Bethany Sheridan Gerstein

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Doctoral Student

Bethany Gerstein is a PhD student in Health Policy/Management at the Harvard Business School and the Harvard Graduate School of Arts & Sciences. Her research focuses on how various organizational design features (e.g., physical space, staffing, IT) affect collaboration, decision making, and performance at the team level in healthcare provider settings.
 
Prior to the PhD program, Bethany worked as a research associate with the Informed Medical Decisions Foundation, as an advisor and Global Health Corps Fellow with Partners in Health in Rwanda, and as a people analyst with the People Analytics group & People and Innovation Lab (PiLab) at Google, Inc. She graduated from Brown University with honors in international relations in 2007.

Publications

Journal Articles

Cases and Teaching Materials

  1. Merrimack Pharmaceuticals, Inc. (B)

    Amy C. Edmondson, Bethany Gerstein and Melissa Valentine

    In 2006, the leadership team at Merrimack Pharmaceuticals, Inc. had to decide whether to keep its R&D organization in functional departments or restructure it into interdisciplinary teams. This case follows the outcomes of this decision from 2006 to mid-2014, and considers their impact on productivity, accountability, communication, and skill development from the perspectives of employees in Merrimack's R&D organization.

    Keywords: Organizational Design; Groups and Teams; Collaborative Innovation and Invention; Research and Development; Biotechnology Industry; Pharmaceutical Industry;

    Citation:

    Edmondson, Amy C., Bethany Gerstein, and Melissa Valentine. "Merrimack Pharmaceuticals, Inc. (B)." Harvard Business School Supplement 614-083, June 2014. View Details
  2. Merrimack Pharmaceuticals, Inc. (A)

    Amy C. Edmondson, Bethany S. Gerstein and Melissa Valentine

    In 2006, Merrimack Pharmaceuticals was a fast-growing biotechnology company. Its leadership team was divided over whether to keep R&D organized in functional departments or transition to interdisciplinary teams. As a small company, Merrimack's R&D organization had established a culture of collaboration across scientific disciplines that some worried would diminish with larger functional departments. Others were concerned that an interdisciplinary team-based design would be inefficient and difficult to manage. This case describes the two proposed organizational designs and presents the arguments within Merrimack's leadership team for and against each. It highlights the tradeoffs associated with each design as they relate to accountability, efficiency, innovation, product orientation, and people management at every stage in the R&D process. Students will explore the relationships between task complexity, collaboration, and organizational design in R&D.

    Keywords: organizational design; Teamwork; interdisciplinary collaboration; R&D; biotechnology; complexity; innovation management; Organizational Design; Groups and Teams; Collaborative Innovation and Invention; Research and Development; Biotechnology Industry; Pharmaceutical Industry;

    Citation:

    Edmondson, Amy C., Bethany S. Gerstein, and Melissa Valentine. "Merrimack Pharmaceuticals, Inc. (A)." Harvard Business School Case 614-063, April 2014. View Details

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