Julie Battilana
Associate Professor of Business Administration, Marvin Bower Fellow
Julie Battilana is an Associate Professor of Business Administration in the Organizational Behavior unit at Harvard Business School. She currently teaches the second-year Power and Influence course and in previous years has taught the first-year Leadership and Organizational Behavior (LEAD) course in the MBA program. She also teaches in executive education offerings, including the Colloquium on Participant-Centered Learning and the High Potentials Leadership Program. Professor Battilana's research examines the process by which organizations or individuals initiate and implement changes that diverge from the taken-for-granted practices in a field of activity. In times like these, when the question of how to reform deeply rooted systems such as healthcare and financial systems has taken on great urgency, understanding how actors can break with the status quo is crucial. Aiming to do so, Professor Battilana first studied the implementation of healthcare reforms in the National Health Service in the United Kingdom. Her work examines (1) the conditions that enable actors to initiate organizational change that diverges from the institutional status quo, and (2) the key factors of success in implementing such change. Continuing to explore how actors can break with taken-for-granted norms, Professor Battilana's most recent research focuses on hybrid organizations that combine aspects of both corporations and not-for-profits. These hybrids, which pursue a social mission while engaging in commercial activities in order to generate revenues that sustain their operations, diverge from the model of both the typical corporation and the typical not-for-profit. Commercial microfinance organizations are an example of such organizations. Professor Battilana's research aims to understand how hybrids can sustainably combine the social welfare and commercial logics. She has articles published or forthcoming in Academy of Management Journal, Organization Science, Management Science, Strategic Organization, Leadership Quarterly, Organization, Research in Organizational Behavior and The Academy of Management Annals, as well as in handbooks of organizational behavior and strategy. Her research has been featured in publications like BusinessWeek, the Huffington Post, and the Stanford Social Innovation Review. She is also a regular contributor to the French newspaper Le Monde. A native of France, Professor Battilana earned a B.A. in sociology and economics, an M.A. in political sociology and an M.Sc. in organizational sociology and public policy from Ecole Normale Supérieure de Cachan. She also holds a degree from HEC Business School, and a joint Ph.D. in organizational behavior from INSEAD and in management and economics from Ecole Normale Supérieure de Cachan.
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Article
| Management Science
|
Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation
Julie Battilana and Tiziana Casciaro
We propose a relational theory of how change agents in organizations use the strength of ties in their network to overcome resistance to change. We argue that strong ties to potentially influential organization members who are ambivalent about a change (fence-sitters) provide the change agent with an affective basis to coopt them. This cooptation increases the probability that the organization will adopt the change. By contrast, strong ties to potentially influential organization members who disapprove of a change outright (resistors) are an effective means of affective cooptation only when a change diverges little from institutionalized practices. With more divergent changes, the advantages of strong ties to resistors accruing to the change agent are weaker, and may turn into liabilities that reduce the likelihood of change adoption. Analyses of longitudinal data from 68 multi-method case studies of organizational change initiatives conducted at the National Health Service in the United Kingdom support these predictions and advance a relational view of organizational change in which social networks operate as tools of political influence through affective mechanisms.
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Article
| Journal of Business Ethics
|
Organizing for Society: A Typology of Social Entrepreneuring Models
Johanna Mair, Julie Battilana and Julian Cardenas
In this article, we use content and cluster analysis on a global sample of 200 social entrepreneurial organizations to develop a typology of social entrepreneuring models. This typology is based on four possible forms of capital that can be leveraged: social, economic, human, and political. Furthermore, our findings reveal that these four social entrepreneuring models are associated with distinct logics of justification that may explain different ways of organizing across organizations. This study contributes to understanding social entrepreneurship as a field of practice and it describes avenues for theorizing about the different organizational approaches adopted by social entrepreneurs.
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Article
| Stanford Social Innovation Review
|
In Search of the Hybrid Ideal
Julie Battilana, Matthew Lee, John Walker and Cheryl Dorsey
In the first large-scale, quantitative study of nascent social entrepreneurs, researchers from Harvard Business School and Echoing Green examine the rise of hybrid organizations that combine aspects of nonprofits and for-profits and the challenges hybrids face as they attempt to integrate traditionally separate organizational models.
