Kathleen L. McGinn

Cahners-Rabb Professor of Business Administration
Chair, Doctoral Programs

Unit: Negotiation, Organizations & Markets

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Kathleen L. McGinn is the Cahners-Rabb Professor of Business Administration at Harvard Business School and Chair of Harvard Business School's Doctoral Programs, having previously served as Director of Research and Senior Associate Dean for Faculty Development.  Professor McGinn studies the role of gender at work and in negotiations. Her current field research investigates these issues in North & Central American professional service firms, among self-employed women in India, and in relation to health and welfare outcomes for young women in Zambia.

With Myra Ruiz Castro and Martha Rivera, Professor McGinn is studying how gender attitudes, household dynamics and organizational practices affect women’s careers and the allocation of responsibilities within households across 34 countries.  Deborah Kolb, Lakshmi Ramarajan and Professor McGinn are investigating the process through which an organization incorporates changes in workforce composition and changing understandings of gender into its own evolving mission, structure, and practices over a twenty-year period. With Beth Humberd, Rachel Arnett, and Judy Clair, she is investigating professional and personal transitions in the careers of women leaders. Professor McGinn, Mukti Khaire and Alexandra Feldberg are investigating how women's work in India in the last three decades has affected and been affected by gender, community, and family. With Nava Ashraf and Corinne Low, Professor McGinn is carrying out a field experiment testing the efficacy of negotiation skills in affecting health and welfare outcomes among teenage girls in Zambia.  She is also engaged in laboratory experiments exploring gender and negotiations with Pinar Fletcher and Elizabeth Wolf.  Professor McGinn's research is published in academic journals, book chapters and practitioner outlets.

Professor McGinn advises not-for-profit organizations in the areas of negotiation, gender and employment relations. Before coming to Harvard, Professor McGinn taught at Cornell University's Johnson School and Northwestern University's Kellogg Graduate School of Management. She received her Ph.D. from the Kellogg Graduate School of Management at Northwestern University. Prior to her academic career, Professor McGinn was a director of labor relations in the public sector.  When her daughter left for college, Professor McGinn and her husband moved to a long-abandoned farm and are (forever) in the process of bringing it back to some semblance of its prior self.  

 

Publications

Journal Articles

  1. Looking Up and Looking Out: Career Mobility Effects of Demographic Similarity among Professionals

    Kathleen L. McGinn and Katherine L. Milkman

    We investigate the role of workgroup sex and race composition on the career mobility of professionals in "up-or-out" organizations. We develop a nuanced perspective on the potential career mobility effects of workgroup demography by integrating the social identification processes of cohesion, competition, and comparison. Using five years of personnel data from a large law firm, we examine the influence of demographic match with workgroup superiors and workgroup peers on attorneys' likelihood of turnover and promotion. Survival analyses reveal that higher proportions of same-sex and same-race superiors enhance junior professionals' career mobility. On the flip side, we observe mobility costs accruing to professionals in workgroups with higher proportions of same-sex and same-race peers. Qualitative data offer insights into the social identification processes underlying demographic similarity effects on turnover and promotion in professional service organizations.

    Keywords: professional service firms; gender; race and ethnicity; Ethnicity Characteristics; Race Characteristics; Personal Development and Career; Gender Characteristics; Legal Services Industry;

    Citation:

    McGinn, Kathleen L., and Katherine L. Milkman. "Looking Up and Looking Out: Career Mobility Effects of Demographic Similarity among Professionals." Organization Science 24, no. 4 (July–August 2013): 1041–1060. View Details
  2. Walking the Talk in Multiparty Bargaining: An Experimental Investigation

    Kathleen L. McGinn, Katherine L. Milkman and Markus Noth

    We study the framing effects of communication on payoffs in multiparty bargaining. Communication has been shown to be more truthful and revealing than predicted in equilibrium. Because talk is preference revealing, it may effectively frame bargaining around a logic of fairness or competition, moving parties on a path toward or away from equal-division agreements. These endogenous framing effects may outweigh any overall social utility effects due to the mere presence of communication. In two studies, we find that non-binding talk about fairness within a three-party, complete-information game leads toward off equilibrium, equal division payoffs, while non-binding talk focusing on competitive reasoning moves parties away from equal divisions. Our two studies allow us to demonstrate that manipulated pre-game talk and spontaneous within-game dialogue lead to the same results.

    Keywords: Competition; Negotiation Process; Fairness; Negotiation Types; Interpersonal Communication; Game Theory; Cooperation;

    Citation:

    McGinn, Kathleen L., Katherine L. Milkman, and Markus Noth. "Walking the Talk in Multiparty Bargaining: An Experimental Investigation." Journal of Economic Psychology 33, no. 1 (February 2012). View Details
  3. Open to Negotiation: Phenomenological Assumptions and Knowledge Dissemination

    Corinne Bendersky and Kathleen L. McGinn

    Phenomenological assumptions-assumptions about the fundamental qualities of the phenomenon being studied and how it relates to the environment in which it occurs-affect the dissemination of knowledge from subfields to the broader field of study. Micro-process research in organizational studies rests on implicit phenomenological assumptions that vary in the extent to which micro-processes are viewed as parts of larger systems. We suggest that phenomenological assumptions linking micro-processes to organizational contexts highlight the relevance of micro-process research findings to broader organizational questions, and therefore increase the likelihood that the findings will disseminate to the larger field of organizational research. We test this assertion by analyzing studies of negotiation published in top peer-reviewed management, psychology, sociology, and industrial relations journals from 1990 to 2005. Our findings reveal a continuum of open systems to closed systems phenomenological assumptions in negotiation research. Analysis of the citation rates of the articles in our data set by non-negotiation organizational research indicates that more open systems assumptions increase the likelihood that a negotiation article will be cited in organizational studies, after controlling for other, previously identified effects on citation rates. Our findings suggest that subfields can increase the impact they have on the broader intellectual discourse by situating their phenomena in rich contexts that illuminate the connections between their findings and questions of interest to the broader field.

    Keywords: Framework; Knowledge Dissemination; Research; Organizations; Negotiation; Information Publishing;

    Citation:

    Bendersky, Corinne, and Kathleen L. McGinn. "Open to Negotiation: Phenomenological Assumptions and Knowledge Dissemination." Organization Science 21, no. 3 (May–June 2010): 781–797. (Also published in Academy of Management Best Paper Proceedings 2008, Organization and Management Theory Division, under title: Incompatible Assumptions: Barriers to Producing Multidisciplinary Knowledge.) View Details
  4. Gender in Job Negotiations: A Two-Level Game

    Hannah Riley Bowles and Kathleen McGinn

    We propose taking a two-level-game perspective on gender in job negotiations. At Level One, candidates negotiate with employers. At Level Two, candidates negotiate with household members. In order to illuminate the interplay between these two levels, we review research from two separate bodies of literature. Research in psychology and organizational behavior on candidate-employer negotiations sheds light on the effects of gender on Level One negotiations. Research from economics and sociology on intrahousehold bargaining elucidates how negotiations over the allocation of domestic labor at Level Two influence labor force participation at Level One. In conclusion, we integrate practical implications from these two bodies of literature to propose a set of prescriptive suggestions for candidates to approach job negotiations as a two-level game and to minimize the disadvantageous effects of gender on job negotiation outcomes.

