DegreePhD, Stanford University, 2000; MBA, University of Washington, 1995; BS, California Institute of Technology, 1989
AREAS OF EXPERTISEOperations strategy and service operations management
Tension between art and science in business process management; value of operational focus; interactions of capacity choices, customer service, and customer retention
With P.K. Kopalle and D.F. Pyke, "Static and Dynamic Pricing of Excess Capacity in a Make-to-Order Environment," Production and Operations Management, 18(4), July/August 2009; "When Should a Process Be Art, Not Science?", Harvard Business Review, 87(3), 2009; "Smart Pricing," MIT Sloan Management Review, 45(2), 2004; "Customer Service Competition in Capacitated Systems," Manufacturing and Service Operations Management, 2(2), 2000
With E.L. Porteus, "Capacity Games and Customer Valuation"; with E.L. Porteus, "Joint Pricing and Capacity Decisions Under Monopoly"; with P.K. Kopalle and A. Krishna, "A Multi-Product Model of Retailer Dynamic Pricing and Ordering Decisions: Normative and Empirical Analysis"; with M. Fleischmann and D.F. Pyke, "A Dynamic Pricing Model for Coordinated Sales and Operations"
Jaedicke Fellowship, Stanford Graduate School of Business, 1996–97; Future Professors of Manufacturing Fellowship, Stanford University 1995–2000
Academic positions: Tuck School of Business, 2000–present
Joseph Hall has expanded research discussion in operations to include the need for managers to rescue “artistic” business processes from the tide of standardization and allow employees to improvise and improve customer satisfaction. He teaches the core course Managerial Economics as well as the elective Tools for Improving Operations.