Doctoral Student

Daniel Albert Brown

Dan is a doctoral candidate in the Management unit at Harvard Business School where he researches value in the organizational setting.  His main research interests include how organizations define and create value for stakeholders.  His current work examines the effects of financializing value in organizations, including the psychological effects of financial performance measurement on managers and their stakeholders, and how the financial orientation of firms affects stakeholder outcomes.

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 for the International Public Sector Accounting Standards Board (IPSASB).  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: Achieving Sustainable Effectiveness, edited by Susan Albers Mohrman, James O'Toole, and Edward E. Lawler. Sheffield, UK: Greenleaf Publishing, 2015. View Details