Peter J. Robertson

Associate Professor
Director, Master of Public Administration

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

robertso@usc.edu
Curriculum Vitae

Expertise

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

Bio

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.

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Counterpoint column

Selected Publications

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.