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- October 2022
- Case
Ethena: A Go-to-Market Dilemma
By: Rembrand Koning and Stacy Straaberg
In November 2021, Roxanne Petraeus and Anne Solmssen, founders of Brooklyn-based software-as-a-service (SaaS) startup Ethena, were looking to expand their compliance training business. The founders hired Arnie Gullov-Singh, an outside revenue consultant, to advise on... View Details
- September–October 2022
- Article
Case Study: What's the Right Career Move After a Public Failure?
By: Jon M. Jachimowicz and Francesca Gino
“Reunions are for happy people,” Mariani Kallis said to her friend Whitney on the phone. “I’m not going.” “Come on, it won’t be the same without you,” Whitney pleaded. “Besides, no one is happy right now. Everyone’s life is a mess.”
“I’m pretty sure none of our... View Details
- Article
To Drive Efforts...Don't Tiptoe Around Your Legal Risk
By: Edward Chang and Bonnie Levine
Many Diversity, Equity, and Inclusion (DEI) initiatives are scuttled because DEI leaders and legal teams feel themselves to be at odds over questions of acceptable risk. DEI leaders see lawyers as guardians of the status quo, whereas legal experts, trained to... View Details
- July 2022 (Revised February 2025)
- Case
A Soul and a Service: North Carolina Mutual Life Insurance
By: Tom Nicholas and John Masko
The North Carolina Mutual and Provident Association (the Mutual) was founded in 1898 as a for-profit entity selling life insurance catering to the Black community. The Mutual was entering a field crowded with established White-owned competitors that largely refused to... View Details
- July 2022
- Case
Operation Overlord
By: Boris Groysberg, Greg Goullet, Katherine Connolly Baden and Sarah L. Abbott
On June 6, 1944, nearly 5,000 ships, 11,000 planes, and 160,000 infantrymen under an Allied joint-command of American, British, and Canadian leaders were sent across the English Channel, with hopes of re-establishing a foothold in Nazi-occupied France. Known as D-Day,... View Details
- July 2022
- Article
The Passionate Pygmalion Effect: Passionate Employees Attain Better Outcomes in Part Because of More Preferential Treatment by Others
By: Ke Wang, Erica R. Bailey and Jon M. Jachimowicz
Employees are increasingly exhorted to “pursue their passion” at work. Inherent in this call is the belief that passion will produce higher performance because it promotes intrapersonal processes that propel employees forward. Here, we suggest that the pervasiveness of... View Details
- 2022
- Working Paper
Machine Learning Models for Prediction of Scope 3 Carbon Emissions
By: George Serafeim and Gladys Vélez Caicedo
For most organizations, the vast amount of carbon emissions occur in their supply chain and in the post-sale processing, usage, and end of life treatment of a product, collectively labelled scope 3 emissions. In this paper, we train machine learning algorithms on 15... View Details
- 2024
- Working Paper
An Anatomy of Performance Monitoring
By: Achyuta Adhvaryu, Anant Nyshadham and Jorge Tamayo
Does better monitoring improve firm performance? We study the introduction of a technology that enabled managers to track the progress of drive-thru orders in a large quick-service restaurant chain. Sales initially increased by 5%, driven by managerial training inputs,... View Details
Keywords: Performance Monitoring; Worker Skills; Skill Depreciation; Managerial Inattention; On-the-job Training; Productivity; Multitasking; Quick Serve Restaurants; Performance Evaluation; Employees; Competency and Skills; Training; Performance Productivity; Management; Information Technology; Food and Beverage Industry; Puerto Rico
- March 2022
- Case
Talent@Tencent
By: Tarun Khanna, Shu Lin and Nancy Hua Dai
On November 11, 2016, Xi Dan, Senior Vice President of Tencent, and Ma Yongwu, Dean of Tencent Academy, were discussing how Tencent could develop new capabilities to sustain its growth miracle and entry into new technologies, expansion into B2B businesses, and... View Details
- January 2022 (Revised November 2023)
- Case
Expanding the Culture of Learning at Kraft Heinz
By: Ashley V. Whillans and Carolyn Watson
The Kraft Heinz Company (KHC) was an American food company formed in 2015 by the merger of Kraft Foods Group, Inc and the H.J. Heinz Company. The company sold food products like Heinz Ketchup, Kraft Mac & Cheese, Kool-Aid, and Philadelphia cream cheese to supermarkets,... View Details
Keywords: Learning; Culture; Work Culture; Workplace Practices; Mergers; Mergers and Acquisitions; Competitive Advantage; Human Capital; Training; Performance Evaluation; Growth and Development; Personal Development and Career; Employee Relationship Management; Organizational Change and Adaptation; Organizational Culture; Food and Beverage Industry
- Article
Pattern Detection in the Activation Space for Identifying Synthesized Content
By: Celia Cintas, Skyler Speakman, Girmaw Abebe Tadesse, Victor Akinwande, Edward McFowland III and Komminist Weldemariam
Generative Adversarial Networks (GANs) have recently achieved unprecedented success in photo-realistic image synthesis from low-dimensional random noise. The ability to synthesize high-quality content at a large scale brings potential risks as the generated samples may... View Details
- Article
