Publications
Publications
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(760)
- Faculty Publications (49)
- December 2014
- Article
Team Reflexivity as an Antidote to Team Information Processing Failures
By: M. C. Schippers, A. C. Edmondson and M. A. West
This article proposes that team reflexivity—a deliberate process of discussing team goals, processes, or outcomes—can function as an antidote to team-level biases and errors in decision making. We build on prior work conceptualizing teams as information-processing... View Details
- June 2014
- Supplement
Merrimack Pharmaceuticals, Inc. (B)
By: Amy C. Edmondson, Bethany Gerstein and Melissa Valentine
In 2006, the leadership team at Merrimack Pharmaceuticals, Inc. had to decide whether to keep its R&D organization in functional departments or restructure it into interdisciplinary teams. This case follows the outcomes of this decision from 2006 to mid-2014, and... View Details
- June 2014 (Revised February 2017)
- Case
Kathy Giusti and the Multiple Myeloma Research Foundation
By: Richard G. Hamermesh, Joshua D. Margolis and Matthew G. Preble
What do you do when your rising professional career is cut short by an unexpected cancer diagnosis? Kathy Giusti shifted careers, built a new organization that transformed how cancer research is done, and now faces the challenge of sustaining the organization and its... View Details
Keywords: Philanthropy; Philanthropy Funding; Entrepreneurship; Health Care; Management Styles; Personalized Medicine; Health Care Outcomes; Cancer; Cancer Care In The U.S.; Personal Care; Leadership; Leading Change; Social Entrepreneurship; Philanthropy and Charitable Giving; Health Care and Treatment; Leadership Style; Management Style; Management Skills; Growth and Development Strategy; Business Strategy; Health; Health Industry; United States; Canada; Spain
- April 2014
- Case
Merrimack Pharmaceuticals, Inc. (A)
By: Amy C. Edmondson, Bethany S. Gerstein and Melissa Valentine
In 2006, Merrimack Pharmaceuticals was a fast-growing biotechnology company. Its leadership team was divided over whether to keep R&D organized in functional departments or transition to interdisciplinary teams. As a small company, Merrimack's R&D organization had... View Details
- September 2013 (Revised August 2015)
- Background Note
Leadership and Teaming
By: Ethan Bernstein
Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail... View Details
Keywords: Teams; Teaming; Leadership And Managing People; Leadership; Team Effectiveness; Team Performance; Team Design; Team Leadership; Teamwork; Team Process; Team Function; Team Launch; 60/30/10 Rule; Team Boundary; Distribution Of Leadership Authority; Self-Managed Teams; Virtual Teams; Unbounded Teams; Acts Of Leadership; Execution Teams; Decision Making Teams; Creativity Teams; Team Size; Task Design; Team Timeline; Team Roles; Team Representation; Diversity; Team Familiarity; Collective Intelligence; Team Stages Of Development; Team Coaching; Performance Pressure; X-Teams; Team Focus; Interaction; Management Teams; Managerial Roles; Management Systems; Management Style; Management Skills; Management Practices and Processes; Organizational Design; Organizational Structure; Performance Effectiveness; Performance Efficiency; Performance Productivity; Groups and Teams; Networks; Social Psychology; Behavior; Conflict and Resolution; Creativity; Social and Collaborative Networks; Satisfaction; Prejudice and Bias; Power and Influence; Personal Characteristics; Familiarity; Cognition and Thinking; Attitudes; Projects; Organizational Culture; Organizational Change and Adaptation; Leadership Development; Leadership Style; Leading Change; Knowledge Use and Leverage; Knowledge Sharing; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Design; Interpersonal Communication; Accommodations Industry; Accounting Industry; Advertising Industry; Aerospace Industry; Agriculture and Agribusiness Industry; Air Transportation Industry; Apparel and Accessories Industry; Auto Industry; Banking Industry; Battery Industry; Beauty and Cosmetics Industry; Bicycle Industry; Biotechnology Industry; Chemical Industry; Communications Industry; Computer Industry; Construction Industry; Consulting Industry; Consumer Products Industry; Distribution Industry; Education Industry; Electronics Industry; Employment Industry; Energy Industry; Entertainment and Recreation Industry; Fashion Industry; Financial Services Industry; Fine Arts Industry; Food and Beverage Industry; Forest Products Industry; Forestry Industry; Green Technology Industry; Health Industry; Industrial Products Industry; Information Industry; Information Technology Industry; Insurance Industry; Journalism and News Industry; Legal Services Industry; Manufacturing Industry; Media and Broadcasting Industry; Medical Devices and Supplies Industry; Mining Industry; Motion Pictures and Video Industry; Motorcycle Industry; Music Industry; Pharmaceutical Industry; Public Administration Industry; Public Relations Industry; Publishing Industry; Pulp and Paper Industry; Rail Industry; Real Estate Industry; Retail Industry; Rubber Industry; Semiconductor Industry; Service Industry; Shipping Industry; Sports Industry; Steel Industry; Technology Industry; Telecommunications Industry; Tourism Industry; Transportation Industry; Travel Industry; Utilities Industry; Video Game Industry; Web Services Industry; Asia; North and Central America; South America; Atlantic Ocean; Central Asia; Europe; Latin America; Middle East; Oceania; West Indies
- November 2009
- Supplement
Managing a Global Team: Greg James at Sun Microsystems, Inc. (B)