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Article
| Academy of Management Journal
|
Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change
Julie Battilana and Tiziana Casciaro
We develop a contingency theory for how structural closure in a network, defined as the extent to which an actor's network contacts are connected to one another, affects the initiation and adoption of change in organizations. Using longitudinal survey data supplemented with eight in-depth case studies, we analyze 68 organizational change initiatives undertaken in the United Kingdom's National Health Service. We show that low levels of structural closure (i.e., structural holes) in a change agent's network aid the initiation and adoption of changes that diverge from the institutional status quo but hinder the adoption of less divergent changes.
Keywords: Networks;
Theory;
Organizations;
Change;
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Article
| Organization Science
|
The Enabling Role of Social Position in Diverging from the Institutional Status Quo: Evidence from the U.K. National Health Service
Julie Battilana
This study examines the relationship between social position, both within the field and within the organization, and the likelihood of individual actors initiating organizational changes that diverge from the institutional status quo. I explore this relationship using data from 93 change projects conducted by clinical managers at the National Health Service in the United Kingdom. The results show social position, both within the field and within the organization, influences actors' likelihood to initiate two types of organizational change that diverge from the institutional status quo, namely, (1) changes that diverge from the institutionalized template of role division among organizations and (2) changes that diverge from the institutionalized template of role division among professional groups in a field. The findings indicate that these two types of divergent organizational change are likely to be undertaken by individual actors with different profiles in terms of social position within the field and the organization.
Keywords: Status and Position;
Transformation;
Organizational Change and Adaptation;
Projects;
Leading Change;
Managerial Roles;
Relationships;
Power and Influence;
Health Industry;
United Kingdom;
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Article
| Academy of Management Journal
|
Building Sustainable Hybrid Organizations: The Case of Commercial Microfinance Organizations
Julie Battilana and Silvia Dorado
We explore how new types of hybrid organizations (organizations that combine institutional logics in unprecedented ways) can develop and maintain their hybrid nature in the absence of a "ready-to-wear" model for handling the tensions between the logics they combine. The results of our comparative study of two pioneering commercial microfinance organizations suggest that to be sustainable, new types of hybrid organizations need to create a common organizational identity that strikes a balance between the logics they combine. Our evidence further suggests that the crucial early levers for developing such an organizational identity among organizational members are hiring and socialization policies.
Keywords: Organizational Structure;
Microfinance;
Growth and Development Strategy;
Identity;
Commercialization;
Balance and Stability;
Policy;
Recruitment;
Business Model;
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Article
| Leadership Quarterly
|
Leadership Competencies for Implementing Planned Organizational Change
Julie Battilana, M.J. Gilmartin, A.-C., Pache, M. Sengul and J. Alexander
This paper bridges the leadership and organizational change literatures by exploring the relationship between managers' leadership competencies (namely, their effectiveness at person-oriented and task-oriented behaviors) and the likelihood that they will emphasize the different activities involved in planned organizational change implementation (namely, communicating the need for change, mobilizing others to support the change, and evaluating the change implementation). We examine this relationship using data from 89 clinical managers at the United Kingdom National Health Service who implemented change projects between 2003 and 2004. Our results lend overall support to the proposed theory. This finding suggests that treating planned organizational change as a generic phenomenon might mask important idiosyncrasies associated both with the different activities involved in the change implementation process and with the unique functions that leadership competencies might play in the execution of these activities.
