Michel Anteby
Associate Professor of Business Administration, Marvin Bower Fellow
Michel Anteby is an Associate Professor and Marvin Bower Fellow in the Organizational Behavior area at the Harvard Business School. He teaches in the School's MBA, doctoral, and executive programs, most recently the second-year MBA elective "Managing Human Capital" course, the doctoral "Design of Field Research Methods" course, and in the executive “Leading Change and Corporate Renewal” and “Talent Management” programs.
His research mainly examines occupational and organizational cultures. More specifically, he tries to understand how meaning is built at work and how moral orders are sustained. He has pursued these questions through the lens of diverse social groups (e.g., academics, clinical anatomists, and factory craftsmen). In doing so, he has looked at the many ways individuals sustain chosen cultures and identities: for instance, by engaging in collective forgetting or deviant behaviors. Field settings for these inquiries include whole-body donation programs, manufacturing workshop, and higher-education.
He is the author of Manufacturing Morals: The Values of Silence in Business School Education (University of Chicago Press, forthcoming) and Moral Gray Zones: Side-Productions, Identity, and Regulation in an Aeronautic Plant (Princeton University Press, 2008). His work has appeared in the Academy of Management Journal, Administrative Science Quarterly, Ethnography, Organization Science, Social Science & Medicine, and Sociologie du Travail. He serves on the editorial boards of Administrative Science Quarterly and Organization Science.
Michel earned a joint Ph.D. in sociology from the Ecole des Hautes Etudes en Sciences Sociales (EHESS, Paris) and in management from New York University. He holds a MA in economics from the Sorbonne and a MPA from Harvard. He grew up in France, previously worked as a consultant (focusing on labor issues), and remains affiliated as a Research Fellow with the Centre de Sociologie des Organisations in Paris.
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Book
| Forthcoming
Manufacturing Morals: The Values of Silence in Business School Education
Michel Anteby
Corporate accountability is never far from the front page and Harvard Business School trains many future business leaders. But how does HBS formally and informally ensure its members embrace proper business standards? Relying on his faculty experience, Michel Anteby takes readers inside the School to draw vivid parallels between the socialization of faculty and of students.
In an era when many organizations are focused on principles of responsibility, HBS has long tried to promote better business standards. Anteby's rich account reveals the surprising role of silence in HBS's process of codifying morals and values. As he describes, specifics are often left unspoken; for example, teaching notes given to faculty provide much guidance on how to teach but are largely silent on what to teach. Manufacturing Morals demonstrates how faculty and students are exposed to a system that operates on open-ended directives that require significant decision-making on the part of those involved, with little overt guidance from the hierarchy. Anteby suggests that this model—which tolerates moral complexity—is perhaps one of the few that can adapt and endure over time.
Manufacturing Morals is a perceptive must-read for anyone looking for insight into the moral decision-making of today's business leaders and those influenced by or working for them.
Keywords: Ethics;
Moral Sensibility;
Business Education;
Higher Education;
Education;
Education Industry;
United States;
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Book
| 2008
Moral Gray Zones: Side Productions, Identity, and Regulation in an Aeronautic Plant
Michel Anteby
Anyone who has been employed by an organization knows not every official workplace regulation must be followed. When management consistently overlooks such breaches, spaces emerge in which both workers and supervisors engage in officially prohibited, yet tolerated practices--gray zones. When discovered, these transgressions often provoke disapproval; when company materials are diverted in the process, these breaches are quickly labeled theft. Yet, why do gray zones persist and why are they unlikely to disappear? In 'Moral Gray Zones,' Michel Anteby shows how these spaces function as regulating mechanisms within workplaces, fashioning workers' identity and self-esteem while allowing management to maintain control. The book provides a unique window into gray zones through its in-depth look at the manufacture and exchange of illegal goods called homers, tolerated in a French aeronautic plant. Homers such as toys for kids, cutlery for the kitchen, or lamps for homes, are made on company time with company materials for a worker's own purpose and use. Anteby relies on observations at retirees' homes, archival data, interviews, and surveys to understand how plant workers and managers make sense of this tacit practice. He argues that when patrolled, gray zones like the production of homers offer workplaces balanced opportunities for supervision as well as expression. Cautioning against the hasty judgment that gray zone practices are simply wrong, 'Moral Gray Zones' contributes to a deeper understanding of the culture, group dynamics, and deviance found in organizations.