Adaptive Machine Unlearning
By: Varun Gupta, Christopher Jung, Seth Neel, Aaron Roth, Saeed Sharifi-Malvajerdi and Chris Waites
Data deletion algorithms aim to remove the influence of deleted data points from trained models at a cheaper computational cost than fully retraining those models. However, for sequences of deletions, most prior work in the non-convex setting gives valid guarantees... View Details
- Article
Counterfactual Explanations Can Be Manipulated
By: Dylan Slack, Sophie Hilgard, Himabindu Lakkaraju and Sameer Singh
Counterfactual explanations are useful for both generating recourse and auditing fairness between groups. We seek to understand whether adversaries can manipulate counterfactual explanations in an algorithmic recourse setting: if counterfactual explanations indicate... View Details
- Article
Business Investment in Education in Emerging Markets Since the 1960s
By: Valeria Giacomin, Geoffrey Jones and Erica Salvaj
This article examines non-profit investments by business in education in emerging markets between the 1960s and the present day. Using a sample of 110 interviews with business leaders from an oral history database, the study shows that more than three-quarters of such... View Details
- September 2021
- Article
Perceptions on Undertaking Regular Asymptomatic Self-testing for COVID-19 Using Lateral Flow Tests: A Qualitative Study of University Students and Staff
By: Marta Wanat, Mary Logan, Jennifer A. Hirst, Charles Vicary, Joseph J. Lee, Rafael Perera, Irene Tracey, Gordon Duff, Peter Tufano, Thomas Fanshawe, Lazaro Mwandigha, Brian D. Nicholson, Sarah Tonkin-Crine and Richard Hobbs
Objectives: Successful implementation of asymptomatic testing programmes using lateral flow tests (LFTs) depends on several factors, including feasibility, acceptability and how people act on test results. We aimed to examine experiences of university students... View Details
- Article
Unconscious Bias Training That Works
By: Francesca Gino and Katherine Coffman
To become more diverse, equitable, and inclusive, many companies have turned to unconscious bias (UB) training. By raising awareness of the mental shortcuts that lead to snap judgments—often based on race and gender—about people’s talents or character, it strives to... View Details
- August 2021
- Case
Zoom Video Communications: Building a Culture of Diversity, Equity, & Inclusion During COVID-19
By: Karen G. Mills, Scott Duke Kominers, Christopher Stanton, Andy Wu, George Gonzalez and Gabriella Elanbeck
Keywords: Diversity Management; Diversity Training; Cultural Change; Cultural Diversity; Inclusion; Inclusive Growth; Inclusive Hiring; Hiring; Hiring Of Employees; Recruiting; Performance Management; Change Leadership; Race And Ethnicity; Racial Bias; Racial Disparity; Racial Injustice; Racial Tensions; Racism; Organization; Organization Process; Organization Structure; Structural/institutional Racism; Leadership And Change Management; Leadership And Managing People; Leading; Gender Bias; Discrimination; Inequalities; Inequality; Social Change; Employee Attitude Development And Empowerment; Employee Bonding; Employee Empowerment; Employee Engagement; Employee Fairness; Employee Morale; Employee Performance Management; Employee Relations; Company Culture; Company Values; Values; COVID-19 Pandemic; Demographics; Diversity; Age; Ethnicity; Gender; Business Processes; Change Management; Change; Race; Human Capital; Human Resources; Compensation and Benefits; Employees; Employee Relationship Management; Recruitment; Retention; Selection and Staffing; Jobs and Positions; Job Interviews; Leadership; Leading Change; Management; Management Teams; Business or Company Management; Crisis Management; Goals and Objectives; Growth and Development; Growth and Development Strategy; Growth Management; Management Style; Organizational Change and Adaptation; Organizational Culture; Organizational Design; Organizational Structure; Organizations; Mission and Purpose; Culture; Happiness; Prejudice and Bias; Satisfaction; Equity; Identity; Leadership Style; Values and Beliefs; Technology Industry; United States
- August 2021
- Supplement
Dirk Nowitzki: Changing the Game
By: Boris Groysberg
NBA Superstar Dirk Nowitzki was unsure whether the 2018–2019 season would be his last as an NBA player. He had not faced such uncertainty since 1998, when he had navigated a difficult decision regarding the timing of his move to the NBA. He also did not know what he... View Details
- August 2021
- Article
The Undervalued Power of Self-relevant Research: The Case of Researching Retirement While Retiring
By: Teresa M. Amabile and Douglas T. (Tim) Hall
For decades, training in management research has emphasized objectivity, typically viewed as an arm’s length distance between the topic of the research and the interests of the researcher. This emphasis has led most scholars to avoid research topics of deep personal... View Details
- Article
Learning Models for Actionable Recourse
By: Alexis Ross, Himabindu Lakkaraju and Osbert Bastani
As machine learning models are increasingly deployed in high-stakes domains such as legal and financial decision-making, there has been growing interest in post-hoc methods for generating counterfactual explanations. Such explanations provide individuals adversely... View Details