Keywords: Leadership;
Competency and Skills;
Organizational Change and Adaptation;
Planning;
Relationships;
Business Processes;
Projects;
Theory;
Change;
Behavior;
Health Industry;
United Kingdom;
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Article
| Organization Studies
|
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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Article
| Academy of Management Best Paper Proceedings
|
Power, Social Influence and Organizational Change: A Network Perspective
Julie Battilana and Tiziana Casciaro
Keywords: Organizations;
Change;
Perspective;
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Article
| Research in Organizational Behavior
|
Acting Globally but Thinking Locally? The Enduring Influence of Local Communities on Organizations
Christopher Marquis and Julie Battilana
We develop an institutionally oriented theory of how and why local communities continue to matter for organizations in a global age. Since globalization has taken center stage in both practitioner and academic circles, research has shifted away from understanding effects of local factors. Our approach runs counter to the idea that globalization is a homogeneity-producing process, and to the view that society is moving from particularism to universalism. We argue that with globalization, not only has the local remained important, but in many ways local particularities have become more visible and salient. We unpack the market, regulative, social, and cultural mechanisms that result in this enduring community influence while reviewing classic and contemporary research from organizational theory, sociology, and economics that have focused on geographic influences on organizations. In this paper, our aim is to redirect theoretical and empirical attention back to understanding the determinants and importance of local influences. We suggest that because organizations are simultaneously embedded in geographic communities and organizational fields, by accounting for both of these areas, researchers will better understand isomorphism and change dynamics.
Keywords: Globalized Firms and Management;
Business and Community Relations;
Local Range;
Civil Society or Community;
Power and Influence;
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Article
| Academy of Management Annals
|
How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship
Julie Battilana, Bernard Leca and Eva Boxenbaum
As well as review the literature on the notion of institutional entrepreneurship introduced by Paul DiMaggio in 1988, we propose a model of the process of institutional entrepreneurship. We first present theoretical and definitional issues associated with the concept and propose a conceptual account of institutional entrepreneurship that helps to accommodate them. We then present the different phases of the process of institutional entrepreneurship from the emergence of institutional entrepreneurs to their implementation of change. Finally, we highlight future directions for research on institutional entrepreneurship and conclude with a discussion of its role in strengthening institutional theory as well as, more broadly, the field of organization studies.
Keywords: Change;
Corporate Entrepreneurship;
Framework;
Research;
Theory;
Organizations;
Management Practices and Processes;
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Article
| Academy of Management Annual Meeting Proceedings
|
Initiating Divergent Organizational Change: The Enabling Role of Actor's Social Position
Julie Battilana
Keywords: Organizational Change and Adaptation;
Rank and Position;
Society;
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Article
| Organization
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Agency and Institutions: The Enabling Role of Individuals' Social Position
Julie Battilana
Keywords: Groups and Teams;
Society;
Status and Position;
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Article
| Strategic Organization
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Importation as Innovation: Transposing managerial practices across fields
Eva Boxenbaum and Julie Battilana
Keywords: Innovation and Invention;
Management;
Practice;
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Chapter
| Using a Positive Lens to Explore Social Change and Organizations: Building a Theoretical and Research Foundation
| 2012
Social Entrepreneurs as Institutional Entrepreneurs: The Case of Sekem
Tomislav Rimac, Johanna Mair and Julie Battilana
How can application of a positive lens to understanding social change and organizations enrich and elaborate theory and practice? This is the core question that inspired this book. It is a question that brought together a diverse and talented group of researchers interested in change and organizations in different problem domains (sustainability, healthcare, poverty alleviation, and education). The contributors to this book bring different theoretical lenses to the question of social change and organizations. Some are anchored in more macro accounts of how and why social change processes occur, while others approach the question from a more psychological or social psychological perspective. Many of the chapters in the book travel across levels of analyses, making their accounts of social change good examples of multi-level theorizing. Some scholars are practiced and immersed in thinking about organizational phenomena through a positive lens; for others it was a total adventure in trying on a new set of glasses. However, connecting all contributing authors was an excitement and willingness to explore new insights and new angles on how to explain and cultivate social change within or across organizations. This edited volume will be of interest to an international community that seek to understand how organizations and people can generate positive outcomes for society. Students and researchers in organizational behavior, management, positive psychology, leadership, and corporate responsibility will find this book of interest.