    Keywords: Perspective; Negotiation; Research; Organizational Culture; Body of Literature; Jobs and Positions; Gender Characteristics; Labor;

    Citation:

    Bowles, Hannah Riley, and Kathleen McGinn. "Gender in Job Negotiations: A Two-Level Game." Negotiation Journal 24, no. 4 (October 2008): 393–410. View Details
  5. Constraints and Triggers: Situational Mechanics of Gender in Negotiation

    Hannah Riley Bowles, Linda C. Babcock and Kathleen McGinn

    Keywords: Negotiation; Gender Characteristics;

    Citation:

    Bowles, Hannah Riley, Linda C. Babcock, and Kathleen McGinn. "Constraints and Triggers: Situational Mechanics of Gender in Negotiation." Journal of Personality and Social Psychology 89, no. 6 (December 2005): 951–965. View Details
  6. How Communication Improves Efficiency in Bargaining Games

    Kathleen L. Valley, Leigh Thompson, Robert Gibbons and Max H. Bazerman

    Keywords: Communication; Negotiation;

    Citation:

    Valley, Kathleen L., Leigh Thompson, Robert Gibbons, and Max H. Bazerman. "How Communication Improves Efficiency in Bargaining Games." Games and Economic Behavior 38, no. 1 (January 2002): 127–155. (Reprinted in M.H. Bazerman, ed., Negotiation, Decision Making and Conflict Management, Volume 3, Edward Elgar Publishing, 2005.) View Details
  7. 'A Matter of Trust': Effects of Communication on the Efficiency and Distribution of Outcomes

    K. L. Valley, J. Moag and M. H. Bazerman

    Keywords: Trust; Communication; Outcome or Result; Distribution;

    Citation:

    Valley, K. L., J. Moag, and M. H. Bazerman. "'A Matter of Trust': Effects of Communication on the Efficiency and Distribution of Outcomes." Journal of Economic Behavior & Organization 34, no. 2 (February 1998): 211–238. View Details
  8. Alternative Models of Price Behavior in Dyadic Negotiations: Market Prices, Reservation Prices and Negotiator Aspirations

    S. B. White, K. L. Valley, M. H. Bazerman and M. A. Neale

    Keywords: Price; Behavior; Negotiation; Markets;

    Citation:

    White, S. B., K. L. Valley, M. H. Bazerman, and M. A. Neale. "Alternative Models of Price Behavior in Dyadic Negotiations: Market Prices, Reservation Prices and Negotiator Aspirations." Organizational Behavior and Human Decision Processes 57, no. 3 (March 1994): 430–447. View Details
  9. The Effect of Agents and Mediators on Negotiation Outcomes

    M. H. Bazerman, M. A. Neale, K. L. Valley, E. J. Zajac and Y. M. Kim

    Keywords: Negotiation; Outcome or Result;

    Citation:

    Bazerman, M. H., M. A. Neale, K. L. Valley, E. J. Zajac, and Y. M. Kim. "The Effect of Agents and Mediators on Negotiation Outcomes." Organizational Behavior and Human Decision Processes 53, no. 1 (October 1992): 55–73. View Details
  10. Agents As Information Brokers: The Effects of Information Disclosure on Negotiated Outcomes

    K. L. Valley, S. B. White, M. A. Neale and M. H. Bazerman

    Keywords: Information; Negotiation; Outcome or Result;

    Citation:

    Valley, K. L., S. B. White, M. A. Neale, and M. H. Bazerman. "Agents As Information Brokers: The Effects of Information Disclosure on Negotiated Outcomes." Organizational Behavior and Human Decision Processes 51, no. 2 (March 1992): 220–236. View Details

Book Chapters

  1. Untapped Potential in the Study of Negotiation and Gender Inequality in Organizations

    Hannah Riley Bowles and Kathleen L. McGinn

    Negotiation is a process that creates, reinforces, and reduces gender inequality in organizations, yet the study of gender in negotiation has little connection to the study of gender in organizations. We review the literature on gender in job negotiations from psychology and organizational behavior, and propose ways in which this literature could speak more directly to gender inequality in organizations by incorporating insights from research on gender in intra-household and collective bargaining. Taken together, these literatures illuminate how negotiations at the individual, household, and collective levels may contribute to the construction and deconstruction of gender inequality in organizations.

    Keywords: Gender Characteristics; Body of Literature; Negotiation Process; Organizational Culture; Research; Behavior; Equality and Inequality;

    Citation:

    Bowles, Hannah Riley, and Kathleen L. McGinn. "Untapped Potential in the Study of Negotiation and Gender Inequality in Organizations." Academy of Management Annals 2 (2008): 99–132. View Details
  2. Negotiation Processes as Sources of (and Solutions to) Interorganizational Conflict

    Elizabeth Long Lingo, Colin Fisher and Kathleen L. McGinn

    We investigate how structural features of negotiations can affect interaction processes and how negotiations can be not only a solution to, but also a source of, inter-organizational conflict. Principals, agents, and teams face different sets of constraints and opportunities in negotiations. We develop grounded theory detailing how the micro-interactions comprising a negotiation are shaped by the representation structure (principals, agents, or teams) of the parties. In qualitative and quantitative analyses of negotiations carried out by principals, agents, and teams in a laboratory experiment, we find that negotiators' efforts to manage the constraints and opportunities of their representation structure are reflected in the micro-interactions, the broad improvisations, and the resulting substantive and relational outcomes.

    Keywords: negotiation; conflict; conflict management; organizational management; Organizations; Conflict Management; Negotiation Process; Theory;

    Citation:

    Lingo, Elizabeth Long, Colin Fisher, and Kathleen L. McGinn. "Negotiation Processes as Sources of (and Solutions to) Interorganizational Conflict." In Handbook of Conflict Management Research, edited by Oluremi B. Ayoko, Neal M. Ashkansy, and Karen Jehn. Edward Elgar Publishing, 2014. View Details
  3. Changing Identity, Changing Language

    Kathleen L. McGinn and Jeffrey T. Polzer

    Environmental jolts and shifting membership challenge a group's efficacy and survival. Group identity is critical for a shared interpretation of and response to these challenges, but external and internal changes may require corresponding changes in a group's core identity. In a qualitative study of longshoremen in San Pedro, California, we observe an evolution in group identity as we track communication spoken and printed in the hiring halls, on the docks, and during casual social interactions. The emphasis in the shared language gradually shifts from safety and solidarity to safety, collaboration, and economic power. The newly developed language supports and shapes the longshoremen's identity and provides an interpretive guide for how to react to and benefit from disruptive external events.

    Keywords: Change; Spoken Communication; Performance Efficiency; Problems and Challenges; Safety; Identity; California;

    Citation:

    McGinn, Kathleen L., and Jeffrey T. Polzer. "Changing Identity, Changing Language." In Advances in Group Processes. Vol. 28, edited by Shane R. Thye and Edward Lawler, 125–145. Bingley, UK: Emerald Group Publishing, 2011. View Details
  4. History, Structure, and Practices: San Pedro Longshoremen in the Face of Change

    Kathleen L. McGinn

    Keywords: History; Practice; Organizational Structure; Change; Distribution Industry; Shipping Industry; Los Angeles;

    Citation:

    McGinn, Kathleen L. "History, Structure, and Practices: San Pedro Longshoremen in the Face of Change." Chap. 14 in Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation, edited by J. Dutton and B. Ragins, 265–275. Mahwah, NJ: Lawrence Erlbaum Associates, 2006. View Details
  5. Claiming Authority: Negotiating Challenges for Women Leaders

    Hannah R. Bowles and Kathleen L. McGinn

    Keywords: Leadership; Negotiation Participants; Problems and Challenges; Gender Characteristics; Power and Influence;

    Citation:

