Jan J Jorgensen

Associate Professor, Strategy & Organization (Retired)
Jan J Jorgensen
Contact Information
Email address: 
jan.jorgensen [at] mcgill.ca

PhD, McGill University, Canada
MA, University of North Carolina, Chapel Hill, USA
BA, University of North Carolina, Chapel Hill, USA


Jan Jorgensen joined McGill's Faculty of Management in 1980. He previously taught at the University of Waterloo and Dalhousie University.

In the strategy/policy field, Dr. Jorgensen's courses on Managing Corporate Strategy and Strategic Management for Development emphasize developing organizational capabilities and alliances for competitive advantage in the global economy. He coordinated the Economic Policy Management Seminar, which invites well-known practitioners and researchers from international development agencies, the private sector and universities to talk on economic reform and development. He has also taught Management Policy, Competitive Strategy, Organizational Policy, Public Sector Management, and International Business and has helped supervise more than twenty doctoral students and visiting scholars who now hold positions at universities in Canada, the United States, China, and Europe.

His research interests include organizational responses to globalization in selected industries, strategic collaboration, and public sector divestment and restructuring in industrialized and developing countries. He is particularly interested in the transferability of western management know-how to developing and emerging market economies. He has contributed to a wide range of journals including Administrative Science Quarterly, Academy of Management Review, Gestion, Canadian Public Administration, Organizational Dynamics and Journal of Management Studies.

Dr. Jorgensen directed the masters program in Economic Policy Management (EPM), which is offered jointly by the Faculty of Management and the Department of Economics. The EPM program is designed to give practitioners from developing and emerging market economies the analytical tools and management skills needed to become effective policy advisors. After completing 18 months coursework in economics, management, French, and policy seminars, participants serve a 6-month internship with private and public sector organizations in Canada, the United States, Africa or Europe to put into practice what they have learned. The McGill EPM program has served 91 participants from 34 different nations since its founding in 1994. McGill staff members are assisting the University of Ghana (Accra) and Makerere University (Kampala, Uganda) to establish EPM programs in Africa with support from the Canadian International Development Agency, the African Capacity Building Foundation, and the Joint Japan / World Bank Graduate Scholarship Program.

Research areas:

  • Management in Developing Countries
  • Organizational Responses to Globalization
  • Risk Management
Selected publications: 

Papers in Peer-Reviewed Journals

(Mintzberg, H., Dougherty, D., and Jorgenson, J.) "Some Surprising Things About Collaboration", Organizational Dynamics , Summer, 1996, pp. 60-72.

(and Hafsi, T.) "L'état en mutation: Désinvestir pour mieux agir", Gestion, v. 15, no. 3 (1990), pp. 111-120.

Books and Edited Volumes

(Co-edited with J.Jorgensen, A Jain, S. Noumoff) "Transfer of Western Management Expertise to Developing Nations"; McGill University; 1988

(Co-edited with J.Jorgensen, A. Jain, S. Noumoff) "Transfer of Western Management Expertise to Developing Nations: An Annotated Bibliography"; McGill University; 1988

Chapters in Books

(and Lilja, K.) "Managerial Agency And Its Sectoral Embeddedness: A Process Model Of Strategic Moves In The Pulp And Paper Industry", Strategic Management Society of Finland Yearbook, Helsinki: Strategic Management Society of Finland, 1995, pp. 18-22.

"Privatization And National Renaissance: The Cases Of Malaysia And Québec", in Howard Thomas, Don O'Neal & James Kelly eds., Strategic Renaissance and Business Transformation, New York: John Wiley & Sons., 1995, pp. 7-32.

"Restructuring Public Enterprise In East Africa: The Human Resource Dimension", in David Saunders (series ed.), New Approaches to Employee Management, 3, Rabindra N. Kanungo (vol. ed.), Employee Management in Developing Countries, Greenwich, Conn.: JAI Press, 1995, pp. 35-66.

(Hafsi, T., and Demers, C.), "Context and Process in Privatization: Canada/Quebec", in Political Economy of Privatisation, Thomas Clarke ed., London, Routledge, 1993, pp. 234-272. ---(J., Hafsi, T. and Koenig, C.), "Strategic Divestment in the Public Sector; Patterns from France and Great Britain", in Perspectives on Strategic Change, Luca Zan, Stafano Zambon, & Andrew M. Pettigrew eds., Boston, Kluwer Academic Publishers, 1993, pp. 277-306.

(and Hafsi, T.), "Privatisation: Canada", in Privatisation: A Global Perspective, V.V. Ramanadham ed., London, Routledge, 1992, pp. 201-232.

"Managing Privatization and Deregulation: The Telecommunications Sector in Canada", in Privatization and Deregulation in a Global Perspective, Dennis J. Gayle and Jonathan N. Goodrich eds., 1990, pp. 394-412.

"Organizational Life Cycle and Effectiveness Criteria in StateOwned Enterprises: The Case of East Africa", in Managing Organizations in Developing Countries, Alfred M. Jaeger and Rabindra N. Kanungo eds., London, Routledge, 1990, pp. 62-82.

"Global Interdependence: Dimensions and Dilemmas", in Ethics and Technology, Jorge Nef, Jokelee Vanderkop & Henry Wiseman eds., Toronto, Wall & Thompson, 1989, pp. 173-179.

"Managing Three Levels of Culture in StateControlled Enterprises", in Strategic Issues in State Owned Organizations, Taieb Hafsi ed., JAI Press, 1989, pp. 229-255.


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