Keywords: Social Entrepreneurship;
Social Psychology;
Social Issues;
Organizations;
Business and Community Relations;
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Chapter
| Communities and Organizations
| 2011
The Embeddedness of Social Entrepreneurship: Understanding Variation across Local Communities
Christian Seelos, Johanna Mair, Julie Battilana and M. Tina Dacin
Social enterprise organizations (SEOs) arise from entrepreneurial activities with the aim to achieve social goals. SEOs have been identified as alternative and/or complementary to the actions of governments and international organizations to address poverty and poverty-related social needs. Using a number of illustrative cases, we explore how variation of local institutional mechanisms shapes the local "face of poverty" in different communities and how this relates to variations in the emergence and strategic orientations of SEOs. We develop a model of the productive opportunity space for SEOs as a basis and an inspiration for further scholarly inquiry.
Keywords: Social Entrepreneurship;
Civil Society or Community;
Local Range;
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Chapter
| Institutional Work: Actors and Agency in Institutional Studies of Organizations
| 2009
Institutional Work and the Paradox of Embedded Agency
J. Battilana and T. D'Aunno
Keywords: Working Conditions;
Agency Theory;
Organizations;
Citation: Battilana, J., and T. D'Aunno. "Institutional Work and the Paradox of Embedded Agency." In Institutional Work: Actors and Agency in Institutional Studies of Organizations, edited by T. Lawrence, R. Suddaby, and B. Leca, 31–58. Cambridge, U.K.: Cambridge University Press, 2009.
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Chapter
| Handbook of Research on Strategy and Foresight
| 2009
The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management That Combines Agency and Institution
J. Battilana and B. Leca
Keywords: Entrepreneurship;
Resource Allocation;
Corporate Strategy;
Management Style;
Citation: Battilana, J., and B. Leca. "The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management That Combines Agency and Institution." In Handbook of Research on Strategy and Foresight, edited by L.A. Costanzo, and R.B. MacKay, 260–274. Cheltenham, U.K.: Edward Elgar Publishing, 2009.
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Chapter
| Relational Perspectives in Organization Studies: A Research Companion
| 2006
Interorganizational Cooperation between Not-for-profit Organizations: A Relational Analysis
J. Battilana and M. Sengul
Keywords: Nonprofit Organizations;
Cooperation;
Mathematical Methods;
Citation: Battilana, J., and M. Sengul. "Interorganizational Cooperation between Not-for-profit Organizations: A Relational Analysis." In Relational Perspectives in Organization Studies: A Research Companion, edited by Olympia Kyriakidou, and Mustafa F. Özbilgin, 197–220. Cheltenham, U.K.: Edward Elgar Publishing, 2006.
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Case
| HBS Case Collection
|
2013
(Revised from original 2013 version)
OrganJet and GuardianWings
Julie Battilana and James Weber
Citation: Battilana, Julie, and James Weber. " OrganJet and GuardianWings." Harvard Business School Case 413-068, April 2013. (Revised from original February 2013 version.)
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Case
| HBS Case Collection
|
2012
(Revised from original 2012 version)
Claude Grunitzky
Julie Battilana, Lakshmi Ramarajan and James Weber
Citation: Battilana, Julie, Lakshmi Ramarajan, and James Weber. " Claude Grunitzky." Harvard Business School Case 412-065, March 2012. (Revised from original January 2012 version.)
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Supplement
| HBS Case Collection
|
2012
Claude Grunitzky, Founder & CEO of TRACE Magazine, In-class Comments, February 2, 2012
Julie Battilana, Lakshmi Ramarajan and James Weber
Keywords: Publishing Industry;
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Case
| HBS Case Collection
|
2012
Leadership at Echoing Green (A)
Julie Battilana, Thomas DeLong and James Weber
Keywords: Leadership;
Citation: Battilana, Julie, Thomas DeLong, and James Weber. "Leadership at Echoing Green (A)." Harvard Business School Case 412-090, March 2012.
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Background Note
| HBS Case Collection
|
2012
Self-Monitoring
Julie Battilana and Andras Tilcsik
Keywords: Governance;
Management;
Citation: Battilana, Julie, and Andras Tilcsik. " Self-Monitoring." Harvard Business School Background Note 412-114, February 2012.