    Bowles, Hannah R., and Kathleen L. McGinn. "Claiming Authority: Negotiating Challenges for Women Leaders." Chap. 9 in The Psychology of Leadership: New Perspectives and Approaches, edited by D. Messick and R. Kramer, 191–208. Mahwah, NJ: Lawrence Erlbaum Associates, 2004. View Details
  6. What Do Communication Media Mean for Negotiations? A Question of Social Awareness

    Kathleen L. McGinn and Rachel Croson

    Keywords: Negotiation; Media; Perception; Social Issues; Media and Broadcasting Industry;

    Citation:

    McGinn, Kathleen L., and Rachel Croson. "What Do Communication Media Mean for Negotiations? A Question of Social Awareness." In The Handbook of Negotiation and Culture, edited by Michele J. Gelfand and Jeanne M. Brett, 334–349. Palo Alto, CA: Stanford University Press, 2004. View Details
  7. Agents in Negotiation: Toward Testable Propositions

    T. Kurtzberg, D. Moore, K. L. Valley and M. H. Bazerman

    Keywords: Negotiation Participants; Agency Theory;

    Citation:

    Kurtzberg, T., D. Moore, K. L. Valley, and M. H. Bazerman. "Agents in Negotiation: Toward Testable Propositions." In Negotiating on Behalf of Others, edited by Robert Mnookin and Lawrence Susskind. Thousand Oaks: Sage Publications, 1999. View Details
  8. The Effects of Agents and Mediators on Negotiation Behavior

    M. H. Bazerman, M. A. Neale, K. L. Valley, Y. M. Kim and E. J. Zajac

    Keywords: Negotiation Participants; Negotiation Process; Negotiation Style; Behavior;

    Citation:

    Bazerman, M. H., M. A. Neale, K. L. Valley, Y. M. Kim, and E. J. Zajac. "The Effects of Agents and Mediators on Negotiation Behavior." In Judgment and Decision Making: An Interdisciplinary Reader. 2nd ed. Edited by T. Connolly, H. Arkes, and K. Hammond. Cambridge University Press, 1996. View Details
  9. Agency in the Context of Labor Management

    K. L. Valley

    Keywords: Employee Relationship Management; Labor and Management Relations;

    Citation:

    Valley, K. L. "Agency in the Context of Labor Management." In Negotiating on Behalf of Others: Advice to Lawyers, Business Executives, Sports Agents, Diplomats, Politicians, and Everybody Else, edited by R. Mnookin and L. Susskind. Thousand Oaks, CA: Sage Publications, 1999. View Details
  10. Changing Formal and Informal Structure to Enhance Organizational Knowledge

    T. Thompson and K. L. Valley

    Keywords: Organizational Change and Adaptation; Organizational Structure; Knowledge Acquisition;

    Citation:

    Thompson, T., and K. L. Valley. "Changing Formal and Informal Structure to Enhance Organizational Knowledge." In Strategic Flexibility: Managing in a Turbulent Environment, edited by G. Hamel, C. K. Prahalad, H. Thomas, and D. O'Neal, 137–154. Chichester, England: John Wiley & Sons, 1998. View Details
  11. Sticky Ties and Bad Attitudes: Relational and Individual Bases of Resistance to Changes in Organizational Structure

    K. L. Valley and T. A. Thompson

    Keywords: Organizational Change and Adaptation; Organizational Structure; Attitudes; Prejudice and Bias; Motivation and Incentives; Relationships;

    Citation:

    Valley, K. L., and T. A. Thompson. "Sticky Ties and Bad Attitudes: Relational and Individual Bases of Resistance to Changes in Organizational Structure." In Power and Influence in Organizations, edited by R. M. Kramer and M. A. Neale. Thousand Oaks, CA: Sage Publications, 1998. View Details
  12. Can Negotiators Outperform Game Theory?

    M. H. Bazerman, R. Gibbons, L. Thompson and K. L. Valley

    Keywords: Negotiation Participants; Game Theory; Performance;

    Citation:

    Bazerman, M. H., R. Gibbons, L. Thompson, and K. L. Valley. "Can Negotiators Outperform Game Theory?" Chap. 4 in Debating Rationality: Nonrational Aspects of Organizational Decision Making, edited by J. Halpern and R. N. Stern, 78–98. Ithaca, NY: ILR Press, 1998. View Details
  13. Friends, Lovers, Colleagues, Strangers: The Effects of Relationships on the Process and Outcome of Dyadic Negotiations

    K. L. Valley, M. A. Neale and F. A. Mannix

    Keywords: Relationships; Negotiation Participants; Negotiation Process; Negotiation Types; Outcome or Result;

    Citation:

    Valley, K. L., M. A. Neale, and F. A. Mannix. "Friends, Lovers, Colleagues, Strangers: The Effects of Relationships on the Process and Outcome of Dyadic Negotiations." In Research on Negotiation in Organizations, edited by R. J. Bies, R. Lewicki, and B. Sheppard. Greenwich, CT: JAI Press, 1995. View Details

Working Papers

  1. 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; Organizational Change and Adaptation; Employment; Gender Characteristics; Society; Service Industry;

    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. View Details

Cases and Teaching Materials

  1. 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. View Details
  2. Congo River Basin Project: Role for Dr. Beni

    Kathleen L. McGinn, Deborah M. Kolb, Anne Acosta and Cailin B. Hammer

    The director of a research coalition and the founder/coordinator of an NGO consortium meet to discuss the possibility of jointly drafting a proposal for an integrated research and development project in the Congo River basin. Approved projects will receive an annual operating budget of $2 million. Together they must develop a joint plan for how the money should be spent.

    Keywords: Decision Choices and Conditions; Negotiation Process; Projects; Research and Development; Non-Governmental Organizations; Cooperation; Congo Basin;

    Citation:

    McGinn, Kathleen L., Deborah M. Kolb, Anne Acosta, and Cailin B. Hammer. "Congo River Basin Project: Role for Dr. Beni." Harvard Business School Exercise 909-041, February 2009. (Revised June 2012.) View Details
  3. The Indego Africa Project

    Kathleen L. McGinn and Rachel Gordon

    Two young attorneys found and begin to build the Indego Africa Project, an NGO partnering with women's cooperatives in Rwanda. Indego connects the cooperatives to the international retail market for handmade artisan products, helps the cooperatives build their business capacity, and develops and delivers classroom training in life and business skills for the cooperative members. At the time of the case, Indego is partnering with three cooperatives. The NGO is staffed mostly with volunteers and the founders are stretched to the limit, between managing the growing organization and all of the necessary fundraising activities. The organization hopes to partner with more coops and increase its impact in Rwanda and beyond, but the path to sustained growth and impact is not clear.

    Keywords: Cooperative Ownership; Nonprofit Organizations; Business Growth and Maturation; Corporate Finance; Non-Governmental Organizations; Growth and Development Strategy; Rwanda;

    Citation:

    McGinn, Kathleen L., and Rachel Gordon. "The Indego Africa Project." Harvard Business School Case 911-011, November 2010. (Revised August 2012.) View Details
  4. SEWA Trade Facilitation Center: Changing the Spool

    Mukti Khaire and Kathleen L. McGinn

    The case is about the decision to convert a not-for-profit organization into a for-profit company. SEWA Trade Facilitation Center (STFC), which is part of a larger non-profit organization—the Self-Employed Women's Association (SEWA)—works to improve the livelihoods of very poor rural and urban women in India. It does so by translating traditional Indian embroidery skills into contemporary apparel and home furnishings that STFC then helps to market and sell around the world. Organized as a producers' cooperative, STFC is owned by its artisan members. STFC is thinking of changing to for-profit status because it would enable faster and more sustainable growth by providing access to outside funds and also allow the payment of dividends, which would further improve the women's livelihoods. The legal and financial implications of such a move aside, it is not clear that STFC would be able to withstand the changes such a transformation would entail. Most importantly, would an organization accustomed to taking decisions based solely on social benefit criteria be able to adjust to a for-profit mentality? And, would customers accept the change?