Keywords: Crime and Corruption;
Moral Sensibility;
Governance Controls;
Production;
Organizational Culture;
Practice;
France;
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Article
| Research in the Sociology of Work
| Forthcoming
In Search of the Self at Work: Young Adults' Experiences of a Dual Identity Organization
Michel Anteby and Amy Wrzesniewski
Purpose: Multiple forces that shape the identities of adolescents and young adults also influence their subsequent career choices. Early work experiences are key among these forces. Recognizing this, youth service programs have emerged worldwide with the hope of shaping participants' future trajectories through boosting future engagement in civically oriented activities and work. Despite these goals, past research on these programs' impact has yielded mixed outcomes. Our goal is to understand why this might be the case. Design/Methodology/Approach: We rely on interview, archival, and longitudinal survey data to examine young adults' experiences of a European youth service program. Findings: A core feature of youth service programs, namely their dual identity of helping others (i.e., service beneficiaries) and helping oneself (i.e., participants), might partly explain the mixed outcomes. We find that participants focus on one of the organization's identities largely to the exclusion of the other, creating a dynamic in which their interactions with members who focus on the other identity create challenges and dominate their program experience, to the detriment of a focus on the organization and its goals. This suggests that a previously overlooked feature of youth service programs (their dual identity) might prove both a blessing for attracting many diverse members and a curse for achieving desired outcomes. Originality/Value: More broadly, our results suggest that dual identity organizations might attract members focused on a select identity but fail to imbue them with a blended identity; thus, limiting the extent to which such organizations can truly "re-direct" future career choices.
Keywords: organizational identity;
Socialization;
youth;
youth service programs;
identity;
Europe;
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Article
| Organization Science
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Relaxing the Taboo on Telling Our Own Stories: Upholding Professional Distance and Personal Involvement
Michel Anteby
Scholars studying organizations are typically discouraged from telling, in print, their own stories. The expression "telling our own stories" is used as a proxy for field research projects that, in their written form, explicitly rely on a scholar's personal involvement in a field. (By personal involvement in a field, I mean a scholar's engagement in a set of mental activities that connect her to a field.) The assumption is that personal involvement is antithetical to maintaining professional distance. In this paper, I argue that the taboo against telling our own stories stems in part from an epistemological misunderstanding. Learning from the field entails upholding both distance and involvement; the two dimensions should not be conceptualized as opposite ends of a continuum. Moreover, I suggest that the taboo has become too extreme and stifles our collective capacity to generate new insights. To make this argument, I start by discussing the general taboo against telling one's own stories. Second, I focus on the rationale set forth to justify not only the taboo but also its limitations. Third, I examine what distance entails and how involvement, far from lessening distance, creates opportunities for generating potentially strong theoretical insight. Fourth, I showcase several areas of theoretical development that might benefit from revisiting the taboo. I conclude by reviewing key practical implications of such a shift for our profession and by arguing that organizational scholarship could gain a great deal from relaxing the taboo.
Keywords: fieldwork;
research practiced;
distance;
involvement;
taboo;
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Article
| Academy of Management Journal
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Collective Memory Meets Organizational Identity: Remembering to Forget in a Firm's Rhetorical History
Michel Anteby and Virag Molnar
Much organizational identity research has grappled with the question of identity emergence or change. Yet the question of identity endurance is equally puzzling. Relying primarily on the analysis of 309 internal bulletins produced at a French aeronautics firm over almost fifty years, we theorize a link between collective memory and organizational identity endurance. More specifically, we show how forgetting in a firm's ongoing rhetorical history-here, the bulletins' repeated omission of contradictory elements in the firm's past (i.e., structural omission) or attempts to neutralize them with valued identity cues (i.e., preemptive neutralization)-sustains its identity. Thus knowing "who we are" might depend in part on repeatedly remembering to forget "who we were not."
