get reelected because a fix is in.”  Over 80 percent of

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The Growth Problem

by Peter Robertson What we refer to as the modern era was stimulated by the advances in thinking enabled by the great intellectuals of the Renaissance and Enlightenment periods in Europe. 

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A Postmodern Perspective

by Peter Robertson It was the fall of 1980, and I had just started the Ph.D. program in Organizational Behavior at the Stanford Graduate School of Business.  I was meeting with

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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.