    Keywords: Cooperative Ownership; For-Profit Firms; Gender Characteristics; Business Model; Organizational Change and Adaptation; Nonprofit Organizations; Arts; Entrepreneurship; Economic Growth; Growth and Development Strategy; Consumer Products Industry; India;

    Citation:

    Khaire, Mukti, and Kathleen L. McGinn. "SEWA Trade Facilitation Center: Changing the Spool." Harvard Business School Case 810-044, February 2010. (Revised June 2011.) View Details
  5. Traversing a Career Path: Pat Fili-Krushel (A)

    Kathleen L. McGinn, Deborah M. Kolb and Cailin B. Hammer

    Pat Fili-Krushel, CEO and president of WebMD and past president of ABC Network, contemplates accepting Richard Parson's offer to become the first executive vice president of administration at AOL Time Warner. Accepting this position would be a move back into mainstream media but also a career shift from line positions to a corporate staff role. The case profiles Fili-Krushel's media experiences, and her use of interpersonal influence and negotiation, leading up to the critical decision point. After consulting with colleagues throughout the media industry, Fili-Krushel's decision rests on her own career aspirations and her expectations about the future of AOL Time Warner.

    Keywords: Decision Choices and Conditions; Job Offer; Managerial Roles; Negotiation Tactics; Personal Development and Career; Power and Influence; Media and Broadcasting Industry;

    Citation:

    McGinn, Kathleen L., Deborah M. Kolb, and Cailin B. Hammer. "Traversing a Career Path: Pat Fili-Krushel (A)." Harvard Business School Case 909-009, September 2008. (Revised June 2011.) View Details
  6. Heidi Roizen

    Kathleen L. McGinn and Nicole Tempest

    Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur, maintains an extensive personal and professional network. She leverages this network to benefit both herself and others. The case considers the steps she's taken to build and cultivate a network that is both broad and deep.

    Keywords: Venture Capital; Personal Development and Career; Power and Influence; Social and Collaborative Networks;

    Citation:

    McGinn, Kathleen L., and Nicole Tempest. "Heidi Roizen." Harvard Business School Case 800-228, January 2000. (Revised April 2010.) View Details
  7. Howard Roizen

    Kathleen L. McGinn and Nicole Tempest

    Howard Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur, maintains an extensive personal and professional network. He leverages this network to benefit both himself and others. The case considers the steps he's taken to build and cultivate a network that is both broad and deep.

    Keywords: Networks; Prejudice and Bias; Venture Capital; Fairness; Entrepreneurship; Gender Characteristics;

    Citation:

    McGinn, Kathleen L., and Nicole Tempest. "Howard Roizen." Harvard Business School Supplement 910-007, April 2010. View Details
  8. Carolina for Kibera

    Kathleen L. McGinn and Cailin B. Hammer

    A growing NGO based in Kibera, Nairobi, Kenya, is facing a complete change in leadership as the founders step back. At the same time, a $1 million grant presents new opportunities and challenges.

    Keywords: Developing Countries and Economies; Negotiation; Organizational Change and Adaptation; Non-Governmental Organizations; Power and Influence; Nairobi; North Carolina;

    Citation:

    McGinn, Kathleen L., and Cailin B. Hammer. "Carolina for Kibera." Harvard Business School Case 910-017, October 2009. (Revised August 2013.) View Details
  9. Congo River Basin Project: Role for Dr. Campos

    Kathleen L. McGinn, Deborah M. Kolb, Anne Acosta and Cailin B. Hammer

    The director of a research coalition and the founder/coordinator of an NGO consortium meet to discuss the possibility of jointly drafting a proposal for an integrated research and development project in the Congo River basin. Approved projects will receive an annual operating budget of $2 million. Together they must develop a joint plan for how the money should be spent.

    Keywords: Decision Choices and Conditions; Negotiation Process; Projects; Research and Development; Non-Governmental Organizations; Cooperation; Congo Basin;

    Citation:

    McGinn, Kathleen L., Deborah M. Kolb, Anne Acosta, and Cailin B. Hammer. "Congo River Basin Project: Role for Dr. Campos." Harvard Business School Exercise 909-040, February 2009. (Revised September 2009.) View Details
  10. Endesa Chile: Raising the Ralco Dam (A)

    Kathleen L. McGinn, Paula J. Laschober and Dina Pradel

    Endesa Chile, the largest electricity generation company in Chile, is building a major power plant on the Biobio River in Southern Chile. A historic conflict involving the indigenous people of the Biobio River, the Chilean government, and international conservation groups results. The conflict threatens the completion of the project and the longstanding culture and community of the Penhuenche, the indigenous people of the Upper Biobio.

    Keywords: Buildings and Facilities; Energy Generation; Government and Politics; Negotiation; Business and Community Relations; Natural Environment; Conflict and Resolution; Social Issues; Energy Industry; Chile;

    Citation:

    McGinn, Kathleen L., Paula J. Laschober, and Dina Pradel. "Endesa Chile: Raising the Ralco Dam (A)." Harvard Business School Case 906-014, April 2006. (Revised May 2009.) View Details
  11. Traversing a Career Path: Pat Fili-Krushel (B)

    Kathleen L. McGinn, Deborah M. Kolb and Cailin B. Hammer

    Pat Fili-Krushel has agreed to take on the job of first executive vice president of administration for AOL Time Warner, leading corporate human resources, internal communications, real estate and facilities, and other administrative roles for the combined company. She must figure out how to structure the job, and how to start her relationship with her new boss, CEO Richard Parsons. Two factors complicate this decision. First, AOL Time Warner is experiencing significant internal conflict and Fili-Krushel is stepping into the middle of it. Second, Fili-Krushel has built her career on increasingly large line leadership positions, such as the president of ABC Network, and has no experience in getting things done without line authority. The case lays out the steps she takes to build authority and respect within the firm, and outlines the process of moving the firm's leaders from conflict to collaboration.

    Keywords: Conflict Management; Leadership; Managerial Roles; Negotiation Tactics; Personal Development and Career; Gender Characteristics; Power and Influence; Media and Broadcasting Industry; Publishing Industry; United States;

    Citation:

    McGinn, Kathleen L., Deborah M. Kolb, and Cailin B. Hammer. "Traversing a Career Path: Pat Fili-Krushel (B)." Harvard Business School Supplement 909-010, September 2008. (Revised March 2009.) View Details
  12. Yahoo!: Becoming a Competitor in the Career Listings Space (B)

    Kathleen L. McGinn and Nicole Nasser

    After weighing the pros and cons of making an unsolicited bid for HotJobs.com (an online recruiting company already under contract to be acquired by TMP Worldwide), the executive team of Yahoo! decides to make an immediate move rather than wait for the Federal Trade Commission to clear the pending merger. This case examines Yahoo!s process for formulating a bid offer with limited information about the target and details the course of the company's negotiations with HotJobs.

    Keywords: Mergers and Acquisitions; Management Teams; Bids and Bidding; Negotiation Process; Strategy;

    Citation:

    McGinn, Kathleen L., and Nicole Nasser. "Yahoo!: Becoming a Competitor in the Career Listings Space (B)." Harvard Business School Case 903-072, February 2003. (Revised February 2009.) View Details
  13. Yahoo!: Becoming a Competitor in the Career Listings Space (A)

    Kathleen L. McGinn and Nicole Nasser

    In late 2001, Yahoo!'s new executive leadership team faces a decision. With online advertising revenues significantly off, the company has decided to explore new strategic businesses, including online recruiting. The team must decide whether to make a bid for HotJobs.com, already under contract to be acquired by TMP Worldwide, parent of Monster.com. The deal is currently under scrutiny from the Federal Trade Commission. Given the importance of career listings to the company's new strategy, should Yahoo! make a move now for HotJobs or wait for the FTC's decision?

