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Publications

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    • Faculty Publications  (273)

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    • All HBS Web  (1,736)
      • Faculty Publications  (273)

      Organizational LearningRemove Organizational Learning →

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      • 2008
      • Article

      Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma

      By: Charles O'Reilly and Michael Tushman
      How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so, how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and... View Details
      Keywords: Change Management; Competency and Skills; Innovation and Management; Organizational Change and Adaptation; Organizational Design; Performance Efficiency; Competitive Advantage
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      O'Reilly, Charles, and Michael Tushman. "Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma." Research in Organizational Behavior 28 (2008): 185–206.
      • 2008
      • Working Paper

      Product Development and Learning in Project Teams: The Challenges are the Benefits

      By: Amy C. Edmondson and Ingrid M. Nembhard
      The value of teams in new product development (NPD) is undeniable. Both the interdisciplinary nature of the work and industry trends necessitate that professionals from different functions work together on development projects to create the highest quality product in... View Details
      Keywords: Competency and Skills; Learning; Management Skills; Product Development; Projects; Groups and Teams; Conflict Management; Social and Collaborative Networks
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      Edmondson, Amy C., and Ingrid M. Nembhard. "Product Development and Learning in Project Teams: The Challenges are the Benefits." Harvard Business School Working Paper, No. 08-046, January 2008.
      • 2007
      • Casebook

      Managing School Districts for High Performance: Cases in Public Education Leadership

      By: Stacey Childress, Richard F. Elmore, Allen S. Grossman and Susan Moore Johnson
      Managing School Districts for High Performance brings together more than twenty case studies and other readings that offer a powerful and transformative approach to advancing and sustaining the work of school improvement. At the center of this work is the... View Details
      Keywords: Management; Strategy; Leadership; Public Sector; Organizational Design; Education; Performance Improvement
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      Childress, Stacey, Richard F. Elmore, Allen S. Grossman, and Susan Moore Johnson, eds. Managing School Districts for High Performance: Cases in Public Education Leadership. Cambridge, MA: Harvard Education Press, 2007.
      • September 2007 (Revised October 2007)
      • Supplement

      Children's Hospital and Clinics (B)

      By: Amy C. Edmondson, Ingrid M. Nembhard and Kate Roloff
      Explores the numerous initiatives Children's Hospital and Clinics has undertaken to improve patient safety since the late 1990s--from the perspective of 2007. The case thus updates the A case by revisiting the hospital to find out what happened as a result of the... View Details
      Keywords: Safety; Change Management; Organizational Culture; Organizational Structure; Legal Liability; Leadership; Management Teams; Health Industry
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      Edmondson, Amy C., Ingrid M. Nembhard, and Kate Roloff. "Children's Hospital and Clinics (B)." Harvard Business School Supplement 608-073, September 2007. (Revised October 2007.)
      • September 2007
      • Article

      Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research

      By: Michael L. Tushman, Amy Fenollosa, Dan McGrath, Charles A. O'Reilly and Adam Michael Kleinbaum
      As professional schools, business schools aspire to couple research rigor with managerial relevance. There has been, however, a concern that business schools are increasingly uncoupled from practice and that business school research lacks real world relevance. This... View Details
      Keywords: Business Education; Executive Education; Learning; Teaching; Management; Practice; Research
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      Tushman, Michael L., Amy Fenollosa, Dan McGrath, Charles A. O'Reilly, and Adam Michael Kleinbaum. "Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research." Academy of Management Learning & Education 6, no. 3 (September 2007): 345–365.
      • June 2007
      • Article

      Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units

      By: A. L. Tucker, I. Nembhard and A. C. Edmondson
      Keywords: Practice; Organizations; Learning; Health; Information; Health Industry
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      Tucker, A. L., I. Nembhard, and A. C. Edmondson. "Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units." Management Science 53, no. 6 (June 2007): 894–907.
      • 2007
      • Article

      Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process

      By: Amy C. Edmondson, James R. Dillon and Kate Roloff
      The emergence of a research literature on team learning has been driven by at least two factors. First, longstanding interest in what makes organizational work teams effective leads naturally to questions about how members of newly formed teams learn to work together... View Details
      Keywords: Learning; Organizational Culture; Performance Improvement; Practice; Groups and Teams; Research; Adaptation; Cooperation
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      Edmondson, Amy C., James R. Dillon, and Kate Roloff. "Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process." Academy of Management Annals 1 (2007): 269–314.
      • 2006
      • Book

      Science Business: The Promise, the Reality, and the Future of Biotech

      By: Gary P. Pisano
      Why has the biotechnology industry failed to perform up to expectations—despite all its promise? In Science Business, Gary P. Pisano answers this question by providing an incisive critique of the industry. Pisano not only reveals the underlying causes of... View Details
      Keywords: Science; Business Ventures; Biotechnology Industry
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      Pisano, Gary P. Science Business: The Promise, the Reality, and the Future of Biotech. Boston: Harvard Business School Press, 2006.
      • September 2006 (Revised October 2007)
      • Case

      Shinsei Bank: Developing an Integrated Firm

      By: Thomas J. DeLong and Masako Egawa
      Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong... View Details
      Keywords: Integration; Mission and Purpose; Organizational Change and Adaptation; Talent and Talent Management; Organizational Culture; Performance Evaluation; Cooperation; Diversity; Japan
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      DeLong, Thomas J., and Masako Egawa. "Shinsei Bank: Developing an Integrated Firm." Harvard Business School Case 407-006, September 2006. (Revised October 2007.)
      • March 2006
      • Module Note

      Finance in Weak Institutional Environments

      By: Mihir A. Desai and Kathleen Luchs
      Describes the sixth module in the International Finance course at Harvard Business School. The module explores the issues confronting firms that operate in weak institutional environments. The cases examine situations where investor protections are limited and how... View Details
      Keywords: International Finance; Curriculum and Courses; Business Ventures; Framework; Organizational Design; Outcome or Result; Education Industry
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      Desai, Mihir A., and Kathleen Luchs. "Finance in Weak Institutional Environments." Harvard Business School Module Note 206-127, March 2006.
      • October 2005
      • Article

      Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process

      By: Michael Beer, Sven C. Voelpel, Marius Leibold and Eden B. Tekie
      Keywords: Strategy; Management; Learning; Education
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      Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie. "Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process." Long Range Planning 38, no. 5 (October 2005).
      • 2005
      • Chapter

      The Recovery Window: Organizational Learning Following Ambiguous Threats

      By: A. Edmondson, Erika Ferlins, Laura Feldman and Richard Bohmer
      Keywords: Organizational Change and Adaptation; Organizational Design; Risk and Uncertainty; Opportunities
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      Edmondson, A., Erika Ferlins, Laura Feldman, and Richard Bohmer. "The Recovery Window: Organizational Learning Following Ambiguous Threats." In Organization at the Limit: Lessons from the Columbia Disaster, edited by M. Farjoun and W. Starbuck, 220–245. Blackwell Publishing, 2005.
      • July 2005
      • Class Lecture

      Organizational Learning in the Face of Ambiguous Threats

      By: Richard M.J. Bohmer, Amy C. Edmondson and Michael Roberto
      Keywords: Organizational Change and Adaptation
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      Bohmer, Richard M.J., Amy C. Edmondson, and Michael Roberto. "Organizational Learning in the Face of Ambiguous Threats." Harvard Business School Class Lecture 605-093, July 2005.
      • 2005
      • Conference Presentation

      Learning from Samples of Millions or More: Overcoming Organizational Barriers to Inferential Learning

      By: Ranjay Gulati
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      Gulati, Ranjay. "Learning from Samples of Millions or More: Overcoming Organizational Barriers to Inferential Learning." Paper presented at the Academy of Management Annual Meeting, Honolulu, HI, 2005.
      • 2005
      • Class Lecture

