Publications
Publications
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(1,951)
- Faculty Publications (397)
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- 1994
- Chapter
Person and Environment in Talent Development: The Case of Creativity
By: T. M. Amabile, E. Phillips and M. A. Collins
- September 1993 (Revised June 1994)
- Case
Hewlett-Packard: Singapore (A)
In the over 20 years since Hewlett-Packard (HP) set up a manufacturing site in Singapore to produce calculators, HP has invested managerial talent and resources in developing its licensor into a technology development partner. The case details the growth of high-volume... View Details
- 1988
- Chapter
Creative Human Resources in the R&D Laboratory: How Environment and Personality Impact Innovation
By: T. M. Amabile and S. S. Gryskiewicz
- November 1981
- Case
Assessing Managerial Talent at AT&T (A)
By: Michael Beer
Provides background on the assessment center used by AT&T to assess managerial potential for upper middle management. Contains assessment reports for two candidates. Raises questions about manpower training and development. Students may be asked which of the candidates... View Details
- Research Summary
By: Ashish Nanda
Ashish Nanda's research focuses on ethics and economics of managing
professional service firms.
Nanda is working on a project that studies how management of conflict of interest influences professional identity, the role of professional associations, and the... View Details
- Research Summary
Current Research
By: Thomas J. DeLong
I'm currently studying how global organizations organize talent management systems in order to maintain and enhance the performance of professionals. I'm also interested in the socialization process of organizations based on size and focus of the... View Details
- Forthcoming
- Article
Human Capital and the Managerial Revolution in the United States: Evidence from General Electric
By: Tom Nicholas
This paper estimates the returns to human capital accumulation during the first era of mega-firms in the United States by linking employees at General Electric—a canonical enterprise associated with the “visible hand” of managerial hierarchies—to the 1940 census. I... View Details
- Teaching Interest
Launching New Ventures—Jump-Starting Innovation for Entrepreneurs and Business Owners (Executive Education)
By: William R. Kerr
Starting up a new venture amid rapid change is fraught with challenges. Whether you are starting a new business, launching a new business line, or building an entrepreneurial culture within a small-to-midsize company, this program provides a new perspective and core... View Details
- Teaching Interest
Leadership and Organizational Behavior (LEAD)
Professor Bernstein taught Leadership and Organizational Behavior (LEAD) from 2013-2016 (7 sections). This course focuses on how managers become effective leaders by addressing the human side of enterprise.
The course is divided into five modules:
- Research Summary
Leadership, Innovation, and Talent Management
By: Linda A. Hill
Hill is working on various research projects. The first, Leadership as Collective Genius, explores the relationships among leadership, creativity and diversity, more specifically the kind of collaborative work necessary for innovation in today's global enterprise. The... View Details
- Teaching Interest
Managing Human Capital
The Managing Human Capital course has been specifically designed to teach practical skills for the future general manager (not just the human resource practitioner) who seeks to manage both other people and her or his own career with optimal... View Details
Keywords: Human Capital; Hiring; Socialization; Performance Management; Compensation And Benefits; Talent Development And Retention; Structure; Career Management; Human Resources; Leadership; Personal Development and Career; Organizations; Organizational Culture; Organizational Design; Organizational Structure; Africa; Asia; Europe; Middle East; Latin America; North and Central America; South America
- Research Summary
Overview
I have spent my career studying novel talent management practices and their effect on collaboration and performance. My core research focuses on two interrelated organizational trends that have become salient in the 21st century: workplace transparency (who gets to... View Details
Keywords: Privacy; Transparency; Productivity; Field Experiments; Communication; Design; Human Resources; Leadership; Management; Organizational Design; Organizational Structure; Performance; Groups and Teams; Networks; Behavior; Social and Collaborative Networks; Satisfaction; North America; Europe; Asia; China; Japan; Latin America
- Article
Passion Penalizes Women and Advantages (Unexceptional) Men in High-Potential Designations
By: Joyce He, Jon M. Jachimowicz and Celia Moore
High potential programs offer a swift path up the corporate ladder for those who secure a place on them. However, the evaluation of “potential” occurs under considerable uncertainty, creating fertile ground for gender bias. We document that men are more likely than... View Details
- Research Summary
Research Questions
By: Anita Elberse
One overarching question drives my research: What are effective marketing strategies for managers in creative industries?
I focus on three sub-questions:
- How can managers in creative industries effectively manage products and product... View Details
- Research Summary
Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs ( Princeton University Press, October 2002)
By: Rakesh Khurana
In this book, I argue that the external CEO labor market was born in a burst of rhetoric about wresting control of corporations away from a group of self-interested insiders, as senior managers in the era of managerial capitalism had come to be portrayed. The rationale... View Details
- Forthcoming
- Article
Should Human Capital Development Programs Be Voluntary or Mandatory? Evidence from a Field Experiment
By: Jason Sandvik, Richard Saouma, Nathan Seegert and Christopher Stanton
In a field experiment, we find large differences in productivity treatment effects between voluntary and mandatory workplace mentorship programs. A significant portion of this difference is due to the best employees opting into the program when it is voluntary and... View Details
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