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• Case | HBS Case Collection | 2013

  iMatari

  Joseph L. Badaracco and Matthew Preble

  In late 2012, recent Harvard Business School graduate Hannah Lopez is given the opportunity to lead entry into a new market for Plámo, a company that created startup companies in Europe and emerging markets based upon existing successful business models. She had only been with the company a few months, and while excited by the opportunity, she was beginning to have some doubts about the company. In the brief time she had been with the company, she had had a few experiences that made her question the company's approach to management and the sustainability of its business. Accepting the assignment could give her a unique entrepreneurial opportunity, but she wondered what level of support she could expect to receive and, if the startup did fail, what impact would that have on her career and reputation? Lopez was also starting to worry about the ethical implications of Plámo's style of entrepreneurship. She worried that by agreeing to serve as a manager of the new operations, she would be tacitly supporting elements of Plámo's strategy and practices that she was concerned about. Was she comfortable taking other companies' ideas and simply copying them? Was this true entrepreneurship?

  Keywords: ethical behavior; Ethical Judgment; ethics; entrepreneurship; imitation; Ethics; Moral Sensibility; Values and Beliefs; Europe; Middle East;

  Citation:

  Badaracco, Joseph L., and Matthew Preble. "iMatari." Harvard Business School Case 313-083, March 2013.

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• Article | Organizational Behavior and Human Decision Processes | July 2012

  Collaborating Across Cultures: Cultural Metacognition and Affect-Based Trust in Creative Collaboration

  Roy Y.J. Chua, Michael W. Morris and Shira Mor

  We propose that managers' awareness of their own and others' cultural assumptions (cultural metacognition) enables them to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ engaged in less sharing of new ideas in their intercultural ties but not intracultural ties. Study 3 required participants to work collaboratively with a non-acquaintance from another culture and found that higher metacognitive CQ engendered greater idea sharing and creative performance, so long as they were allowed a personal conversation prior to the task. The effects of metacognitive CQ in enhancing creative collaboration were mediated by affect-based trust in Studies 2 and 3.

  Keywords: Management; Cross-Cultural and Cross-Border Issues; Relationships; Trust; Social and Collaborative Networks; Creativity;

  Citation:

  Chua, Roy Y.J., Michael W. Morris, and Shira Mor. "Collaborating Across Cultures: Cultural Metacognition and Affect-Based Trust in Creative Collaboration." Organizational Behavior and Human Decision Processes 118, no. 2 (July 2012): 116–131.

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• Supplement | HBS Case Collection | 2012 (Revised from original 2011 version)

  Joe Gifford in Tal Afar, Iraq (B)

  Joseph Badaracco, Richard Burgess Jr., Robert Carpio III, William Wheeler, Joseph Badaracco, Richard Burgess Jr., Robert Carpio III, William Wheeler, Joseph Badaracco, Richard Burgess Jr., Robert Carpio III, William Wheeler, Joseph Badaracco, Richard Burgess Jr., Robert Carpio III and William Wheeler

  A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis. The (B) case describes the decision made and the rationale behind it.

  Keywords: Iraq;

  Citation:

  Badaracco, Joseph, Richard Burgess Jr., Robert Carpio III, and William Wheeler. "Joe Gifford in Tal Afar, Iraq (B)." Harvard Business School Supplement 311-086, June 2012. (Revised from original January 2011 version.)

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