      Organizational Learning in the Face of Ambiguous Threats

      By: Amy C. Edmondson, Michael A. Roberto and Richard M.J. Bohmer
      Keywords: Learning; Risk and Uncertainty; Crisis Management; Organizational Culture; Organizational Structure; Groups and Teams
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      Edmondson, Amy C., Michael A. Roberto, and Richard M.J. Bohmer. "Organizational Learning in the Face of Ambiguous Threats." Boston: Harvard Business School Publishing Class Lecture, 2005. Electronic. (Faculty Lecture: HBSP Product Number 9297C.)
      • October 2004 (Revised November 2004)
      • Case

      Mavens & Moguls: Creating a New Business Model

      By: Myra M. Hart, Victoria Winston and Kristin Lieb
      Mavens & Moguls is a "virtual" marketing-consulting firm of approximately 40 professionals. Examines the processes by which its founder, Paige Arnof-Fenn, learns the business, builds a power network of industry experts and potential customers, and uses this expertise... View Details
      Keywords: Internet and the Web; Values and Beliefs; Work-Life Balance; Organizational Structure; Organizational Culture; Operations; Networks; Business Model; Growth Management; Business Growth and Maturation; Entrepreneurship; Growth and Development Strategy; Consulting Industry
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      Hart, Myra M., Victoria Winston, and Kristin Lieb. "Mavens & Moguls: Creating a New Business Model." Harvard Business School Case 805-050, October 2004. (Revised November 2004.)
      • 2004
      • Working Paper

      The Recovery Window: Organizational Learning Following Ambiguous Threats in High-Risk Organizations

      By: Amy C. Edmondson, Michael A. Roberto, Richard M.J. Bohmer, Erika M. Ferlins and Laura R. Feldman
      Citation
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      Edmondson, Amy C., Michael A. Roberto, Richard M.J. Bohmer, Erika M. Ferlins, and Laura R. Feldman. "The Recovery Window: Organizational Learning Following Ambiguous Threats in High-Risk Organizations." Harvard Business School Working Paper, No. 05-012, August 2004.
      • July 2004 (Revised May 2009)
      • Case

      Getting Participant-centered Learning to Work

      By: Thomas R. Piper, James L. Heskett and Gustavo Herrero
      The newly appointed dean of a South American business school is eager to transform the learning process from the traditional lecture method to one that actively engages students and contributes to the development of critical managerial skills, attitudes, and world... View Details
      Keywords: Change Management; Transformation; Business Education; Leading Change; Business Processes; Organizational Change and Adaptation; Alliances; Education Industry; South America
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      Piper, Thomas R., James L. Heskett, and Gustavo Herrero. "Getting Participant-centered Learning to Work." Harvard Business School Case 805-007, July 2004. (Revised May 2009.)
      • Article

      Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change

      By: A. Tucker and A. Edmondson
      The importance of hospitals learning from their failures hardly needs to be stated. Not only are matters of life and death at stake on a daily basis, but also an increasing number of U.S. hospitals are operating in the red. This article reports on in-depth qualitative... View Details
      Keywords: Health Care and Treatment; Health Industry
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      Tucker, A., and A. Edmondson. "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change." California Management Review 45, no. 2 (Winter 2003). (Winner of Accenture Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management​.)
      • October 2003 (Revised November 2003)
      • Module Note

      Organizing to Learn Module Note

      By: Amy C. Edmondson
      Teaches a framework for managing in dynamic or uncertain organizational contexts, designed for either MBA or Executive Education courses. Offers a new perspective on how managers can help stimulate and guide a collective learning process in their organizations. The... View Details
      Keywords: Learning; Business Strategy
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      Edmondson, Amy C. "Organizing to Learn Module Note." Harvard Business School Module Note 604-031, October 2003. (Revised November 2003.)
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