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  1. Directory
  2. Faculty
  3. Murray Low

Murray Low

Academic Director in Executive Education
Executive Education
Adjunct Professor
Management Division
Murray Low
Areas of Expertise
Entrepreneurship & Innovation
Contact
Office: 878 Geffen
Phone: (212) 8544403
E-mail: [email protected]
Links
Personal Website

Professor Low is an experienced entrepreneur and a leading authority on entrepreneurship in independent, corporate and not-for-profit settings. As the founder of the Columbia Entrepreneurship Program, he has worked to make entrepreneurship a viable career option for MBA graduates. As the Co-Director of IE@Columbia, he has worked with faculty, students and staff across the University to spread innovation and entrepreneurship. He has also lead initiatives to improve business education in developing countries, particularly in Africa. Low consults to both small and large companies, family businesses and not-for-profits. He teaches executive seminars in the areas of entrepreneurship and innovation and makes frequent presentations to academic and industry groups. He has published widely in academic and practitioner journals and is a regular commentator in the media. He is an active advisor, board member and angel investor.

Education
BA, Simon Fraser University, 1976; MBA, 1985; PhD, University of Pennsylvania, 1991
Joined CBS
1990

All Activities

  • Research
  • Teaching
  • Awards and Honors
  • Press
  • CaseWorks
  • Journal articles
  • Working papers
  • Articles
  • Books
  • Chapters
Journal Article
Brockner, Joel, E. Tory Higgins , and Murray Low
. “Regulatory Focus Theory and the Entrepreneurial Process.”
Journal of Business Venturing
vol.
19
, (January 01, 2004):
203
-
20
.
Explore Further about Regulatory Focus Theory and the Entrepreneurial Process
Download PDF on Regulatory Focus Theory and the Entrepreneurial Process
Journal Article
Low, Murray and Eric Abrahamson
. “Movements, Bandwagons, and Clones: Industry Evolution and the Entrepreneurial Process.”
Journal of Business Venturing
vol.
12
, (January 03, 1998):
435
-
57
.
Explore Further about Movements, Bandwagons, and Clones: Industry Evolution and the Entrepreneurial Process
  • Courses
  • Case Studies
Course
B7518: Foundations of Entrepreneurship
View Course on Foundations of Entrepreneurship
  • Awards & Honors
  • In the Media
  • Articles
  • CaseWorks
Case ID
190404

Sarah Stanley at GSB

What cultural clues is the new Director of Marketing at an established consulting firm ignoring?

View Case on Sarah Stanley at GSB
Case ID
160413

Computer Warehouse Group -- CWG2.0

Was it the right time for Computer Warehouse Group Founder Austin Okere to step down as CEO?

View Case on Computer Warehouse Group -- CWG2.0
Case ID
160407

Verdissimo

How should Verdissimo, a Colombia-based company that produced and sold preserved flowers, implement a comprehensive growth plan?

View Case on Verdissimo
Case ID
160406

Kalamata Capital

What path to growth should this alternate lending institution follow?

View Case on Kalamata Capital
Case ID
90414

Vetinsurance: Medical Insurance for Your Pet

View Case on Vetinsurance: Medical Insurance for Your Pet
Case ID
130202

Bodytech

View Case on Bodytech
Case ID
110401

Succession Planning at Equipment Co.

How does a father choose which son should lead the family business?

View Case on Succession Planning at Equipment Co.
Case ID
120408

Plas-tek Industries

How might the son of the CEO of a medium-sized manufacturing firm succeed as his father's successor?

View Case on Plas-tek Industries
Case ID
110308

Equity Bank: The Real Thing?

How had a Kenyan bank catering to the poor expanded so quickly, and could the financial institution continue growing after a post-2007 slowdown?

View Case on Equity Bank: The Real Thing?
Case ID
110418

BuildingWatch

Should two entrepreneurs with a fledgling start-up consider a third-party equity investment, and if so, which strategy makes the most sense?

View Case on BuildingWatch
Case ID
112301

Palogix International Limited

Should a South African transport company risk expanding to the United States?

View Case on Palogix International Limited
Case ID
110408

HEICO Corporation

When a family business takes over a small company and achieves unlikely success, should it plan to include the next generation in its leadership?

View Case on HEICO Corporation
Case ID
100412

Julia B

After two years of initial success, the owner of a high-end fashion and design store finds herself with declining profits and increasing managerial problems. How can she turn it around?

View Case on Julia B
Case ID
100413

Banana Investments: Entrepreneurial Growth in Tanzania

When an entrepreneurial African business is offered a loan requiring dollar-denominated payments, should the owners accept the terms and ensuing risks?

View Case on Banana Investments: Entrepreneurial Growth in Tanzania
Case ID
90422

Busy Internet

How should an African entrepreneur plan for his tech startup's launch and expansion?

View Case on Busy Internet
Case ID
90421

ArcelorMittal's Mining Project in Liberia: Balancing CSR and Financial Returns

When a war-damaged developing country asks to review a contract with the world's largest steel company, what financial and corporate social responsibility issues come into play?

View Case on ArcelorMittal's Mining Project in Liberia: Balancing CSR and Financial Returns
Case ID
90413

Graham, Smith & Bendel, Inc.

What cultural clues is the new Director of Marketing at an established consulting firm ignoring?

View Case on Graham, Smith & Bendel, Inc.
Case ID
100417

Maveron and Vetinsurance

What terms should Vetinsurance negotiate with the VC firm about to offer funding?

View Case on Maveron and Vetinsurance
Case ID
90411

PieSky Ventures

As the venture capital arm of a US business school considers four investment ideas, which one represents the best entrepreneurial opportunity?

View Case on PieSky Ventures
Case ID
90403

Computer Warehouse Group

Should the CEO of a Nigerian technology company accept an offer from an international private equity firm?

View Case on Computer Warehouse Group
Case ID
90404

Metalex: Managing Growth in Ghana

Should a large building supply company in Ghana partner with outside investors?

View Case on Metalex: Managing Growth in Ghana

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