Keywords: Organizations;
Identity;
History;
Aerospace Industry;
France;
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Article
| PLoS ONE
|
Individuals' Decision to Co-Donate or Donate Alone: An Archival Study of Married Whole Body Donors in Hawaii
Michel Anteby, Filiz Garip, Paul V. Martorana and Scott Lozanoff
Background: Human cadavers are crucial to numerous aspects of health care, including initial and continuing training of medical doctors and advancement of medical research. Concerns have periodically been raised about the limited number of whole body donations. Little is known, however, about a unique form of donation, namely co-donations or instances when married individuals decide to register at the same time as their spouse as whole body donors. Our study aims to determine the extent of whole body co-donation and individual factors that might influence co-donation. Methods and Findings: We reviewed all records of registrants to the University of Hawaii Medical School's whole body donation program from 1967 through 2006 to identify married registrants. We then examined the 806 married individuals' characteristics to understand their decision to register alone or with their spouse. We found that married individuals who registered at the same time as their spouse accounted for 38.2 percent of married registrants. Sex differences provided an initial lens to understand co-donation. Wives were more likely to co-donate than to register alone (p = 0.002). Moreover, registrants' main occupational background had a significant effect on co-donations (p = 0.001). Married registrants (regardless of sex) in female-gendered occupations were more likely to co-donate than to donate alone (p = 0.014). Female-gendered occupations were defined as ones in which women represented more than 55 percent of the workforce (e.g., preschool teachers). Thus, variations in donors' occupational backgrounds explained co-donation above and beyond sex differences. Conclusions: Efforts to secure whole body donations have historically focused on individual donations regardless of donors' marital status. More attention needs to be paid, however, to co-donations since they represent a non-trivial number of total
donations. Also, targeted outreach efforts to male and female members of female-gendered occupations might prove a successful way to increase donations through co-donations.
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Article
| Administrative Science Quarterly
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Markets, Morals, and Practices of Trade: Jurisdictional Disputes in the U.S. Commerce in Cadavers
Michel Anteby
This study examines the U.S. commerce in human cadavers for medical education and research to explore variation in legitimacy in trades involving similar goods. It draws on archival, interview, and observational data mainly from New York state to analyze market participants' efforts to legitimize commerce and resolve a jurisdictional dispute. Building on literature on professions, the study shows that how goods are traded, not only what is traded, proves integral to constructing legitimacy, thus suggesting a practice-based view of moral markets. The professionals, including a group of "gatekeepers," construct a narrative distinction between their own commerce and an implicitly less moral alternative and geographically insulate their trades from the broader commerce, creating in effect two circuits. Yet the professionals also promote specific practices of trade within their circuit to help them distinguish their own pursuit from an alternative course of action. The study's findings shed light on the micro-foundations of market legitimization and on the role of morals in sustaining professional jurisdictions.
Keywords: Education;
Goods and Commodities;
Trade;
Lawfulness;
Moral Sensibility;
Market Participation;
Management Practices and Processes;
New York (state, US);
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Article
| Organization Studies
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The Circulation of Ideas across Academic Communities: When Locals Re-import Exported Ideas
Julie Battilana, Michel Anteby and M. Sengul
The circulation of ideas across academic communities is central to academic pursuits and has attracted much past scholarly attention. As North American-based scholars with European ties, we decided to examine the impact of Organization Studies in North American academia with the objective of understanding what, if anything, makes some Organization Studies articles more likely to have impact in North America than others. To set the stage for better understanding the role of Organization Studies in this academic community, we first present the key characteristics of North American academia. Second, relying on archival data spanning the first 29 years of Organization Studies (1980 to 2008, inclusive), we identify an apparent dynamic of select reimportation of exported ideas. Put otherwise, top North American journals tend to reimport ideas authored (and exported) by select North American scholars in Organizations Studies. Third, we discuss the implications of this process on the field of organization studies and on the circulation of ideas across academic communities.
Keywords: Knowledge Dissemination;
Organizational Structure;
Learning;
Archives;
Civil Society or Community;
North and Central America;
Europe;
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Comment
| Economic Sociology: The European Electronic Newsletter
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A Market for Human Cadavers in All but Name?