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Background Note
| HBS Case Collection
|
2012
Self-Monitoring (Abridged)
Julie Battilana and Andras Tilcsik
Keywords: Governance;
Management;
Citation: Battilana, Julie, and Andras Tilcsik. "Self-Monitoring (Abridged)." Harvard Business School Background Note 412-115, February 2012.
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Case
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Echoing Green
Julie Battilana, Thomas J. DeLong and James Weber
This case presents the leadership challenges that Cheryl Dorsey, the president of Echoing Green, faces in early 2009. Echoing Green is a fellowship program that seeks to improve society by identifying and supporting social entrepreneurs who launch organizations to attack some of the world's most difficult problems. After turning Echoing Green around and re-building an organization almost from scratch over the last 7 years, Dorsey feels that Echoing Green is at a crossroads as it is facing much more competition. Adding to Dorsey's challenges, in late 2008 the economy is in crisis and many Echoing Green supporters are reducing or delaying their donations. In this situation, Dorsey has to decide whether, and if so how, to change Echoing Green's strategy as well as whether she is the right person to continue to lead the organization.
Keywords: Change Management;
Financial Crisis;
Social Entrepreneurship;
Leadership Style;
Organizational Structure;
Personal Development and Career;
Social Enterprise;
Citation: Battilana, Julie, Thomas J. DeLong, and James Weber. " Echoing Green." Harvard Business School Case 410-013, December 2009. (Revised from original July 2009 version.)
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Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Leslie Brinkman at Versutia Capital (TN)
Julie Battilana and Robert Steven Kaplan
Teaching Note for [407089].
Keywords: Management;
Investment;
Financial Services Industry;
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Case
| 2009
Kaiser Permanente Executive Leadership Program (Executive Education)
Julie Battilana
Keywords: Leadership Development;
Personal Development and Career;
Health Industry;
Citation: Battilana, Julie. "Kaiser Permanente Executive Leadership Program (Executive Education)." 2009.
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Case
| 2009
High Potentials Leadership Program (Executive Education)
Julie Battilana
Keywords: Leadership Development;
Personal Development and Career;
Citation: Battilana, Julie. "High Potentials Leadership Program (Executive Education)." 2009.
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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
|
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
|
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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Case
| 2008
Centennial of Harvard Business School 'HBS in 2008' case
Julie Battilana
Keywords: Business Education;
Boston;
Citation: Battilana, Julie. "Centennial of Harvard Business School 'HBS in 2008' case." 2008.
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Case
| 2008
High Potentials Leadership Program (Executive Education)
Julie Battilana
Keywords: Leadership Development;
Personal Development and Career;
Citation: Battilana, Julie. "High Potentials Leadership Program (Executive Education)." 2008.
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Case
| 2008
International Women Forum Leadership Foundation Fellows Program (Executive Education)
Julie Battilana
Keywords: Leadership Development;
Gender Characteristics;
Personal Development and Career;
Citation: Battilana, Julie. "International Women Forum Leadership Foundation Fellows Program (Executive Education)." 2008.
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Case
| 2008
Leading Professional Service Firms (LPSF) (Executive Education)
Julie Battilana
Keywords: Leadership;
Employment Industry;
Citation: Battilana, Julie. "Leading Professional Service Firms (LPSF) (Executive Education)." 2008.
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Case
| HBS Case Collection
|
2007
(Revised from original 2007 version)
Leslie Brinkman at Versutia Capital
Julie Battilana and Robert Steven Kaplan
Leslie Brinkman is the founder and CEO of a hedge fund, Genuity Capital. Leslie spent late 2002 and early 2003 assembling her team and launched the fund in early 2003. While the firm performed well during 2003 and 2004 (both in terms of returns and new assets), in 2005 the results began to suffer. Describes the process of designing the firm, the resulting team dynamics, the strains on the staff and the impact of Leslie's management style on the performance of her team. In the spring of 2005, Leslie must decide whether to re-design the firm and/or change her management style in order to address the performance issues that Genuity is facing.
Keywords: Management Style;
Organizational Design;
Performance Improvement;
Groups and Teams;
Citation: Battilana, Julie, and Robert Steven Kaplan. " Leslie Brinkman at Versutia Capital." Harvard Business School Case 407-089, July 2007. (Revised from original June 2007 version.)
