E-Mailjohn.u.farley@tuck.dartmouth.edu
Phone603-646-1431
DegreeAB, Dartmouth College, 1957; MBA, Tuck School of Business, 1959; PhD, The University of Chicago, 1962
AREAS OF EXPERTISEInternational business, management science, marketing, public policy and management
Organizational culture and performance in six countries, why some firms earn more than others
"Determinants of Corporate Performance: A Meta-Analysis," Management Science, 1990; "Profiles of Product Innovators among Large U.S. Manufacturers," Management Science, 1992; "Corporate Culture, Customer Orientation and Innovativeness in Japanese Firms: A Quadrad Analysis," Journal of Marketing, January 1993; Global Performance, Oxford University Press, 1999; with D.R. Lehmann, "Empirical Marketing Generalization Using Meta-Analysis," Marketing Science, 1999; with R. Deshpandé and F.E. Webster Jr., "Triad Lessons: Generalizing Results on High Performance Firms in Five Business-to- Business Markets," International Journal of Research in Marketing, forthcoming
William F. O’Dell Award, 1995; Wroe Alderson Award for Contribution to Marketing, 1995
Academic positions: Assistant Professor, 1962–65, Associate Professor, 1965–67, Carnegie Mellon University; Associate Professor, 1967–70, Professor, 1970–84, R.C. Kopf Professor of International Marketing, 1984–90, Columbia University; Ira A. Lipman Professor of Marketing, 1991–94, Director, Joseph H. Lauder Institute, 1991–94, The Wharton School, University of Pennsylvania; Tuck School of Business, 1995–present; Visiting Professor: International University of Japan, National University of Singapore, INSEAD, Massachusetts Institute of Technology, London Graduate School of Business Studies, and Handelshogskolan; Henkel Professor of Industrial Marketing, Chinese European International Business School, Shanghai, 1997–2002
Nonacademic positions: Executive Director, Marketing Science Institute, 1985–87; Partner, Greenwich Associates, 1987–96
Professor Farley’s research has focused on measuring cultural factors and assessing their impact on consumer behavior in the global marketplace. For example, a paper he recently co-authored explores how belief in karma shapes consumer satisfaction among Indians, making them less inclined to lower expectations in hope of temporarily feeling better.