Michel Anteby
Keywords: Markets;
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Article
| Harvard Business Review
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Working in the Gray Zone
Michel Anteby
Supervisors often turn a blind eye when employees use company resources and time to work on personal projects. They realize that stamping out such behavior may do more harm than good.
Keywords: Employee Relationship Management;
Management Practices and Processes;
Performance Effectiveness;
Behavior;
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Article
| Organization Science
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Identity Incentives as an Engaging Form of Control: Revisiting Leniencies in an Aeronautic Plant
Michel Anteby
Research has long shown that organizations shape members’ identities. However, the possibility that these identities might also be desired and that members might benefit from this process has only recently been explored. In a qualitative study of a French aeronautic plant, I demonstrate how an implicitly negotiated leniency between management and workers around the use of company materials and tools, on company time, to produce artifacts for personal use, enhances workers’ identities. This leniency applies to a select subset of workers and enhances their desired occupational identity. This practice produces an engaging form of control that relies on management’s selective allocation of identity incentives. These findings document a previously overlooked type of control: one reliant on desired identities that engage rather than constrain. Desired identities, specifically previously enacted ones, constitute potent incentives for inducing efforts or actions.
Keywords: Governance Controls;
Employee Relationship Management;
Organizational Culture;
Identity;
Motivation and Incentives;
Aerospace Industry;
France;
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Article
| Social Science & Medicine
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Entrepreneurial Ventures and Whole-body Donations: A Regional Perspective from the United States
Michel Anteby and Mikell Hyman
Human cadavers are crucial to medical science. While the debate on how to secure sufficient cadavers has focused primarily on donors’ behaviors, procuring organizations’ roles in increasing donations remain less explored. The United States offers a unique setting in which to examine this question since entrepreneurial ventures supplying cadavers for medical science have recently emerged alongside traditional academic-housed programs, raising both hopes and fears about their impact on whole-body donations.
To assess their potential impact, an archival survey of voluntary, in-state whole-body donors to two programs procuring in the same U.S. state was conducted. The programs’ specimen recipients were also analyzed. One program is academic-housed and the other is an entrepreneurial venture. Both offered equal levels of financial support to donating parties. Eighty donations and 120 specimen shipping invoices from 2005 were analyzed in each program. Donations to the two programs did not significantly differ in terms of donors’ sex, marital status, maximum educational level, and estimated hourly wage. The entrepreneurial venture’s donors were, however, significantly younger, more likely to be from a minority group, and more likely to have died from cancer. For-profit organizations, continuing medical training organizations, and medical device companies were more likely recipients of the entrepreneurial venture’s specimens. Non-profit and academic organizations were more likely recipients of the academic-housed program’s specimens.
These findings suggest that although the programs procured from a somewhat similar pool of donors, they also complemented one another. The entrepreneurial program procured donations that the academic-housed program often did not attract. Specimen recipients’ distinct demands partly explain these procurement behaviors. Thus, organizational efforts to meet demands seem to shape the supply. Examining organizations alongside donors might provide new answers to secure donations.
Keywords: Entrepreneurship;
Behavior;
Programs;
Nonprofit Organizations;
Business Ventures;
Health Testing and Trials;
Demand and Consumers;
Supply Chain;
For-Profit Firms;
Organizations;
Training;
United States;
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Article
| Academy of Management Annual Meeting Proceedings
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Focusing on Lone Trees in the Forest: Members' Experience of a Multiple Identity Organization
Michel Anteby and Amy Wrzesniewski
Keywords: Employees;
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Article
| Journal of Management Inquiry
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Talking Tainted Topics: Insights and Ideas on Researching Socially Disapproved Organizational Behavior
Tammy MacLean, Michel Anteby, Bryant Hudson and Jenny W. Rudolph
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Article
| Sociologie du travail
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Factory 'Homers': Understanding a Highly Elusive, Marginal, and Illegal Practice
Michel Anteby
Keywords: Practice;
Factories, Labs, and Plants;
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Journal Article
| Sociologie du travail
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La "Perruque" en Usine: Approche d'une Pratique Marginale, Illegale et Fuyante
Michel Anteby
Citation: Anteby, Michel. La " Perruque" en Usine: Approche d'une Pratique Marginale, Illegale et Fuyante. Sociologie du travail 45, no. 4 (October–December 2003): 453–471.