    Keywords: Mergers and Acquisitions; Decisions; Recruitment; Management Teams; Negotiation Deal; Employment Industry;

    Citation:

    McGinn, Kathleen L., and Nicole Nasser. "Yahoo!: Becoming a Competitor in the Career Listings Space (A)." Harvard Business School Case 903-071, February 2003. (Revised February 2009.) View Details
  14. Yahoo!: Becoming a Competitor in the Career Listings Space (A) and (B) and Travelexis.com (Role for Robin Knight from TravelPlanner.com), (Role for Pat Young from SCOUT) and (Role for Jackie Hoff from Travelexis.com) (TN)

    Kathleen L. McGinn and Dina R. Witter Pradel

    Teaching Note for [903071], [903072], [903059], [903060], and [903061].

    Keywords: Web Services Industry;

  15. Showdown on the Waterfront: The West Coast Port Dispute (A)

    Kathleen L. McGinn and Dina R. Pradel

    New technology underlies a protracted dispute between West Coast longshoremen and their employers. Severe economic consequences lead to government intervention in the dispute.

    Keywords: Economics; Negotiation Process; Business and Government Relations; Labor and Management Relations; Conflict and Resolution; Shipping Industry; Western United States;

    Citation:

    McGinn, Kathleen L., and Dina R. Pradel. "Showdown on the Waterfront: The West Coast Port Dispute (A)." Harvard Business School Case 904-045, April 2004. (Revised July 2008.) View Details
  16. Showdown on the Waterfront: The West Coast Port Dispute (B)

    Kathleen L. McGinn and Dina R. Pradel

    New technology underlies a protracted dispute between West Coast longshoremen and their employers. Severe economic consequences lead to government intervention in the dispute.

    Keywords: Economics; Negotiation Process; Business and Government Relations; Labor and Management Relations; Conflict and Resolution; Shipping Industry; Western United States;

    Citation:

    McGinn, Kathleen L., and Dina R. Pradel. "Showdown on the Waterfront: The West Coast Port Dispute (B)." Harvard Business School Case 904-067, April 2004. (Revised July 2008.) View Details
  17. Showdown on the Waterfront: The West Coast Port Dispute (TN) (A) & (B)

    Kathleen L. McGinn, Dina R. Witter Pradel and Cailin B. Hammer

    Teaching Note for [904045] and [904067].

    Keywords: Employment; Government and Politics; Negotiation Process; Technology; United States;

    Citation:

    McGinn, Kathleen L., Dina R. Witter Pradel, and Cailin B. Hammer. "Showdown on the Waterfront: The West Coast Port Dispute (TN) (A) & (B)." Harvard Business School Teaching Note 908-063, June 2008. View Details
  18. Adam Baxter Company/Local 190: 1978 Negotiation, Baxter Management Confidential Information

    Kathleen L. McGinn and Victoria Medvec

    Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

    Keywords: Inflation and Deflation; Compensation and Benefits; Wages; Working Conditions; Management; Negotiation Process; Labor and Management Relations;

    Citation:

    McGinn, Kathleen L., and Victoria Medvec. "Adam Baxter Company/Local 190: 1978 Negotiation, Baxter Management Confidential Information." Harvard Business School Exercise 396-318, April 1996. (Revised May 2008.) View Details
  19. Adam Baxter Company/Local 190: 1978 Negotiation, Local 190 Confidential Information

    Kathleen L. McGinn and Victoria Medvec

    Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

    Keywords: Inflation and Deflation; Compensation and Benefits; Labor Unions; Wages; Working Conditions; Negotiation Process; Labor and Management Relations;

    Citation:

    McGinn, Kathleen L., and Victoria Medvec. "Adam Baxter Company/Local 190: 1978 Negotiation, Local 190 Confidential Information." Harvard Business School Exercise 396-319, April 1996. (Revised May 2008.) View Details
  20. Adam Baxter Company/Local 190: 1983 Negotiation, Local 190 Confidential Information

    Kathleen L. McGinn and Victoria Medvec

    Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

    Keywords: Inflation and Deflation; Compensation and Benefits; Labor Unions; Wages; Working Conditions; Negotiation Process; Labor and Management Relations;

    Citation:

    McGinn, Kathleen L., and Victoria Medvec. "Adam Baxter Company/Local 190: 1983 Negotiation, Local 190 Confidential Information." Harvard Business School Exercise 396-321, April 1996. (Revised May 2008.) View Details
  21. Adam Baxter Company/Local 190: 1983 Negotiation, Baxter Management Confidential Information

    Kathleen L. McGinn and Victoria Medvec

    Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

    Keywords: Inflation and Deflation; Compensation and Benefits; Wages; Working Conditions; Management; Negotiation Process; Labor and Management Relations;

    Citation:

    McGinn, Kathleen L., and Victoria Medvec. "Adam Baxter Company/Local 190: 1983 Negotiation, Baxter Management Confidential Information." Harvard Business School Exercise 396-322, April 1996. (Revised May 2008.) View Details
  22. Adam Baxter Company/Local 190: 1985 Negotiation Baxter Management Confidential Information

    Kathleen L. McGinn and Victoria Medvec

    ncludes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

    Keywords: Inflation and Deflation; Compensation and Benefits; Wages; Working Conditions; Management; Negotiation Process; Labor and Management Relations;

    Citation:

    McGinn, Kathleen L., and Victoria Medvec. "Adam Baxter Company/Local 190: 1985 Negotiation Baxter Management Confidential Information." Harvard Business School Exercise 396-324, April 1996. (Revised May 2008.) View Details
  23. Adam Baxter Company/Local 190: 1985 Negotiation, Local 190 Confidential Information

    Kathleen L. McGinn and Victoria Medvec

    Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

    Keywords: Inflation and Deflation; Compensation and Benefits; Labor Unions; Wages; Working Conditions; Negotiation Process; Labor and Management Relations;

    Citation:

    McGinn, Kathleen L., and Victoria Medvec. "Adam Baxter Company/Local 190: 1985 Negotiation, Local 190 Confidential Information." Harvard Business School Exercise 396-325, April 1996. (Revised May 2008.) View Details
  24. Katharine Graham

    Kathleen L. McGinn, Lisa M. Gunther and Dina R. Pradel

    Details the career of Katharine Graham of the Washington Post Co., a pioneer in her field and one of the first high-profile women to lead a major public company. Her story is a unique example of how power and expertise are built over time, and differs from those of other business leaders in that she was unexpectedly thrust into a leadership position. Though Graham could have been a figurehead leader of the Washington Post Co., she gradually became a powerful national player: a publisher and CEO in more than title. Graham's strong values impel many of her decisions throughout the course of her career and help her through times of uncertainty. Her values are a stark contrast to strictly data-based decision making. Explores Graham's ability to master the newspaper business and succeed in a man's world. Additionally, Graham's unique ability to adapt her influence style in different social and career networks is also explored, as the distinction between Graham's employees, mentors, and friends is often blurred.

