Organizational Behavior
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- Harvard Business Review
Culture is not the culprit
When Organizations Are in Crisis, It's Usually Because the Business is Broken.
By: Jay Lorsch and Emily McTague- Harvard Business Review
Culture is not the culprit
When Organizations Are in Crisis, It's Usually Because the Business is Broken.
By: Jay Lorsch and Emily McTague -
We blame women for not taking the lead in the workplace. Here's why that's wrong.
By: Robin ElyWomen and men alike make a lot of assumptions about women. Yet when it comes to women and work, some of the most ubiquitous beliefs are the most mistaken.
We blame women for not taking the lead in the workplace. Here's why that's wrong.
By: Robin ElyWomen and men alike make a lot of assumptions about women. Yet when it comes to women and work, some of the most ubiquitous beliefs are the most mistaken.
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2015 Thinkers50 Innovation Award
By: Linda A. HillProfessor Linda Hill won the 2015 Thinkers50 Distinguished Achievement Award for Innovation. She was also ranked #6 overall on the Thinkers50 ranking.
2015 Thinkers50 Innovation Award
By: Linda A. HillProfessor Linda Hill won the 2015 Thinkers50 Distinguished Achievement Award for Innovation. She was also ranked #6 overall on the Thinkers50 ranking.
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- HBS Working Knowledge
CEOs and Coaches
How Important is Organizational 'Fit'?
By: Boris Groysberg & Abhijit NaikHow big a factor is matching the right coach with the right team?
- HBS Working Knowledge
CEOs and Coaches
How Important is Organizational 'Fit'?
By: Boris Groysberg & Abhijit NaikHow big a factor is matching the right coach with the right team?
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- HBS Working Knowledge
Is it Worth a Pay Cut to Work for a Great Manager (Like Bill Belichick)?
By: Boris Groysberg & Abhijit Naik- HBS Working Knowledge
Is it Worth a Pay Cut to Work for a Great Manager (Like Bill Belichick)?
By: Boris Groysberg & Abhijit Naik -
- HBS Working Paper Series
Does 'What We Do' Make Us 'Who We Are'?
Organizational Design and Identity Change at the Federal Bureau of Investigation
By: Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin- HBS Working Paper Series
Does 'What We Do' Make Us 'Who We Are'?
Organizational Design and Identity Change at the Federal Bureau of Investigation
By: Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin
About the Unit
Through its research, teaching, and course development, the Organizational Behavior Unit creates and disseminates knowledge that advances the understanding of how to lead and manage with the aim of increasing personal and organizational effectiveness. Although specific research interests span a wide range of subjects, the faculty share a problem driven, interdisciplinary, multi method approach that has led to significant impact on theory and practice.
Our current intellectual agenda builds on the rich history of OB at HBS and focuses squarely on the organizational changes and challenges arising from today's increasingly global and more competitive economy. In the last decade, the faculty have been recognized for their work on leadership in an increasingly diverse and dynamic environment, the evolution of managerial careers in our society, managing diversity, and organizational design and change to meet evolving needs and expectations in a changing world.
Recent Publications
How the Busiest People Find Joy
By: Leslie A. Perlow, Sari Mentser and Salvatore J. Affinito
- July–August 2025 |
- Article |
- Harvard Business Review
Joy, along with achievement and meaningfulness, is one of the three keys to a satisfying life. Yet it’s the missing piece for many ambitious individuals, the authors found after examining data on how nearly 2,000 professionals spend their days. Jam-packed schedules are a factor, their research showed, because people experience more joy during their limited free time than while working or doing household chores. Interestingly, however, what people did with their extra time was more important than how many hours of it they had. The authors uncovered five strategies that will help you get more out of your free time: (1) Engage with others. Sharing experiences amplifies joy. (2) Avoid passive pursuits. The more time you spend on active ones, the more satisfied you’ll be with your life. (3) Follow your passions. Doing what you find personally rewarding delivers significantly more benefits than doing things that typically are considered “good for you.” (4) Diversify your activities. Variety—not depth—boosts happiness. (5) Protect your free time. Don’t let work encroach on it; if you use it wisely, your well-being and job engagement will both increase, and you’ll actually get more value out of your work.
Mother’s Home: Eradicating Social Orphancy in Kazakhstan
By: Boris Groysberg and Annelena Lobb
- July 2025 |
- Case |
- Faculty Research
Mother’s Home International Foundation, a Kazakhstani foundation, had reduced the number of children living in orphanages in Kazakhstan from roughly 10,000 to 4,000 over 12 years, building crisis centers for new mothers to help them keep their babies and stabilize their lives, and working with adoptive parents for better outcomes. The foundation had begun to expand internationally, first to other countries that were part of the former USSR and then beyond. What was the best expansion strategy for them? Was every part of their model portable to other countries?
Extraverts Reap Greater Social Rewards from Passion Because They Express Passion More Frequently and More Diversely
By: Kai Krautter, Anabel Büchner and Jon M. Jachimowicz
- July 2025 |
- Article |
- Personality and Social Psychology Bulletin
Passion is stereotypically expressed through animated facial expressions, energetic body movements, varied tone, and pitch—and met with interpersonal benefits. However, these capture only a subset of passion expressions that are more common for extraverts. Indeed, in an initial dyadic study of supervisors and their subordinates (N = 330), extraverts expressed their passion more strongly through these stereotypical expressions of passion, and observers perceived extraverts as more passionate than introverts. Across three studies (Ntotal = 1,373), we subsequently developed a more comprehensive passion expressions and behaviors scale (PEBS). Using this measure in a daily diary study (N = 206, k = 1,862), we found that extraverts not only expressed their passion in more stereotypical ways, but through a broader variety of expressions in general. Extraverts are perceived as more passionate because they have a broader behavioral repertoire, express their passion more frequently and diversely, and thereby attain greater interpersonal rewards.