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Article
| Ethnography
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The "Moralities" of Poaching: Manufacturing Personal Artifacts on the Factory Floor
Michel Anteby
Keywords: Production;
Moral Sensibility;
Factories, Labs, and Plants;
Citation: Anteby, Michel. The " Moralities" of Poaching: Manufacturing Personal Artifacts on the Factory Floor. Ethnography 4, no. 2 (2003): 217–239.
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Article
| Fletcher Forum of World Affairs
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La Table de Cana: A New Model or an Exception in Corporate Social Responsibility?
Michel Anteby
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Module Note
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2013
Leading by Leveraging Workers' Occupational Identities
Michel Anteby
This note helps instructors teach about the role of occupational identities in driving efforts and action. It ties together several cases and an exercise that can be taught in leadership/organizational behavior/human resources classes.
Keywords: leadership;
organizational behavior;
identity;
work;
occupations;
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Teaching Note
| HBS Case Collection
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2013
Automating the Paris Subway (TN) (A) & (B)
Michel Anteby and Ayn Cavicchi
In 2001, the head of the Paris Subway reflected on how to transform Line 1 into a driverless line without triggering a social conflict. After the shock of the 2000 Notre Dame de Lorette subway accident, in which a train derailed and caused 25 injuries in a Paris subway station, the state-owned Paris subway operator Régie Autonome des Transports Parisiens (RATP) decided to adopt new security measures and considered the opportunity to automate the oldest and the busiest line of the network. The Head of the Paris Subway, Serge Lagrange, believed that automating Line 1 would improve security as well as performance. However, the automation would bring about the downsizing of 219 drivers' positions. Lagrange had to figure out how to get the RATP employees on board, particularly drivers and trade unions. How could he convince them of the necessity to automate Line 1? How could he prevent the potentially major social conflict that might result from downsizing the drivers' positions?
Keywords: Labor relations;
Unions;
organizational behavior;
Change;
Transportation Industry;
France;
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Supplement
| HBS Case Collection
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2013
ProPublica
Michel Anteby
Citation: Anteby, Michel. " ProPublica." Harvard Business School Video Supplement 413-708, February 2013.
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Course Overview Note
|
2013
(Revised from original 2013 version)
'Made in India': Human Capital at the Base of the Pyramid (TN)
Michel Anteby, Felicia Khan and John Ng
This teaching note, used in conjunction with excerpts from the 2010 documentary film "Made in India" (directed and produced by Rebecca Haimowitz and Vaishali Sinha) provides students with an opportunity to explore what constitutes human capital and the moral issues involved with managing human capital at the base of the pyramid. By the 'base of the pyramid' we are primarily referring to the poorest 4 billion people on earth as compared to the 'top of the pyramid,' which refers to the top 2.5 billion consumers in developed economies. Our definition also includes, however, poor individuals in developed economies.
While many human capital discussions in business school settings deal with higher echelons of the labor market, this case introduces a "view from below" or what human capital might look like at the base of the pyramid. The film focuses on a contract surrogacy case. In the process of viewing the film, students can examine the moral dilemmas faced by participants in the surrogacy contract and gain insight into managing human capital in a global economy, but also in their own settings.
To preview this product, please log in as an educator at http://hbsp.harvard.edu/
Keywords: Human Capital;
India;
United States;
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Supplement
| HBS Case Collection
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2013
Teena Lerner: Dividing the Pie at Rx Capital (Abridged)
Boris Groysberg and Michel Anteby
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Supplement
| HBS Case Collection
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2012
(Revised from original 2012 version)
Automating the Paris Subway (B)
Michel Anteby, Elena Corsi and Emilie Billaud
Citation: Anteby, Michel, Elena Corsi, and Emilie Billaud. " Automating the Paris Subway (B)." Harvard Business School Supplement 413-062, November 2012. (Revised from original September 2012 version.)
