Daniel Albert Brown


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Doctoral Student

Dan is a doctoral student in the Management unit at Harvard Business School where he studies how firms and their managers can create value for all of their stakeholders and what effects performance measures have on this process.  His main research interests include the purpose of the firm in society, stakeholder theory, hybrid organizations, including social enterprises, and performance measurement.

Dan is a certified public accountant and has worked in the accounting industry in both commercial and standard-setting capacities.  In 2010 he worked with the Governmental Accounting Standards Board (GASB) on the first suggested guidelines for voluntary reporting of service efforts and accomplishments (SEA) performance information, in addition to an international review of performance measurement standards and guidelines for the International Public Sector Accounting Standards Board (IPSASB).  He also remains actively involved on the board of a variety of nonprofit organizations.  Dan graduated from Babson College in 2009 with both a BS in Business Administration, with concentrations in Economics and Accounting, and an MS in Accounting.


Book Chapters

  1. Leading Socially Responsible, Value-Creating Corporations

    Daniel Brown, Rakesh Khurana and James O'Toole

    We explore the role of the corporate leader in creating value for stakeholders throughout three eras: one of naïve idealism, one of naïve cynicism, and an emerging era of rugged idealism. We explain how the role of the corporate leader and society's perceptions of this role have changed and how leaders may now be able to create shared value for all stakeholders. Cases of leaders who created value or merely distributed value in each era are explored. Although there is no framework yet for how leaders can create value for all stakeholders, we note that a key theme amongst the companies illustrated is that each was able to align stakeholders' interests to a degree that made the satisfaction of multiple needs not only possible, but profitable. We conclude by emphasizing the role of business schools in socializing business leaders and how these schools, by incorporating a more stakeholder-centric approach in their curricula, research, and culture, can develop leaders who are willing and able to address the diverse values and interests of their companies' stakeholders.

    Keywords: leadership; stakeholder management; value; value creation; shared value; Alignment; institution; business education; business school; stakeholder engagement; Value Creation; Leadership; Corporate Social Responsibility and Impact; Alignment; Business Education; Business and Stakeholder Relations;


    Brown, Daniel, Rakesh Khurana, and James O'Toole. "Leading Socially Responsible, Value-Creating Corporations." In Corporate Stewardship: Organizing for Sustainable Effectiveness, by Susan Mohrman, James O'Toole, and Edward Lawler. Sheffield, UK: Greenleaf Publishing, forthcoming. View Details