Glaser-Picture-Cropped

Vern Glaser

Assistant Professor

Alberta School of Business

Strategic Management and Organization

About Me

Prior to entering academia, I gained experience in sales, customer service, operations management, business development, merger integration, and management consulting. In 2005, I founded Red Hill Consulting Group, Inc., a niche consulting firm which provided management consulting services for medium-sized businesses in a variety of industries. Products and services offered by Red Hill include the Red Hill Enterprise Strategic Insight System, Organizational Assessments and Restructurings, Process Improvement Initiatives, Strategic Planning, and Customized Financial Modeling. Additionally, I co-founded Red Hill Technology Solutions, a joint venture software company that utilizes dashboarding technology and mobile devices to provide real-time Business Intelligence solutions for the construction materials industry.

In addition to consulting experience, I have worked in the areas of finance, operations, sales, customer service, and maintenance. I have held positions including being the Controller for Southdown, Inc.'s concrete and aggregates group and the Production Manager for Cemex, Inc.'s Southern California ready-mixed concrete operations. Previously, I worked as a business analyst for ARCO Products Company's Los Angeles Refinery.

I am a graduate of the University of California at Los Angeles (BA, Economics), Duke University's Fuqua School of Business (MBA), and the University of Southern California (PhD). My wife and I currently live with our three boys in Edmonton, Alberta.


Research

I study the question, How do organizations strategically change practices and culture? Most of my research revolves around three inter-related concepts naturally associated with organizational efforts to change practices and/or culture: language, tools and technology, and professional expertise.

Theoretical topics of interest include:

  • Strategic Management
  • Organization Theory
  • Culture and Social Cognition
  • Institutional Logics
  • Strategy-as-Practice
  • Family Business
  • Technology Innovation and Entrepreneurship
  • Routines and Capabilities
  • Framing and Analogies
  • Performativity and Rationality
  • Strategic Change

I primarily use qualitative research methods. Recently, I have spent field time in the online display advertising and predictive analytics industries. I have also been conducting a longitudinal study of an entrepreneurial organization that is attempting to commercialize a new business model in the security industry.


Teaching

I have been teaching three classes at the University of Alberta.

STRATEGIC MANAGEMENT

This course introduces the concepts, tools, and first principles of strategy formation and competitive analysis. It is concerned with managerial decisions and actions that materially affect the success and survival of business enterprises. The course focuses on the information, analyses, organizational processes, skills, and business judgment managers must use to design strategies, position their business and assets, and define firm boundaries. The goal: to learn how to maximize long-term profits or other strategic objectives in the face of uncertainty and competition.

ADVISING FAMILY BUSINESS

This course introduces the concepts, tools, and first principles of advising family businesses. It is concerned with how professional service advisors help family businesses make managerial decisions and actions that materially affect the success and survival of their business enterprises. The course focuses on the information, analyses, organizational processes, skills, and business judgments advisors to family businesses are expected to understand and apply. 

EUROPEAN STUDY TOUR: Competitive Dynamics and Cultural Differences - Family Business and Entrepreneurship in European Governance Systems

This course stresses the important role of entrepreneurship and family business in different corporate governance systems throughout the world. The field trip focuses on Europe and examines Germany, Austria, and the Netherlands in particular. There are four objectives: (1) to become familiar with the diversity and relevance of family business and entrepreneurship in different governance systems, with focus on Europe; (2) to understand governance differences within Europe that impact family businesses and entrepreneurship; (3) to provide face-to-face interactions with key business executives and scholars regarding issues affecting entrepreneurship and family businesses in Europe; and (4) to understand European culture, the political and economic dynamics of that continent, and its role in the global economy.