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Case
| HBS Case Collection
|
2012
(Revised from original 2012 version)
Automating the Paris Subway (A)
Michel Anteby, Elena Corsi and Emilie Billaud
In 2001, the head of the Paris Subway reflected on how to transform Line 1 into a driverless line without triggering a social conflict. After the shock of the 2000 Notre Dame de Lorette subway accident, in which a train derailed and caused 25 injuries in a Paris subway station, the state-owned Paris subway operator Régie Autonome des Transports Parisiens (RATP) decided to adopt new security measures and considered the opportunity to automate the oldest and the busiest line of the network. The Head of the Paris Subway, Serge Lagrange, believed that automating Line 1 would improve security as well as performance. However, the automation would bring about the downsizing of 219 drivers' positions. Lagrange had to figure out how to get the RATP employees on board, particularly drivers and trade unions. How could he convince them of the necessity to automate Line 1? How could he prevent the potentially major social conflict that might result from downsizing the drivers' positions?
Keywords: Change Management;
Technological Innovation;
Rail Transportation;
Labor Unions;
Job Cuts and Outsourcing;
Conflict Management;
Rail Industry;
Transportation Industry;
Paris;
Citation: Anteby, Michel, Elena Corsi, and Emilie Billaud. " Automating the Paris Subway (A)." Harvard Business School Case 413-061, November 2012. (Revised from original September 2012 version.)
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Teaching Note
| HBS Case Collection
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2012
The Freelancers Union (TN)
Michel Anteby and Erin McFee
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Supplement
| HBS Case Collection
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2012
The Freelancers Union (B)
Michel Anteby and Erin McFee
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Case
| HBS Case Collection
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2012
(Revised from original 2011 version)
The Freelancers Union (A)
Michel Anteby and Erin McFee
Sara Horowitz faces a major strategic decision. Founder and CEO of the Freelancers Union, Horowitz has worked tirelessly to operationalize her new mutualist ideals, which comprise collective strength, independence, and shared protections. In 2008, she plans to move the organization into the health insurance industry in an effort to support a multi-generational outlook for the well-being of the union's members. Over the past 17 years, she has worked to create a culture of innovative thinking and member-oriented service. Horowitz sees a more active role in managing the health care of members as the logical next step. As objections from member representatives mount, she and her team must decide how to proceed.
Keywords: Labor Unions;
Citation: Anteby, Michel, and Erin McFee. " The Freelancers Union (A)." Harvard Business School Case 412-056, January 2012. (Revised from original November 2011 version.)
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Case
| HBS Case Collection
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2011
(Revised from original 2008 version)
The Redgrove Axial Workshop
Michel Anteby and Mikell Hyman
Marc Fontaine, a new manager at a global manufacturing concern, is on a fast-track to a senior managerial position. One morning, in a storage room, he discovers some ornamental artifacts made with the same materials used for official production. He suspects workers have been making these items with company materials. At that moment, a worker enters the room to fetch a tool. Fontaine asks him what is going on with these items, but the worker claims ignorance and quickly leaves. Fontaine is meeting his boss and the plant director that afternoon. What should he do? Say something? Pretend nothing happened? This case deals with group dynamics, informal behaviors, and ethics at work.
Keywords: Ethics;
Managerial Roles;
Production;
Groups and Teams;
Behavior;
Citation: Anteby, Michel, and Mikell Hyman. " The Redgrove Axial Workshop." Harvard Business School Case 409-034, October 2011. (Revised from original August 2008 version.)
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Teaching Note
| HBS Case Collection
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2011
(Revised from original 2010 version)
The Redgrove Axial Workshop (TN)
Michel Anteby and Erin McFee
Teaching Note for 409034.
Citation: Anteby, Michel, and Erin McFee. " The Redgrove Axial Workshop (TN)." Harvard Business School Teaching Note 410-078, October 2011. (Revised from original March 2010 version.)
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Case
| HBS Case Collection
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2011
(Revised from original 2009 version)
Mina O'Reilly at Logan Airport's TSA
Michel Anteby and Erin McFee
Mina O'Reilly, an officer at Logan Airport's Transportation Security Administration (TSA) in Boston, must discipline an employee responsible for a security breach that resulted in a 45-minute terminal closure during peak hours, a potential threat to traveler safety, and travel delays across the U.S. O'Reilly considers the impact of her decision on a shifting labor force: the growing divide between those employees deeply committed to the mission and those joining to simply find a job. The senior TSA staff and airlines are calling for accountability, but the person responsible for the breach is a passionate and valued employee who has been with TSA since its formation. As her shift approaches, O'Reilly must decide whether or not she can clock in as usual.