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Case
| 2007
Colloquium on Participant Centered Learning (CPCL program)
Julie Battilana
Keywords: Learning;
Citation: Battilana, Julie. "Colloquium on Participant Centered Learning (CPCL program)." 2007.
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Case
| 2007
Leadership and Organizational Behavior
Julie Battilana
Keywords: Leadership;
Organizational Culture;
Citation: Battilana, Julie. "Leadership and Organizational Behavior." 2007.
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Case
| 2007
START Program
Julie Battilana
Keywords: Programs;
Citation: Battilana, Julie. "START Program." 2007. (Program for new HBS faculty members.)
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Case
| 2006
Empowering Nurses at University College London Hospitals
Julie Battilana, A.-M., Cagna, T., D'Aunno and M.J., Gilmartin
Keywords: Health Care and Treatment;
Employee Relationship Management;
London;
Citation: Battilana, Julie, A.-M., Cagna, T., D'Aunno, and M.J., Gilmartin. "Empowering Nurses at University College London Hospitals." Institut Européen d'Administration des Affaires (INSEAD) Case, 2006.
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Case
| 2006
In Reach Care of the Elderly: Moss Valley Medical Practice
Julie Battilana, A.-M., Cagna and T., D'Aunno
Keywords: Health Care and Treatment;
Age Characteristics;
Citation: Battilana, Julie, A.-M., Cagna, and T., D'Aunno. "In Reach Care of the Elderly: Moss Valley Medical Practice." Institut Européen d'Administration des Affaires (INSEAD) Case, 2006.
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Case
| 2006
Redesigning a Stroke Service: Developing Collaboration across Organizations
Julie Battilana, A.M., Cagna, T., D'Aunno and M.J., Gilmartin
Keywords: Health Care and Treatment;
Alliances;
Organizations;
Health Industry;
Citation: Battilana, Julie, A.M., Cagna, T., D'Aunno, and M.J., Gilmartin. "Redesigning a Stroke Service: Developing Collaboration across Organizations." Institut Européen d'Administration des Affaires (INSEAD) Case, 2006.
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Conference Presentation
|
Aug
2011
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2011
Combining Social and Economic Objectives: On the Challenges of Sustaining a Hybrid Organizational Form
Julie Battilana, A.-C. Pache, M. Sengul and Jacob Model
Keywords: Economics;
Problems and Challenges;
Organizations;
Society;
Citation: Battilana, Julie, A.-C. Pache, M. Sengul, and Jacob Model. "Combining Social and Economic Objectives: On the Challenges of Sustaining a Hybrid Organizational Form." Paper presented at the Academy of Management Annual Meeting, San Antonio, TX, August 2011.
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Conference Presentation
|
Aug
2010
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2010
Power, Social Influence and Organizational Change: A Network Perspective
Julie Battilana and Tiziana Casciaro
Keywords: Organizations;
Change;
Power and Influence;
Citation: Battilana, Julie, and Tiziana Casciaro. "Power, Social Influence and Organizational Change: A Network Perspective." Paper presented at the Academy of Management Annual Meeting, Montreal, Canada, August 2010. (Best paper proceedings.)
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Conference Presentation
|
Aug
2010
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2010
Social Entrepreneurs as Institutional Entrepreneurs: The Case of Sekem
Julie Battilana, Tomislav Rimac and Johanna Mair
Keywords: Social Entrepreneurship;
Citation: Battilana, Julie, Tomislav Rimac, and Johanna Mair. "Social Entrepreneurs as Institutional Entrepreneurs: The Case of Sekem." Paper presented at the Academy of Management Annual Meeting, Montreal, Canada, August 2010.
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Conference Presentation
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7
Aug
2009
Organization Building Amid Multiple Institutional Logics: The Case of Commercial Microfinance Organizations
Julie Battilana and Silvia Dorado
Keywords: Organizations;
Microfinance;
Citation: Battilana, Julie, and Silvia Dorado. "Organization Building Amid Multiple Institutional Logics: The Case of Commercial Microfinance Organizations." Paper presented at the Academy of Management Annual Meeting, Chicago, August 07, 2009. (OMT Division.)
