Associate Professor of Business Administration
Dennis W. Campbell is an Associate Professor in the Accounting & Management Unit at Harvard Business School. He is currently the course head for the HBS required MBA course Financial Reporting and Control. He also teaches the elective MBA course Managing Service Operations as well as in the HBS doctoral program and several executive education programs including Driving Corporate Performance (U.S. and China), Achieving Breakthrough Service, and Consumer Financial Services.
Professor Campbell's research, teaching, and case writing focus on designing and integrating organizational structures, performance measurement, and incentive systems to foster empowerment, mitigate risk, and enable organizational learning and long-term value creation. He has studied these issues extensively in both the U.S. and international services sectors. In this context, his work has more specifically focused on how leaders can design organizations and management systems to compete effectively on differentiated customer experiences. His research has been published in leading academic journals including Journal of Accounting Research, The Accounting Review, Manufacturing & Service Operations Management, and Management Science.
Professor Campbell received his DBA from Harvard Business School and his B.S. degrees in mathematics and economics from the University of Redlands (Redlands, CA). Prior to beginning his doctoral studies, he worked at the Board of Governors of the Federal Reserve in Washington, D.C. on research and policy related to the structure, conduct, and performance of U.S. banking institutions and markets. He enjoys living in Sudbury, MA with his wife, son, daughter, and two dogs.
Financial Reporting and Control
Financial Reporting and Control (FRC) is a course about how leaders can design and use performance measurement systems to build more effective organizations. Throughout their careers, business leaders are required to measure and evaluate their organization's economic performance, improve resource allocation and strategy implementation within their organizations, and build accountability for performance through effective external and internal governance. Top leadership in most organizations must also communicate performance information to external investors and other capital providers to ensure that their organizations are able to access capital on favorable terms. In FRC, we learn key concepts and frameworks that guide the effective design and use of performance measurement systems to accomplish these multiple complex goals.
Managing Service Operations
Managing Service Operations investigates how to design and manage firms to achieve sustainable service excellence. Service excellence is sustained when value is created for owners, employees, and customers. This course is aimed at those planning to work in service firms and for those working in companies that analyze or provide support to service businesses, such as consulting or venture capital firms.
Driving Corporate Performance
Sustaining competitive advantage requires more than just insightful strategy. To guide a company's trajectory, today's leaders need a balanced view of business that encompasses financial measures, nonfinancial measures, and multiple control systems. In Driving Corporate Performance, participants explore the important connections between strategy, performance measures, management accountability, organizational design, and corporate governance.