    Keywords: Decision Choices and Conditions; Values and Beliefs; Leadership; Personal Development and Career; Power and Influence; Social and Collaborative Networks; Journalism and News Industry;

    Citation:

    McGinn, Kathleen L., Lisa M. Gunther, and Dina R. Pradel. "Katharine Graham." Harvard Business School Case 801-276, March 2001. (Revised December 2007.) View Details
  25. Power and Influence: Achieving Your Objectives in Organizations

    Kathleen L. McGinn and Elizabeth Long Lingo

    Power is the potential to mobilize energy. This rather neutral definition does not address the issues of how to exercise power or to what ends. The answers to these questions determine the ultimate value of an individual's power. This note is written to help readers analyze the social system in which their power exists and their influence will be used. Following the guidelines presented, a careful analysis of the social system in which an individual operates, and an assessment of that individual's desires and objectives within the social system, may help maximize the development of power and the effective use of influence.

    Keywords: Organizational Culture; Personal Development and Career; Power and Influence; Social and Collaborative Networks; Value;

    Citation:

    McGinn, Kathleen L., and Elizabeth Long Lingo. "Power and Influence: Achieving Your Objectives in Organizations." Harvard Business School Background Note 801-425, March 2001. (Revised July 2007.) View Details
  26. Basil "Buzz" Hargrove and de Havilland, Inc. (A) and (B) TN

    Kathleen L. McGinn and Linda-Eling Lee

    Teaching Note for (9-899-138) and (9-899-176).

    Keywords: Manufacturing Industry; Canada;

    Citation:

    McGinn, Kathleen L., and Linda-Eling Lee. Basil "Buzz" Hargrove and de Havilland, Inc. (A) and (B) TN. Harvard Business School Teaching Note 801-277, March 2001. (Revised January 2007.) View Details
  27. Basil "Buzz" Hargrove and de Havilland, Inc. (A)

    Kathleen L. McGinn and Angela Keros

    Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargrove is convinced management will close the plant down otherwise.

    Keywords: Media; Power and Influence; Negotiation Deal; Leadership; Agreements and Arrangements; Business Exit or Shutdown; Labor Unions; Negotiation Types; Management Teams; Manufacturing Industry; Auto Industry; Canada;

    Citation:

    McGinn, Kathleen L., and Angela Keros. Basil "Buzz" Hargrove and de Havilland, Inc. (A). Harvard Business School Case 899-138, June 1999. (Revised November 2006.) View Details
  28. Cathy Benko: WINning at Deloitte (A)

    Kathleen L. McGinn, Deborah M. Kolb and Cailin B. Hammer

    Jim Quigley, CEO of Deloitte and Touche's consulting practice, asks senior partner Cathy Benko to lead Deloitte & Touche's much publicized Initiative for the Retention and Advancement of Women (WIN). Benko, already the Lead Client Service Partner on one of Deloitte's largest west coast engagements and the firm's High Technology Sector Leader, rejects the offer. This sets off a series of moves by players across the firm. The case follows Benko's early career, detailing the reasons why Quigley believes she is the right person to lead the initiative. Both Quigley and Benko make decisions and take steps that shape Benko's role as a leader in the firm.

    Keywords: Motivation and Incentives; Leadership Development; Talent and Talent Management; Personal Development and Career; Gender Characteristics; Consulting Industry; United States;

    Citation:

    McGinn, Kathleen L., Deborah M. Kolb, and Cailin B. Hammer. "Cathy Benko: WINning at Deloitte (A)." Harvard Business School Case 907-026, September 2006. (Revised November 2006.) View Details
  29. Cathy Benko: WINning at Deloitte (B)

    Kathleen L. McGinn, Deborah M. Kolb and Cailin B. Hammer

    Cathy Benko pulls together a group of Deloitte and Touche's top partners for a weekend discussion of the Initiative for the Retention and Advancement of Women (WIN). Benko, stimulated by the strong reaction by the attending partners, agrees to take on the leadership role. But only after negotiating the details of the role with CEO Quigley.

    Keywords: Leading Change; Partners and Partnerships; Agreements and Arrangements; Retention; Gender Characteristics;

    Citation:

    McGinn, Kathleen L., Deborah M. Kolb, and Cailin B. Hammer. "Cathy Benko: WINning at Deloitte (B)." Harvard Business School Supplement 907-027, September 2006. (Revised November 2006.) View Details
  30. Travelexis.com Role for Robin Knight from TravelPlanner.com

    Kathleen L. McGinn and Nicole Nasser

    Two fictional travel companies, SCOUT and TravelPlanner, engage in competitive bidding to acquire a third party, Travelexis. This exercise consists of three roles, one representative from each of the three companies. It is based on the actual negotiations between Headhunter (represented by Travelexis), Yahoo! (SCOUT), and CareerBuilder (TravelPlanner).

    Keywords: Negotiation; Bids and Bidding; Acquisition; Travel Industry;

    Citation:

    McGinn, Kathleen L., and Nicole Nasser. "Travelexis.com Role for Robin Knight from TravelPlanner.com." Harvard Business School Exercise 903-059, January 2003. (Revised July 2006.) View Details
  31. Travelexis.com Role for Pat Young from SCOUT

    Kathleen L. McGinn and Nicole Nasser

    Two fictional travel companies, SCOUT and TravelPlanner, engage in competitive bidding to acquire a third party, Travelexis. This exercise is consists of three roles, one representative from each of the three companies. It is based on the actual negotiations between Headhunter (represented by Travelexis), Yahoo! (SCOUT), and CareerBuilder (TravelPlanner).

    Keywords: Negotiation; Bids and Bidding; Acquisition; Travel Industry;

    Citation:

    McGinn, Kathleen L., and Nicole Nasser. "Travelexis.com Role for Pat Young from SCOUT." Harvard Business School Exercise 903-060, January 2003. (Revised July 2006.) View Details
  32. Travelexis.com Role for Jackie Hoff from Travelexis.com

    Kathleen L. McGinn and Nicole Nasser

    Two fictional travel companies, SCOUT and TravelPlanner, engage in competitive bidding to acquire a third party, Travelexis. This exercise consists of three roles, one representative from each of the three companies. It is based on the actual negotiations between Headhunter (represented by Travelexis), Yahoo! (SCOUT), and CareerBuilder (TravelPlanner).

    Keywords: Negotiation; Bids and Bidding; Acquisition; Travel Industry;

    Citation:

    McGinn, Kathleen L., and Nicole Nasser. "Travelexis.com Role for Jackie Hoff from Travelexis.com." Harvard Business School Exercise 903-061, January 2003. (Revised July 2006.) View Details
  33. RetailMax: Role for Regan Kessel

    Kathleen L. McGinn and Dina R. Pradel

    This exercise requires students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. The exercise presents a one-issue, distributive negotiation that challenges students to think about evaluating and developing best alternatives to a negotiated agreement (BATNA). It illustrates tactics for claiming value and introduces the use of decision trees for calculating reservation prices and the establishment of bargaining zones.