By: Tsedal Neeley
This case updates students on the steps Greg James took to solve the problems that instigated the crisis documented in “Managing a Global Team: Greg James at Sun Microsystems, Inc. (A).” We find out how James solves the process problems involved in his team's breakdown... View Details
- October 2009
- Case
Medisys Corp.: The IntensCare Product Development Team
By: Anne Donnellon and Joshua D. Margolis
Key topics include designing teams, managing teams, managing conflict, group dynamics, project management, product development, interdepartmental relations, and organizational change. MediSys, a U.S.-based medical equipment maker, has been developing IntensCare, a new... View Details
Keywords: Project Management; Interdepartmental Relations; Organizational Change; Leadership; Conflict Management; Interpersonal Communication; Groups and Teams; Product Design; Product Development; Organizational Change and Adaptation; Health Care and Treatment; Power and Influence; Medical Devices and Supplies Industry; United States
- March 2009
- Case
Barbara Norris: Leading Change in the General Surgery Unit
By: Boris Groysberg, Nitin Nohria and Deborah Bell
Barbara Norris struggles to address the many problems facing her as a recently promoted nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). She has inherited a unit with the lowest employee satisfaction scores and highest... View Details
- February 2009 (Revised April 2011)
- Case
Mistry Architects (A)
By: Amy C. Edmondson, Robert G. Eccles and Mona Sinha
Describes an architecture firm founded and run by a husband and wife team, Sharukh and Renu Mistry, that emphasizes "green" building. The firm presents an unusual mix of projects-spanning the spectrum from larger corporate projects to small private homes. The mix also... View Details
- February 2009 (Revised September 2011)
- Case
Big Spaceship: Ready to Go Big?
By: Boris Groysberg and Michael Slind
Big Spaceship, a digital marketing agency, faced a rather big challenge: How to scale the distinctive culture that was essential to its competitive strategy? Renowned for the cutting-edge websites that it developed to market major Hollywood movies and leading consumer... View Details
- January 2008 (Revised May 2008)
- Case
Comcast New England: A Journey of Organizational Transformation
By: Michael Beer and Anita Arun
This case describes how Kevin Casey, Comcast's New England Region general manager, transformed a low commitment and performance organization. When he took charge of this Comcast region he inherited an organization that was bureaucratic, had low customer satisfaction,... View Details
- 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
- October 2007 (Revised March 2008)
- Case
Dove: Evolution of a Brand
By: John A. Deighton
Examines the evolution of Dove from functional brand to a brand with a point of view after Unilever designated it as a masterbrand, and expanded its portfolio to cover entries into a number of sectors beyond the original bath soap category. The development causes the... View Details
- September 2007 (Revised December 2008)
- Case
Michael Fernandes at Nicholas Piramal
By: Michel Anteby and Nitin Nohria
Michael Fernandes, the Director of Custom Manufacturing Operations at the pharmaceutical company Nicholas Piramal India Limited (NPIL), schedules a meeting with three of his reports, whose interpersonal conflicts with one another are causing his business development... View Details
- August 2006
- Article
Extending the Faultline Concept to Geographically Dispersed Teams: How Colocated Subgroups Can Impair Group Functioning
By: Jeffrey T. Polzer, Brad Crisp, Sirkka L. Jarvenpaa and Jerry W. Kim
We theorize that in geographically dispersed teams, members' geographic locations are likely to activate "faultlines" (hypothetical dividing lines that split a group into subgroups) that impair team functioning. In a study of 45 teams comprised of graduate students... View Details
- May 2006
- Module Note
Leading Culturally Diverse Teams
By: Robin J. Ely
Describes the Leading Culturally Diverse Teams module (eight class sessions), which teaches students the leadership perspectives and skills necessary to develop high-functioning, culturally diverse teams (teams diverse in, for example, race, ethnicity, gender,... View Details
- April 2005 (Revised March 2006)
- Case
Change at Whirlpool Corporation (A)
By: Jan W. Rivkin, Dorothy A. Leonard and Gary Hamel
In 1998, the CEO of Whirlpool Corp. decides to change the company's strategy significantly to escape an increasingly unattractive "stalemate" in the appliance industry. The change he proposes involves a fundamental shift in the company's focus--from manufacturing to... View Details
- 6 Jun 2002 - 9 Jun 2002
- Conference Presentation
Perceived Individual Creativity in Organizational Teamwork as a Function of Personality and Gender
By: Giovanni Moneta, Teresa M. Amabile, Elizabeth Schatzel and Steven J. Kramer
- July 1999 (Revised January 2000)
- Case
Yahoo!: Business on Internet Time
By: Jan W. Rivkin and Jay R. Girotto
In the wake of major competitive moves, CEO Tim Koogle and his senior team at Yahoo!, an Internet portal, must decide whether and how to adjust their strategy. Following deals between AOL and Netscape, Excite and @Home, Infoseek and Disney, and Snap and NBS, Yahoo!... View Details
- March 1997 (Revised March 1997)
- Case
Business Teams at Rubbermaid, Inc.
By: Teresa M. Amabile and Dean Whitney
Rubbermaid, a consumer-products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team... View Details