Skills-First Talent Management: Artificial Intelligence
By: Boris Groysberg, James Barnett and Izzy Yeoh
- June 2025 |
- Technical Note |
- Faculty Research
A note in a series of notes on how organizations manage skills-first talent-management chains. This note examines how artificial intelligence (AI) has shaped skills-first talent management at companies. Other notes in this series include “Skills-First Talent Management: Hiring” (HBS No. 425-019), “Skills-First Talent Management: Onboarding, Development, and Performance Management” (HBS No. 425-020), “Skills-First Talent Management: Engagement and Retention” (HBS No. 425-021), and “Skills-First Talent Management: The Importance of Managers” (HBS No. 425-081).
Khabar Lahariya
By: Ranjay Gulati and Kanika Jain
- June 2025 |
- Case |
- Faculty Research
Founded and run entirely by women, Khabar Lahariya was a leading digital media portal, known for its uniquely feminist perspective and rural focus. It started in 2002 as a non-profit print publication, and by 2023, had evolved into a multimedia news site that was part of a for profit, socially-focused company—Chambal Media. Over the years, it had trained several rural women, many from marginalized communities, to become reporters. Chambal Media also created audiovisual and written content on gender, media, and development for non-profit and corporate clients. In 2021, the organization launched Chambal Academy, an online journalism course for rural women. Despite these various ventures, the company was yet to find a profitable and scalable model. What kind of projects should Chambal Media take on? Should they focus entirely on revenue or also consider a project’s impact? What kind of business model would allow Chambal Media to achieve performance with purpose?
Outcome and Process Frames: Strategic Renewal and Capability Reprioritization at the Federal Bureau of Investigation
- June 2025 |
- Article |
- Strategic Management Journal
[Research Summary]: Framing is critical for leaders who must build support for strategic renewal. While research has concentrated on renewal that replaces one set of capabilities with another, we explore a distinctive challenge: how leaders persuade stakeholders to endorse the reprioritization of resources toward a capability set that must coexist with an existing one. Moreover, while research has focused on how leaders build employee support for renewal, we examine how to persuade those overseeing resource allocation. Our study analyzes Director Robert Mueller's 12-year effort at the FBI—after the 9/11 terrorist attacks—to build up counterterrorism capabilities while maintaining existing law enforcement capabilities. We offer a novel distinction between outcome frames and process frames and discuss how each frame, sequenced properly, is relevant to strategic renewal. [Managerial Summary]: This study examines how leaders can build support for strategic renewal when an organization must develop new capabilities while maintaining existing ones. We analyze how FBI Director Robert Mueller, in the wake of 9/11, used strategic communication—or framing—to persuade members of Congress overseeing the FBI's budget to support the development of new counterterrorism capabilities alongside its traditional law enforcement mandate. We highlight two types of frames: outcome frames (focused on what the organization seeks to achieve) and process frames (emphasizing how the organization operates). Our findings reveal that sequencing these types of frames is essential. By using outcome frames to address immediate concerns and shifting to process frames to resolve longer-term tensions, leaders can build stakeholder support for complex resource reprioritization efforts.
Time Well Spent: A New Way to Value Time Could Change Your Life
By: Leslie Perlow and Salvatore J Affinito
- Summer 2025 |
- Article |
- MIT Sloan Management Review
When individuals engage in fulfilling activities outside of work, they perform better on the job, but simply encouraging work-life balance doesn’t help with hour-by-hour time management. A new tool for measuring the subjective value of time for individuals as it varies across their weekly activities provides the granular data insights that can help shift nonwork activities to those that are of greater benefit to well-being. The article explains how leaders can make this a team activity.
Riding the Passion Wave or Fighting to Stay Afloat? A Theory of Differentiated Passion Contagion
By: Emma Frank, Kai Krautter, Wen Wu and Jon M. Jachimowicz
- June 2025 |
- Article |
- Administrative Science Quarterly
Prior research suggests that employees benefit from highly passionate teammates because passion spreads easily from one employee to the next. We develop theory to propose that life in high-passion teams may not be as uniformly advantageous as previously assumed. We suggest that high-passion teams also evoke pressures that lead employees to expend effort to increase their levels of passion, which negates the benefits the team provides. We first conducted an experience-sampling study at an engineering company involved in the production and maintenance of critical infrastructure that benefits the greater good, with 829 employees nested in 155 teams, which we surveyed three times per day for 20 consecutive work days. These data show that employees caught their teammates’ passion and consequently reported better performance, lower emotional exhaustion, and a stronger sense of social connection. However, these benefits coexisted alongside costs employees incurred that were associated with increasing their passion. In a subsequent pre-registered experiment (N = 1,063), we provide causal evidence for these effects and their underlying mechanism, finding that passion contagion is particularly effort-laden—more so than contagion of other states and increases in passion that are not the result of contagion. We develop a theory of differentiated passion contagion that exposes the effort inherent in contagion and the implications of that effort. Our work suggests that passion caught from others may hold less value than passion incited from within, and shifts our understanding of when and why passion for work is beneficial and detrimental. We also discuss implications for broader emotional contagion theory.
Harvard Business Publishing
Seminars & Conferences
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