    Keywords: Negotiation; Compensation and Benefits; Management Practices and Processes; Retail Industry;

    Citation:

    McGinn, Kathleen L., and Dina R. Pradel. "RetailMax: Role for Regan Kessel." Harvard Business School Exercise 904-025, September 2003. (Revised May 2006.) View Details
  34. RetailSoft: Role for Regan Kessel

    Kathleen L. McGinn, Hannah Riley Bowles and Dina R. Pradel

    Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

    Keywords: Negotiation; Compensation and Benefits; Management Practices and Processes; Retail Industry;

    Citation:

    McGinn, Kathleen L., Hannah Riley Bowles, and Dina R. Pradel. "RetailSoft: Role for Regan Kessel." Harvard Business School Exercise 905-003, January 2005. (Revised April 2006.) View Details
  35. RetailSoft: Role for Cam Archer

    Kathleen L. McGinn, Hannah Riley Bowles and Dina R. Pradel

    Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

    Keywords: Negotiation; Compensation and Benefits; Management Practices and Processes; Retail Industry;

    Citation:

    McGinn, Kathleen L., Hannah Riley Bowles, and Dina R. Pradel. "RetailSoft: Role for Cam Archer." Harvard Business School Exercise 905-004, January 2005. (Revised April 2006.) View Details
  36. RetailSoft: Role for Sydney Masser

    Kathleen L. McGinn, Hannah Riley Bowles and Dina R. Pradel

    Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

    Keywords: Negotiation; Compensation and Benefits; Management Practices and Processes; Retail Industry;

    Citation:

    McGinn, Kathleen L., Hannah Riley Bowles, and Dina R. Pradel. "RetailSoft: Role for Sydney Masser." Harvard Business School Exercise 905-005, January 2005. (Revised April 2006.) View Details
  37. RetailMax: Role for Cam Archer

    Kathleen L. McGinn and Dina R. Pradel

    This exercise requires students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. The exercise presents a one-issue, distributive negotiation that challenges students to think about evaluating and developing best alternatives to a negotiated agreement (BATNA). It illustrates tactics for claiming value and introduces the use of decision trees for calculating reservation prices and the establishment of bargaining zones.

    Keywords: Negotiation; Compensation and Benefits; Management Practices and Processes; Retail Industry;

    Citation:

    McGinn, Kathleen L., and Dina R. Pradel. "RetailMax: Role for Cam Archer." Harvard Business School Exercise 904-024, September 2003. (Revised May 2005.) View Details
  38. Luna Pen (A)

    Kathleen L. McGinn and Michael A. Wheeler

    Discusses the negotiation of a possible trademark infringement involving a German conglomerate and a Taiwanese trading firm.

    Keywords: Strategy; Law; Negotiation Tactics; Decision Choices and Conditions; Gender Characteristics; Culture; Trademarks; Power and Influence; Germany; Taiwan;

    Citation:

    McGinn, Kathleen L., and Michael A. Wheeler. "Luna Pen (A)." Harvard Business School Case 396-156, November 1995. (Revised December 2013.) View Details
  39. The Pacific Sentinel: Role for Chris Coleman

    Kathleen L. McGinn and Dina R. Pradel

    A new publishing company has just purchased the Pacific Sentinel, a fictional West Coast newspaper. The new publisher is willing to invest $1 million in the future success of the paper and has asked the executive editor and advertising manager to develop a joint plan for how the money should be spent.

    Keywords: Negotiation; Conflict of Interests; Decision Making; Publishing Industry;

    Citation:

    McGinn, Kathleen L., and Dina R. Pradel. "The Pacific Sentinel: Role for Chris Coleman." Harvard Business School Exercise 903-133, June 2003. (Revised September 2004.) View Details
  40. The Pacific Sentinel: Role for Alex Martinez

    Kathleen L. McGinn and Dina R. Pradel

    A new publishing company has just purchased the Pacific Sentinel, a fictional West Coast newspaper. The new publisher is willing to invest $1 million in the future success of the paper and has asked the executive editor and advertising manager to develop a joint plan for how the money should be spent.

    Keywords: Negotiation; Acquisition; Business Strategy; Publishing Industry; Western United States;

    Citation:

    McGinn, Kathleen L., and Dina R. Pradel. "The Pacific Sentinel: Role for Alex Martinez." Harvard Business School Exercise 903-136, June 2003. (Revised May 2004.) View Details
  41. Abelli and Saviotti at Banca Commerciale Italiana (A)

    Tiziana E. Casciaro, Kathleen L. McGinn and Massimiliano Belingheri

    In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano--two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy.

    Keywords: Mergers and Acquisitions; Networks; Banks and Banking; Business Strategy; Power and Influence; Crisis Management; Government and Politics; International Finance; Failure; Banking Industry; Italy;

    Citation:

    Casciaro, Tiziana E., Kathleen L. McGinn, and Massimiliano Belingheri. "Abelli and Saviotti at Banca Commerciale Italiana (A)." Harvard Business School Case 402-043, January 2002. (Revised June 2003.) View Details
  42. Abelli and Saviotti at Banca Commerciale Italiana (B)

    Tiziana E. Casciaro, Kathleen L. McGinn and Massimiliano Belingheri

    Supplements the (A) case.

    Keywords: Banking Industry; Italy;

    Citation:

    Casciaro, Tiziana E., Kathleen L. McGinn, and Massimiliano Belingheri. "Abelli and Saviotti at Banca Commerciale Italiana (B)." Harvard Business School Case 402-044, January 2002. (Revised November 2002.) View Details
  43. Reverend Jeffrey Brown: Cops, Kids and Ministers

    Kathleen L. McGinn and Alexis Lefort

    Introduces Reverend Jeffrey Brown, one of the cofounders of the Ten Point Coalition in Boston, Mass. The Ten Point Coalition, a group of ministers that worked to change the dynamics between the Boston Police Department and the kids on the street, was instrumental in reducing the rate of youth violence in Boston. Describes the unique history of Boston and how the coalition came to be successful in Boston. Wrestles with the question of whether or not the success can be replicated in other cities around the world.

    Keywords: Change; Civil Society or Community; Alliances; Interpersonal Communication; Power and Influence; Law Enforcement; City; Boston;

    Citation:

    McGinn, Kathleen L., and Alexis Lefort. "Reverend Jeffrey Brown: Cops, Kids and Ministers." Harvard Business School Case 801-284, December 2000. (Revised May 2002.) View Details
  44. Luna Pen (B)

    Kathleen L. McGinn and Michael A. Wheeler

    Presents a series of multiple choice options to be distributed and discussed in class.

    Keywords: Decisions; Strategy; Negotiation Tactics; Performance Evaluation; Gender Characteristics; Culture; Power and Influence; Germany; Taiwan;

    Citation:

    McGinn, Kathleen L., and Michael A. Wheeler. "Luna Pen (B)." Harvard Business School Supplement 396-157, November 1995. (Revised December 2013.) View Details
  45. Women and Power: Stories From Around the Globe

    Kathleen L. McGinn, Alexis Lefort and Nicole Nasser

    This case uses vignettes and statistics of the broader issue discussed in each vignette to explore some of the ways in which gender is played out in the struggle for power and control. Disenfranchised groups--those not allowed access to critical resources--have little access to power. In many countries, women represent one of these disenfranchised groups. Women around the world are disproportionately denied access to employment, education, religious freedoms, many traditional routes to business funding, collective action, and social welfare. The vignettes explore ways in which inroads to equality are being made on new, innovative paths. Even mainstream approaches to accessing critical resources are becoming more gender neutral. The vignettes and statistics are meant to be illustrative rather than exhaustive.

    Keywords: Equality and Inequality; Gender Characteristics; Power and Influence;

    Citation:

    McGinn, Kathleen L., Alexis Lefort, and Nicole Nasser. "Women and Power: Stories From Around the Globe." Harvard Business School Case 902-203, March 2002. View Details
  46. Robert Moses

    Kathleen L. McGinn and Alexis Lefort

    Robert Moses was Park Commissioner in New York City for nearly 50 years. In this position, he had more influence on the face of urban New York than anyone before or after.

    Keywords: Power and Influence; New York (city, NY);

    Citation:

    McGinn, Kathleen L., and Alexis Lefort. "Robert Moses." Harvard Business School Case 800-271, March 2000. (Revised January 2002.) View Details
  47. An Interview with Heidi Roizen

    Kathleen L. McGinn

    Heidi Roizen being interviewed by MBA students, talks about the design to explore the theoretical and practical aspects of network development and maintenance. She focuses on the concept of an egocentric and personal network.

