Publications
Publications
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(2,320)
- Faculty Publications (257)
- 2010
- Working Paper
Reversing the Queue: Performance, Legitimacy, and Minority Hiring
By: Andrew Hill and David A. Thomas
Studies of minority hiring have found that poor-performing firms or firms in highly competitive contexts are more likely to hire minority candidates. However, most work has examined hiring for entry and mid-level positions, not senior management. Management positions... View Details
- 2010
- Working Paper
Will I Stay or Will I Go?: Cooperative and Competitive Effects of Workgroup Sex and Race Composition on Turnover
By: Kathleen L. McGinn and Katherine L Milkman
We develop an integrated theory of the social identity mechanisms linking workgroup sex and race composition across levels with individual turnover. Building on social identity research, we theorize that social cohesion (Tyler, 1999; Hogg and Terry, 2000) and social... View Details
Keywords: Competition; Ethnicity; Race; Groups and Teams; Identity; Resignation and Termination; Gender; Cooperation
- December 2009
- Article
Hiding the Evidence of Valid Theories: How Coupled Search Processes Obscure Performance Differences Among Organizations
By: Nicolaj Siggelkow and Jan Rivkin
Theorists argue that an organization's high-level choices, such as its organizational design or the attributes of its top management team, should influence its performance, yet empirical researchers have struggled to detect such influence. The impact of high-level... View Details
- September 2009
- Module Note
Leading Teams Note
This note, which describes the architecture and processes that characterize effective teams, begins by detailing the steps involved in designing a team, from diagnosing the complexity, interdependence, and objectives of the task to harnessing the key resources teams... View Details
- August 2009
- Case
Meeting the Diversity Challenge at PepsiCo: The Steve Reinemund Era
By: David A. Thomas and Stephanie Creary
This case profiles PepsiCo's diversity journey under the leadership of former chairman and CEO Steve Reinemund who instituted diversity as one of the company's strategic imperatives. It demonstrates the ways in which Reinemund partnered with his leadership team and... View Details
- 2009
- Working Paper
Varied Experience, Team Familiarity, and Learning: The Mediating Role of Psychological Safety
By: Bradley R. Staats, Francesca Gino and Gary P. Pisano
Prior work examining the relationship of varied experience (i.e., the concurrent completion of multiple tasks) and learning by groups finds inconsistent results. We hypothesize that team familiarity, i.e, individuals' prior shared work experience, may help explain this... View Details
- 2009
- Working Paper
Fluid Tasks and Fluid Teams: The Impact of Diversity in Experience and Team Familiarity on Team Performance
By: Robert S. Huckman and Bradley R. Staats
In this paper, we consider how the structures of tasks and teams interact to affect team performance. We study the effects of diversity in experience on a team's ability to respond to task changes, by separately examining interpersonal team diversity (i.e., differences... View Details
- 2009
- Chapter
Collaboration Across Knowledge Boundaries within Diverse Teams: Reciprocal Expertise Affirmation as an Enabling Condition
By: Amy C. Edmondson, Kate Roloff and Lucy H. MacPhail
We review research on expertise diversity, psychological safety, team collaboration, and role identity to propose a model in which reciprocal affirmations of expertise identity among team members—a feature of the team environment that we conceptualize as a dimension of... View Details
- January 2009
- Article
Team Familiarity, Role Experience, and Performance: Evidence from Indian Software Services
By: Robert S. Huckman, Bradley R. Staats and David M. Upton
Much of the literature on team learning views experience as a unidimensional concept captured by the cumulative production volume of, or the number of projects completed by, a team. Implicit in this approach is the assumption that teams are stable in their membership... View Details
- 2009
- Working Paper
Virtual Team Learning: Reflecting and Acting, Alone or With Others
By: Deborah L. Soule and Lynda M. Applegate
This paper examines virtual team learning in new product development situations. New product development activities manifest novelty, uncertainty and complexity, presenting an extreme need for learning in the course of the work. We present data from an exploratory... View Details
- November 2008
- Case
The Hong Kong & China Gas Company Ltd.: Negotiating Joint Ventures in China
By: James K. Sebenius, Michael Shih-ta Chen and Medha Samant
To deliver 5-6 major new Chinese joint ventures annually, Hong Kong China Gas executives began extracting cross-border negotiating lessons from their 80 existing Chinese JVs. Chairman Alfred Chan and CEO Peter Wong knew that HKGC's growth strategy required significant... View Details
- 2008
- Working Paper
Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem
By: Robert S. Huckman and Bradley R. Staats
Prior work in organizational learning has failed to find a consistent effect of variation in experience on performance. While some studies find a positive relationship between these two variables, others find no effect or even a negative relationship. In this paper, we... View Details
- June 2008 (Revised October 2008)
- Case
AREVA T&D
By: Ananth Raman, Vincent Marie Dessain, Ane Damgaard Jensen and Gudrun Urfalino Kristinsdottir
The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T and D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved... View Details
- 2008
- Chapter
Identity Negotiation Processes Amidst Diversity: Understanding the Influence of Social Identity and Status Differences
By: Jeffrey T. Polzer and Heather M. Caruso
We integrate an identity negotiation framework with research on diversity, social identity theory, and status differences. This integration reveals the distinct advantages and challenges that high and low status people face when they engage in identity negotiation... View Details
- April 2008
- Case
TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial
By: Michael Beer and Sunru Yong
TerraCog, a successful privately held high-tech firm that develops GPS (global positioning system) and similar products for consumer markets, has recently been caught off-guard by a competitor's new product that makes novel use of satellite imagery. When TerraCog... View Details
Keywords: Organizational Behavior; Meetings; Decision Making; Group Dynamics; Human Resource Management; Conflict; Information Technology; Leadership; Conflict Management; Competition; Groups and Teams; Organizational Culture; Human Resources; Communication; Decision Choices and Conditions; Crisis Management; Technology Industry
- March 2008 (Revised March 2009)
- Case
Purolator Courier Ltd.
By: Rajiv Lal and Catherine Ross
On a fall day in September 2003, Robert Swanborough made his way down a thickly carpeted hallway in Purolator's headquarters in Toronto, Canada, toward a meeting with his two deputies. Several months earlier, Swanborough, then vice-president of Marketing, had been... View Details
- 2008
- Simulation
Everest Leadership and Team Simulation
By: Michael A. Roberto and Amy C. Edmondson
This item is currently not available for purchase on this site. To order, please contact Customer Service - (800) 545-7685 or (617) 783-7600. **REVISED AUGUST 2009!** This web-based simulation uses the dramatic context of a Mount Everest expedition to reinforce student... 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
- December 2007
- Article
China + India: The Power of Two
By: Tarun Khanna
China and India are burying the hatchet after four-plus decades of hostility. A few companies from both nations have been quick to gain competitive advantages by viewing the two as symbiotic. If Western corporations fail to do the same, they will lose their competitive... View Details