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Who We Are

Who We Are

The Center conducts research and outreach around the transformations that modern information and computing technologies cause at the individual (worker, consumer, patient, employee, artist), unit (business, department, clinic, hospital), market, and societal levels.

The Center’s footprint covers understanding and anticipating these transformations; impact assessment and attribution; business strategy for transformative technologies; design and execution to optimize their effects; and competitive policy and market outcomes.



Team Members







Research Fellows

Ashwin Aravindakshan

Associate Professor and MSBA Academic Director

Associate Professor Ashwin Aravindakshan’s research interests center on learning how brands can better allocate their advertising resources (e.g., budgets, creatives, etc.) across different regions and/or multiple media over time. In addition to studying such dynamic advertising models, his research also investigates the dynamics of customer behavior and loyalty to help managers devise better communication and targeting policies in order to optimize their marketing mix at the individual level.

Jörn Boehnke

Assistant Professor

Ph.D., University of Chicago

Research Expertise: Applied Microeconomics, Quantitative Marketing, Empirical Industrial Organization, Labor Economics, Online Market Platforms, Dynamics of Customer Behavior and Pricing

Elizabeth Pontikes

Associate Professor

Ph.D., Stanford Graduate School of Business

Elizabeth Pontikes is associate professor of management at The University of California, Davis, which she joined in 2019. She was formerly on the faculty of The University of Chicago Booth School of Business as associate professor and was visiting associate professor at the Kellogg School of Management. She is associate editor at Management Science and senior editor at Strategy Science.

Olivier Rubel


Professor Olivier Rubel is fascinated by two related questions: How can firms make better decisions in highly competitive environments? And what are the optimal strategies for implementing these decisions over time?

Rubel’s research examines how companies can best determine and allocate resources to marketing activities when facing a realistic chance of encountering a product harm crisis such as the SUV rollover controversy faced by Ford and Firestone in 2000 or the many product recalls Mattel was forced to make in 2007. His findings point to no single, simple answer to invest less or invest more. Rather, each firm’s best solution depends on the characteristics of the crisis, including its likelihood, its impacts on sales and on the effectiveness of marketing instruments.