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Assistant Professor


Victor Seidel researches topics in technology and innovation management, with an emphasis on the evolving nature of the design process.  He focuses on how managers, from those running start-ups to those in large R&D organizations, can best navigate from initial concept to final innovation.  Increasingly, his work investigates how design teams use online communities as sources of continuous innovation. 
He completed his undergraduate engineering degree at Cornell, an MBA at Cambridge and Ph.D. at Stanford.  Prior to academia, he spent ten years with IBM Microelectronics where he developed several patented semiconductor device innovations, managed the business planning department for a billion-dollar division within IBM, and expanded the product marketing organization in Europe.
A dual British-American citizen, he was a founding academic director of the entrepreneurship and innovation center at Oxford's Said Business School, where he continues to serve as a visiting scholar. In addition to his position at Babson, he is a TECH Innovation Associate of the Harvard School of Engineering and Applied Sciences. His areas of teaching include Technology and Innovation Management and Product Design and Development. 
Professor Seidel's selected papers and articles can be found at the SSRN site.  They include:

Langner, B. and Seidel, V.P. (Forthcoming 2014) Sustaining the flow of external ideas: The role of dual social identity across communities and organizations. Journal of Product Innovation Management
[Open-Access version]

Seidel, V.P. and O’Mahony, S. (2014),  Managing the Repertoire: Stories, Metaphors, Prototypes, and Concept Coherence in Product Innovation. Organization Science, 25(3), 691-712.

Seidel, V.P. (2014) Rodolphe Durand and Jean-Philippe Verge:
The Pirate Organization: Lessons from the Fringes of Capitalism(Book Review). Administrative Science Quarterly, 59(3).  
Seidel, V. P. and Fixson, S. K. (2013), Adopting Design Thinking in Novice Multidisciplinary Teams: The Application and Limits of Design Methods and Reflexive Practices. Journal of Product Innovation Management, 30(S1), 19-33.
[Published Article] [Open-access version]

Langner, B., Seidel, V. P. (2009) Collaborative Concept Development Using Supplier Competitions: Insights from the Automotive Industry. Journal of Engineering & Technology Management, 26(1-2), 1-14.
[Published Article] [Open-access version]

Seidel, V. P. (2007). Concept Shifting and the Radical Product Development Process. The Journal of Product Innovation Management, 24(6), 522-33.
[Published Article] [Open-access version]

Seidel, V. and Pinto, J. (2005). Social Science Strategies for User-Focused Innovation and Design Management. Design Management Review, 16(4), 35-40.
[Published Article] [Open-access version]

Seidel, V. (2000). Moving from Design to Strategy: The Four Roles of Design-Led Strategy Consulting. Design Management Journal, 11(2), 73-79.


Ph.D. Stanford University
M.B.A. Cambridge University
B.S. Cornell University

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