Trent A Williams
trenwill [at] indiana [dot] edu (E-mail)
- Visiting Assistant Professor, Management and Entrepreneurship
- PhD, Indiana University, 2014 (July)
- Master of Business, Indiana University, 2013
- MBA, Purdue University, 2008
- BA - English and Philosophy, Brigham Young University, 2006
- Management Consultant, PwC Consulting, 2010-2011
- Management Consultant, Deloitte Consulting, 2008-2010
- Internet Marketing Consultant, 10XMarketing, 2006
- Brand Management Marketing Consultant, StoneMantel Consulting, 2005-2006
Awards, Honors & Certifications
- IU Center for International Business Education and Research (CIBER) research grant
- IU Kelley School Center for Business of Life Sciences (CBLS) research grant
- Recipient, Panschar Teaching Award, Kelley School of Business (2013-2014)
Entrepreneurship, decision-making, business and corporate strategy, corporate venturing, value through venturing, opportunities and resilience
Family, Mountain Biking, Soccer, Philosophy, French language, Running
- Williams, T.A. & Shepherd, D.A. “The double-edged sword of resource stocks: A conservation of resources perspective on venture creation and functioning after a resource shock.” First paper in dissertation. Accepted as best paper for AOM proceedings (AOM 2014).
- Patzelt, H., Williams, T.A., and Shepherd, D.A. “Overcoming the walls that constrain us: Reactions to an entrepreneurship education program in prison.” Academy of Management Learning & Education, 13 (4): 587-620
- Shepherd, D.A. & Williams, T.A. “Local venturing as compassion organizing in the aftermath of a natural disaster: The role of localness and community in reducing suffering.” Journal of Management Studies, 51 (6): 952-994.
- Shepherd, D.A., Williams, T.A., and Patzelt, H. “Thinking about entrepreneurial decision making: Review, integration, and research agenda.” Journal of Management, 41(1): 11-46.
- Shepherd, D.A., Patzelt, H., Williams, T.A., & Warnecke, D. (2014) “How does the speed of project termination impact project team members? Rapid termination, “creeping death,” and learning from failure.” Journal of Management Studies, 51 (4): 513-546.