    Keywords: Design; Retention; Networks; Theory;

    Citation:

    McGinn, Kathleen L. "An Interview with Heidi Roizen." Harvard Business School Video Supplement 902-804, November 2001. View Details
  48. Katharine Graham TN

    Kathleen L. McGinn, Lisa M. Gunther and Dina R. Pradel

    Teaching Note for (9-801-276).

    Keywords: Leading Change; Public Ownership; Power and Influence; Experience and Expertise; Value; Decision Making; Personal Development and Career; Risk and Uncertainty;

    Citation:

    McGinn, Kathleen L., Lisa M. Gunther, and Dina R. Pradel. "Katharine Graham TN." Harvard Business School Teaching Note 801-281, April 2001. View Details
  49. Iggy's Bread of the World

    Kathleen L. McGinn and Alexis Lefort

    In January 1994, Igor and Ludmilla Ivanovic opened the doors of their bakery, Iggy's Bread of the World. This case describes their unusual mission statement and the way in which they try to bring a social consciousness mentality to a for-profit business. Six years later, they have grown beyond their physical and administrative capacity. The Ivanovics must decide how to reconfigure the leadership structure of the company without losing their control over the fundamentals.

    Keywords: Growth Management; Mission and Purpose; Organizational Culture; Restructuring; Family Business; Power and Influence; Food and Beverage Industry; Retail Industry; Massachusetts;

    Citation:

    McGinn, Kathleen L., and Alexis Lefort. "Iggy's Bread of the World." Harvard Business School Case 801-282, November 2000. (Revised March 2001.) View Details
  50. Range, The (A)

    Kathleen L. McGinn, Tracy Thompson and Michael Smith

    Reveals the potential benefits and pitfalls of reorganization into teams in order to respond to environmental change. Takes place in the newsroom of a metropolitan daily newspaper. Both management and employees struggle to find new balance after a major restructuring into teams upsets the tasked-based and personal relationships in the newsroom.

    Keywords: Organizational Change and Adaptation; Groups and Teams; Restructuring; Balance and Stability; Organizational Structure; Business Processes; Journalism and News Industry;

    Citation:

    McGinn, Kathleen L., Tracy Thompson, and Michael Smith. "Range, The (A)." Harvard Business School Case 801-330, January 2001. (Revised March 2001.) View Details
  51. Adam Baxter Company/Local 190 TN

    Kathleen L. McGinn, Katherine Lawrence and Priscilla Offenhauer

    Teaching Note for (9-396-318), (9-396-319), (9-396-321), (9-396-322), (9-396-324), (9-396-325), and (9-396-326).

    Keywords: Negotiation; Decision Making;

    Citation:

    McGinn, Kathleen L., Katherine Lawrence, and Priscilla Offenhauer. "Adam Baxter Company/Local 190 TN." Harvard Business School Teaching Note 898-192, April 1998. View Details
  52. Starlite: Confidential Instructions for P. Foster, VP of HR Business Imaging Division

    Kathleen L. McGinn and Julia Morgan

    Supplements Starlite Corp.: General Information.

    Citation:

    McGinn, Kathleen L., and Julia Morgan. "Starlite: Confidential Instructions for P. Foster, VP of HR Business Imaging Division." Harvard Business School Supplement 396-353, April 1996. (Revised March 1998.) View Details
  53. Starlite: Confidential Instructions for M. Slee, VP of HR Digital and Applied Imaging Division

    Kathleen L. McGinn and Julia Morgan

    Supplements Starlite Corp.: General Information.

    Citation:

    McGinn, Kathleen L., and Julia Morgan. "Starlite: Confidential Instructions for M. Slee, VP of HR Digital and Applied Imaging Division." Harvard Business School Supplement 396-354, April 1996. (Revised March 1998.) View Details
  54. Starlite: Confidential Instructions for M. Gonzalez, VP of HR Motion Pictures and TV Division

    Kathleen L. McGinn and Julia Morgan

    Supplements Starlite Corp.: General Information.

    Citation:

    McGinn, Kathleen L., and Julia Morgan. "Starlite: Confidential Instructions for M. Gonzalez, VP of HR Motion Pictures and TV Division." Harvard Business School Supplement 396-355, April 1996. (Revised March 1998.) View Details
  55. Starlite Corporation: General Information

    Kathleen L. McGinn and Julia Morgan

    A multiparty, intraorganizational negotiation exercise involving five vice presidents of human resources at $17.5 billion photography products company. In the midst of reengineering, the five VPs have been told to negotiate the possible alignment of resources in ways that will cut costs and add value to Starlite. They will present the results of their negotiations to the CFO of the company.

    Keywords: Negotiation Types;

    Citation:

    McGinn, Kathleen L., and Julia Morgan. "Starlite Corporation: General Information." Harvard Business School Exercise 396-351, April 1996. (Revised March 1998.) View Details
  56. Expectations and Stereotypes: How Do They Affect the Deal?

    Kathleen L. McGinn

    Designed to provide students with a basic insight into recognizing the productive and destructive aspects of expectations and stereotypes, and their consequent effects on negotiation.

    Keywords: Knowledge Acquisition; Management; Negotiation Deal; Performance Expectations; Prejudice and Bias;

    Citation:

    McGinn, Kathleen L. "Expectations and Stereotypes: How Do They Affect the Deal?" Harvard Business School Background Note 396-167, November 1995. (Revised October 1996.) View Details

    Research Summary

  1. An outside-inside evolution in gender and work in a professional services firm

    by Kathleen L. McGinn

    With Deborah Kolb & Lakshmi Ramajaran

    We study the processes by which a professional services firm reshaped its activities and beliefs over nearly two decades as it adapted to changes in the gender composition of its workforce and shifts in the social narrative regarding gender. Internal archival data and external representations of gender from the business press over two decades reveal that the firm internalized the broader social narrative through alternating phases of analysis and action punctuated by evolving beliefs about gender and work. We offer an internalization model of organizational adaptation to shifting social narratives.

  2. Information and relationships: Measuring the impact of information and relational skills on girls' health and social outcomes in Zambia

    by Kathleen L. McGinn

    With Nava Ashraf & Corinne Low

    Accurate information is necessary for making good decisions, but information held by one party may not be sufficient when decisions are made interdependently with other parties.  In Zambia, girls' decisions around school attendance are made interdependently with family members and other parties potentially more powerful than the girls themselves, and girls' decisions around sexual behavior are made interdependently with intimate partners and peers.  These decisions have serious, measurable impact on the girls' health and welfare.  We are carrying out a randomized controlled experiment among 8th grade girls in Lusaka, Zambia, testing the efficacy of information alone relative to information with relational skills training (and control treatment) in affecting girls' school attendance and health outcomes.

  3. The construction of self, profession & gender through transitions

    by Kathleen L. McGinn

    With Beth Humberd, Rachel Arnett & Judy Clair

    We study the developmental transitions experienced by women leaders in the private and public sectors, exploring the role that gender, family & profession play in identity construction over a career. Our findings are based on the women's career histories as conveyed through extensive interviews. Women vary in the degre to which they understand transitions as a seiries of "struggles to overcome" vs. "triumphs along the way." Women leaders' definitions of successful transitions also vary. Some women define transition success solely by the impact on their career - all transitions are viewed as stepping stones to professional success. For others, personal and professional transitions and successes are interwoven, sometimes sequentially and sometimes simultaneously. Across examples, relationships are pivotal in successful transitions.