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Conference Presentation
|
01
Mar
2009
Networks and Change Implementation
Julie Battilana and Tiziana Casciaro
Keywords: Networks;
Change;
Citation: Battilana, Julie, and Tiziana Casciaro. "Networks and Change Implementation." , San Diego, CA, March 01, 2009.
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Conference Presentation
|
2009
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2009
Networks and Change Implementation in Organizations
Julie Battilana and Tiziana Casciaro
Keywords: Networks;
Change;
Organizations;
Citation: Battilana, Julie, and Tiziana Casciaro. "Networks and Change Implementation in Organizations." Paper presented at the European Group for Organizational Studies (EGOS) Conference, Barcelona, Spain, 2009.
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Conference Presentation
|
7
Aug
2008
Bringing the Individual and Community Levels Back in Institutional Theory, PDW Session on "Institutions Across Social Spheres: Bridging Levels of Analysis in Research and Conceptualization
Julie Battilana
Keywords: Theory;
Citation: Battilana, Julie. Bringing the Individual and Community Levels Back in Institutional Theory, PDW Session on "Institutions Across Social Spheres: Bridging Levels of Analysis in Research and Conceptualization." Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 07, 2008.
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Conference Presentation
|
Aug
2008
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2008
Embeddedness of Social Entrepreneurship: Understanding Variation across Geographic Communities
Julie Battilana, Tina Dacin, Johanna Mair and Christian Seelos
Keywords: Social Entrepreneurship;
Civil Society or Community;
Citation: Battilana, Julie, Tina Dacin, Johanna Mair, and Christian Seelos. "Embeddedness of Social Entrepreneurship: Understanding Variation across Geographic Communities." Paper presented at the Academy of Management Annual Meeting, Anaheim, CA, August 2008.
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Conference Presentation
|
1
Jul
2008
The Embeddedness of Social Entrepreneurship: Understanding Variation across Geographic Communities
Julie Battilana, Tina Dacin, Johanna Mair and Christian Seelos
Keywords: Social Entrepreneurship;
Geography;
Civil Society or Community;
Citation: Battilana, Julie, Tina Dacin, Johanna Mair, and Christian Seelos. "The Embeddedness of Social Entrepreneurship: Understanding Variation across Geographic Communities." Paper presented at the European Group for Organizational Studies Colloquium, July 01, 2008.
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Conference Presentation
|
3
Aug
2007
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8
Aug
2007
Initiating Divergent Organizational Change: The Enabling Role of Actor's Social Position
Julie Battilana
Keywords: Organizational Change and Adaptation;
Society;
Rank and Position;
Citation: Battilana, Julie. "Initiating Divergent Organizational Change: The Enabling Role of Actor's Social Position." In Best Paper Proceedings. Paper presented at the Academy of Management Annual Meeting, Philadelphia, PA, August 03–08, 2007.
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Conference Presentation
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1
Jul
2007
The Secret of Commercial Microfinance's Sustainability: Turning Social Workers into Bankers or Bankers into Social Workers? Neither
Julie Battilana and Silvia Dorado
Keywords: Microfinance;
Citation: Battilana, Julie, and Silvia Dorado. "The Secret of Commercial Microfinance's Sustainability: Turning Social Workers into Bankers or Bankers into Social Workers? Neither." Paper presented at the European Group for Organizational Studies Colloquium, European Group for Organizational Studies, July 01, 2007.
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Conference Presentation
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11
Aug
2006
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15
Aug
2006
A Match Made in Heaven? Joining Leadership Competencies to the Process of Organizational Change
Julie Battilana, M.J. Gilmartin, A.-C. Pache, M. Sengul and J. Alexander
Keywords: Leadership;
Organizational Change and Adaptation;
Change;
Management Practices and Processes;
Citation: Battilana, Julie, M.J. Gilmartin, A.-C. Pache, M. Sengul, and J. Alexander. "A Match Made in Heaven? Joining Leadership Competencies to the Process of Organizational Change." Paper presented at the Academy of Management Annual Meeting, August 11–15, 2006. (ODC Division, Atlanta, USA.)