Keywords: Corporate Accountability;
Employee Relationship Management;
Organizational Culture;
Air Transportation;
Air Transportation Industry;
Boston;
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Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
ProPublica
Michel Anteby, Philippe Bertreau and Charlotte Newman
Stephen Engelberg, ProPublica's managing editor, entered the organization's newsroom located in lower Manhattan on September 16, 2008. He knew a historical financial debacle was happening at his doorstep, yet none of his journalists were covering that beat. It would take much effort to get up to speed on the story. Uncovering what caused the recent turmoil in financial markets and Lehman's failure would require skills, knowledge of financial services, and connections within the industry. ProPublica had been created only a year earlier as an independent, non-profit newsroom focused on investigative journalism. It was now fully staffed with close to 30 members, including journalists who had joined partly because of the promise of editorial latitude they were offered. As Engelberg weighed his various options, he knew all the major U.S. newsrooms were heading full speed to allocate resources covering the developing debacle. ProPublica needed to live up to the public's expectations. Should he assign the story to one of his journalists and, if so, whom? Alternatively, should he hire new talent? In that case who would be a good fit? Moreover, how might this impact ProPublica's model and culture?
Keywords: Employee Relationship Management;
Leadership;
Leading Change;
Resource Allocation;
Organizational Culture;
Motivation and Incentives;
Journalism and News Industry;
Publishing Industry;
New York (city, NY);
Citation: Anteby, Michel, Philippe Bertreau, and Charlotte Newman. " ProPublica." Harvard Business School Case 410-140, October 2011. (Revised from original June 2010 version.)
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Supplement
| HBS Case Collection
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2011
TSA: An Overview
Michel Anteby
Video of Federal Security Director at Logan Airport and Deputy Assistant Federal Security Director discussing TSA operations.
Keywords: Air Transportation;
Operations;
Safety;
Business and Government Relations;
Air Transportation Industry;
Boston;
Citation: Anteby, Michel. " TSA: An Overview." Harvard Business School Video Supplement 411-707, May 2011.
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Teaching Note
| HBS Case Collection
|
2013
(Revised from original 2011 version)
ProPublica (TN)
Michel Anteby and Ryan Johnson
Teaching Note for #410-140.
Keywords: Markets;
Finance;
Competency and Skills;
Knowledge;
Nonprofit Organizations;
Resource Allocation;
Decision Choices and Conditions;
Journalism and News Industry;
Citation: Anteby, Michel, and Ryan Johnson. " ProPublica (TN)." Harvard Business School Teaching Note 411-086, January 2013. (Revised from original March 2011 version.)
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Teaching Note
| HBS Case Collection
|
2009
Mina O'Reilly at Logan Airport's TSA (TN)
Michel Anteby and Erin McFee
Teaching Note for [409116].
Keywords: Safety;
Labor;
Employees;
Behavior;
Decisions;
Air Transportation Industry;
Boston;
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Case
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Michael Fernandes at Nicholas Piramal
Michel Anteby and Nitin Nohria
Michael Fernandes, the Director of Custom Manufacturing Operations at the pharmaceutical company Nicholas Piramal India Limited (NPIL), schedules a meeting with three of his reports, whose interpersonal conflicts with one another are causing his business development function to falter. He struggles to know how to handle these conflicts and bring the three into a productive working collaboration. Fernandes is in charge of incorporating NPIL's new acquisitions in Canada and the United Kingdom to market NPIL globally. His three direct reports are each involved in different aspects of NPIL-the Canadian operations, the British operations, and the global business development-and the case explores the team dynamics among them. Unless Fernandes can resolve the conflicts, the integration of the acquisitions is in jeopardy.
