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• Working Paper | HBS Working Paper Series | 2012

  An Outside-Inside Evolution in Gender and Professional Work

  Lakshmi Ramarajan, Kathleen McGinn and Deborah Kolb

  We study the process by which a professional service firm reshaped its activities and beliefs over nearly two decades as it adapted to shifts in the social discourse regarding gender and work. Analyzing archival data from the firm over eighteen years and representations of gender and work from the business press over the corresponding two decades, we find that the firm internalized the broader social discourse through iterated cycles of analysis and action, punctuated by evolving beliefs about gender and work. Outside experts and shifting social understandings played pivotal roles in changing beliefs and activities inside the firm. We conclude with an internalization model depicting organizational adaptation to evolving social institutions.

  Keywords: gender; professional service firms; social institutions; organizational learning;

  Citation:

  Ramarajan, Lakshmi, Kathleen McGinn, and Deborah Kolb. "An Outside-Inside Evolution in Gender and Professional Work." Harvard Business School Working Paper, No. 13–051, November 2012.

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• Teaching Note | HBS Case Collection | 2012

  Carolina for Kibera (TN)

  Kathleen L. McGinn

  Keywords: power and influence; organizational behavior; social enterprise; negotiation; Power and Influence; Non-Governmental Organizations; Social Enterprise; Negotiation; Kenya; United States;

  Citation:

  McGinn, Kathleen L. "Carolina for Kibera (TN)." Harvard Business School Teaching Note 913-001, October 2012.

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• Case | HBS Case Collection | 2012

  Carolina for Kibera

  Kathleen L. McGinn, Beth-Ann Kutchma and Cailin B. Hammer

  Carolina for Kibera (CFK) is an international non-profit organization whose mission is to promote youth leadership and gender and ethnic cooperation in Kibera, the largest unstructured settlement situated in the heart of Nairobi, Kenya. CFK's programs constructively leverage the power of the community, offering an exemplar of participatory development. CFK's affiliation with University of North Carolina offers a new model of social enterprise. After eight years of success under the founding leadership of Salim Mohamed, Rye Barcott and Kim Chapman, CFK is at a critical juncture. Mohamed, Executive Director of all operations in Kibera, is leaving to go to graduate school. Rye Barcott, Founder and President, has a new career and a growing family and can no longer play an active role in CFK's operations. Kim Chapman, Chair of the U.S. Board of Directors, has accepted a full-time faculty position and must step down from her roles at CFK. These departures come at a time when the Gates Foundation has just awarded CFK a two-year, $1 million grant. The case ends as CFK begins to grapple with impending changes in organizational leadership and activities.

  Keywords: power and influence; organizational behavior; social enterprise; negotiation; Power and Influence; Non-Governmental Organizations; Social Enterprise; Negotiation; Kenya; United States;

  Citation:

  McGinn, Kathleen L., Beth-Ann Kutchma, and Cailin B. Hammer. "Carolina for Kibera." Harvard Business School Video Case 913-701, October 2012.

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