Dan Wang
He/Him/His
- Lambert Family Professor of Social Enterprise in the Faculty of Business
- Management Division
- Co-Director of the Tamer Institute for Social Enterprise and Climate Change
- Tamer Institute for Social Enterprise and Climate Change
- Areas of Expertise
- Artificial Intelligence (AI), Business & Society, Digital Future Initiative, Entrepreneurship & Innovation, Globalization, Organizations & Markets, Social Impact, Strategy
- Contact
- Office: 952 Kravis
- Phone: (212) 8545875
- E-mail: djw2104@gsb.columbia.edu
- Links
- Curriculum Vitae
- Education
-
BA, Columbia University, 2007; MA, Stanford University, 2008; PhD, Stanford University, 2013
- Joined CBS
- 2013
All Activities
How High-Skilled Immigrants Drive US Job Growth and Innovation
Weaving AI into the Classroom
Give Us Your Tired, Your Poor … and Your High-Skilled!
Model Teaching
Tackling Tech's Burning Questions at Alleycon 2024
The Implications of AI on the Future of Education & Work: An MBA Perspective
A Crash Course in Startup Life
The Entrepreneurial Ecosystem
CBS Professors Go to Summer School
Will a Start-up Choose an IPO or Acquisition? Choice of Venture Capital could be Key
Anti-Asian Racism: Educating Yourself and Others
What Can Businesses Learn from Protesters? (Part 1 of 2)
The Globalization of Entrepreneurship
Networking in the Lockdown Era
Anti-Asian Racism: Educating Yourself and Others
- Case ID
- 260403
Meituan Dianping
Should Meituan Dianping focus on defending its leading position in the Chinese market as a food delivery service or pursue global expansion? If the latter, which international market should Meituan pursue given the market macro factors, regulatory differences and cultural factors?
- Case ID
- 250403
Cutting-Edge CRISPR and the Ethics of Commercializing Next-Generation Technologies
What are the key commercial and ethical considerations of new genetic technologies, from the standpoint of all stakeholders?
- Case ID
- 230410
Rivian: Powering Up or Losing Charge in the EV Market?
Which battery technology should electrical truck company Rivian adopt in the midst of an unprecedented battery shortage?
- Case ID
- 230408
Twitch: Monetizing and Moderating Livestreaming
When deciding its monetization strategy, who should Twitch be catering its platform to, and how heavy-handed should it be in its content moderation?
- Case ID
- 230407
Apple's Privacy Paradox
Is Apple's App Tracking Transparency policy a sound company strategy and what limitations might it impose?
- Case ID
- 230406
DigitalOcean: Finding a Fresh Strategy for Cloud Computing
With new IPO funds to invest, what growth strategy should cloud computing company DigitalOcean pursue to ensure a profitable future?
- Case ID
- 230402
Jumia Group: Adapting Global Strategy to Local Markets
How should Jumia, referred to as the "Amazon of Africa," achieve increased local usage and profitability in Ghana?
- Case ID
- 220413
Swvl: "Revolutionizing Mass Transit and Shared Mobility"
What strategic actions would enable tech-enabled ride-sharing company Swvl to maintain its home-grown market dominance while also diversifying and expanding?
- Case ID
- 210411
LinkedIn Learning: Strategy Tradeoffs at a Multi-Sided Platform Firm
What strategic direction for LinkedIn Learning will best support the foundations of LinkedIn's business proposition?
- Case ID
- 210409
Mastercard's Organizational Structure: The Making of a New AI Powerhouse
Which organizational structure would enable Mastercard to most effectively deploy its artificial intelligence expertise, with a goal to becoming an AI powerhouse?
- Case ID
- 210406
Kakao
What strategic path would protect Korea's Kakao from competitive threats and pave the way for continued growth?
- Case ID
- 200406
Autonomous Vehicles: Futurist Technologies in Markets and Society
What are the ethical, logistical and legal complexities that accompany Autonomous Vehicle technology—and what role should business strategists play in guiding AVs integration into business and society?
- Case ID
- 190402
PepsiCo and Frito-Lay: A Salty Combination?
Should Pepsi keep its snack and beverages businesses together?
- Case ID
- 190401
Zara's Sustainability Dilemma
As apparel retailing moved online, would Zara's competitive advantage in traditional retail extend to e-commerce?
- Case ID
- 180405
Meta's Role in Society
To what ethical standards should the social network website Facebook be held accountable—when it chooses which news stories to publish to users' News Feeds and when it conducts social science research?
- Case ID
- 170408
Tinder: From Swiping Right to Scaling Up
How should Tinder address the challenges that it faces from incumbent online dating services and what strategies would enable it to mature into a differentiated social platform?
- Case ID
- 170403
Uber: New Roads Ahead
Can Uber translate the success of its ride hailing app to other services?
- Case ID
- 160415
Uber: Driving into Uncharted Territory
Can Uber sustain a competitive advantage while expanding its services beyond peer-to-peer ride sharing?
- Case ID
- 160412
IEX: A Leader's Quest for Equity
Can IEX CEO Brad Katsuyama transition from successful intrapreneur to successful entrepreneur?
- Case ID
- 160404
Brooklyn Brewery: Setting the Course for Growth
What strategy will secure Brooklyn Brewery's future growth?
- Case ID
- 160403
Netflix: Continuous Innovation or Self Destruction?
What strategy will ensure Netflix's continued success as an innovative leader in the media industry?