Keywords: Interpersonal Communication;
Management Skills;
Groups and Teams;
Conflict Management;
Cooperation;
Pharmaceutical Industry;
India;
United Kingdom;
Canada;
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Case
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Marie Trellu-Kane at Unis-Cite
Michel Anteby, Julie Battilana and Anne-Claire Pache
Marie Trellu-Kane is trying to decide how Unis-Cite should respond to French President Jacques Chirac's announcement in 2005 of a new national voluntary civil service program. Since 1994, Trellu-Kane and her co-founders had been creating and overseeing a civil service program called Unis-Cite, in which youth, particularly from the disadvantaged immigrant population, volunteered nine months of their time to work on community projects. Based in Paris, France, Unis-Cite had begun to expand to other areas. With the announcement that the government would provide funding to mobilize thousands of youth volunteers, Trellu-Kane needed to decide how Unis-Cite would proceed.
Keywords: Age Characteristics;
Growth and Development Strategy;
Organizational Design;
Business and Community Relations;
Business and Government Relations;
Social Enterprise;
Paris;
Citation: Anteby, Michel, Julie Battilana, and Anne-Claire Pache. " Marie Trellu-Kane at Unis-Cite." Harvard Business School Case 407-106, December 2008. (Revised from original June 2007 version.)
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Teaching Note
| HBS Case Collection
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2008
(Revised from original 2007 version)
Marie Trellu-Kane at Unis-Cite (TN)
Michel Anteby and Julie Battilana
Citation: Anteby, Michel, and Julie Battilana. " Marie Trellu-Kane at Unis-Cite (TN)." Harvard Business School Teaching Note 408-083, July 2008. (Revised from original November 2007 version.)
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Supplement
| HBS Case Collection
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2008
Marie Trellu-Kane at Unis-Cite
Michel Anteby and Julie Battilana
Video supplement to Marie Trellu-Kane at Unis-Cite (A).
Keywords: Social Enterprise;
Organizational Design;
Mathematical Methods;
Paris;
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Teaching Note
| HBS Case Collection
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2008
Michael Fernandes at Nicholas Piramal (TN)
Michel Anteby and Nitin Nohria
Teaching Note for [408-001].
Keywords: Conflict and Resolution;
Conferences;
Mergers and Acquisitions;
Integration;
Globalization;
Pharmaceutical Industry;
Canada;
United Kingdom;
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Other Teaching and Training Material
| 2007
Marie Trellu-Kane at Unis-Cite
Michel Anteby, Julie Battilana and A.-C., Pache
Citation: Anteby, Michel, Julie Battilana, and A.-C., Pache. "Marie Trellu-Kane at Unis-Cite." Cambridge, MA: Harvard Business School Publishing, 2007.
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Background Note
| HBS Case Collection
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2006
Analyzing Work Groups
Linda A. Hill and Michel Anteby
Work groups are the building blocks of organizations. They are found in all areas of an organization, from research and development to customer service, and at all levels, from the executive suite to the factory floor. Some are incredibly successful, while others are dismal failures. Team work is hard work, and all too often groups do not live up to their potential. Provides a framework for analyzing work groups so that group leaders and members can identify actions that will enhance their effectiveness. Helps provide insight into the factors most profoundly shaping the development, dynamics, and effectiveness of task-performing groups and, in particular, group culture, its antecedents, and consequences. To illustrate how the framework is used, it looks at and analyzes an actual work group: the new product team of the Merit Corporation. Examines the impact of leadership style on group culture and outcomes and describes how one leader's individual style can affect the way teams operate and perform.
Keywords: Framework;
Leadership Style;
Service Operations;
Organizational Culture;
Performance Effectiveness;
Groups and Teams;
Research and Development;
Behavior;
Citation: Hill, Linda A., and Michel Anteby. " Analyzing Work Groups." Harvard Business School Background Note 407-032, August 2006.
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Report
| 2005
The Rise of the Freelance Class: A New Constituency of Workers Building a Social Safety Net
Sara Horowitz, Stephanie Buchanan, Monica Alexandris, Michel Anteby, Naomi Rothman, Stefanie Syman and Leyla Vural
Keywords: Labor;
Citation: Horowitz, Sara, Stephanie Buchanan, Monica Alexandris, Michel Anteby, Naomi Rothman, Stefanie Syman, and Leyla Vural. " The Rise of the Freelance Class: A New Constituency of Workers Building a Social Safety Net." Report, Working Today, Brooklyn, NY, 2005.
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