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Conference Presentation
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11
Aug
2006
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15
Aug
2006
Taking stock: A review essay on institutional entrepreneurship
Julie Battilana, B. Leca and E. Boxenbaum
Keywords: Entrepreneurship;
Citation: Battilana, Julie, B. Leca, and E. Boxenbaum. "Taking stock: A review essay on institutional entrepreneurship." Paper presented at the Academy of Management Annual Meeting, August 11–15, 2006. (OMT Division, Atlanta USA.)
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Conference Presentation
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1
Jul
2006
The Role of Individuals in Institutional Change: When Individuals Act as Institutional Entrepreneurs
Julie Battilana
Keywords: Change;
Entrepreneurship;
Identity;
Citation: Battilana, Julie. "The Role of Individuals in Institutional Change: When Individuals Act as Institutional Entrepreneurs." Paper presented at the European Group for Organizational Studies Colloquium, Bergen, Norway, July 01, 2006.
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Conference Presentation
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Aug
2005
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2005
Agency and Institutions: The Enabling Role of Individuals' Social Position
Julie Battilana
Keywords: Civil Society or Community;
Citation: Battilana, Julie. "Agency and Institutions: The Enabling Role of Individuals' Social Position." Paper presented at the Academy of Management Annual Meeting, Honolulu, HI, August 2005.
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Conference Presentation
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Aug
2005
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2005
The Innovative Capacity of Institutional Entrepreneurs: Mechanisms for Generating Alternative Ideas
Julie Battilana and E. Boxenbaum
Keywords: Innovation and Invention;
Entrepreneurship;
Cognition and Thinking;
Citation: Battilana, Julie, and E. Boxenbaum. "The Innovative Capacity of Institutional Entrepreneurs: Mechanisms for Generating Alternative Ideas." Paper presented at the Academy of Management Annual Meeting, Honolulu, HI, August 2005.
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Conference Presentation
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Jul
2005
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2005
Implementing Public Sector Reforms: The Role of Institutional Entrepreneurs
Julie Battilana
Keywords: Public Sector;
Social Entrepreneurship;
Governing Rules, Regulations, and Reforms;
Citation: Battilana, Julie. "Implementing Public Sector Reforms: The Role of Institutional Entrepreneurs." Paper presented at the European Group for Organizational Studies (EGOS) Conference, Berlin, Germany, July 2005.
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Conference Presentation
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Aug
2004
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2004
Institutional Innovation: Socio-cognitive Reconstruction of Corporate Social Responsibility
Julie Battilana and E. Boxenbaum
Keywords: Innovation and Invention;
Cognition and Thinking;
Corporate Social Responsibility and Impact;
Citation: Battilana, Julie, and E. Boxenbaum. "Institutional Innovation: Socio-cognitive Reconstruction of Corporate Social Responsibility." Paper presented at the Academy of Management Annual Meeting, New Orleans, August 2004.
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Conference Presentation
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Jul
2004
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2004
Foundations for a Theory of Institutional Entrepreneurship: Solving the Paradox of Embedded Agency
Julie Battilana
Keywords: Theory;
Entrepreneurship;
Citation: Battilana, Julie. "Foundations for a Theory of Institutional Entrepreneurship: Solving the Paradox of Embedded Agency." Paper presented at the European Group for Organizational Studies (EGOS) Conference, Ljubljana, Slovenia, July 2004.
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Conference Presentation
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Apr
2004
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2004
Foundations for a Theory of Institutional Entrepreneurship: Solving the Paradox of Embedded Agency
Julie Battilana
Keywords: Entrepreneurship;
Theory;
Citation: Battilana, Julie. "Foundations for a Theory of Institutional Entrepreneurship: Solving the Paradox of Embedded Agency." Paper presented at the Academy of Management Annual Meeting, New Orleans, LA, April 2004.
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Conference Presentation
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11
Aug
2003
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16
Aug
2003
Explaining change in institutionalized practices: A review and roadmap for research,
Julie Battilana and T. D'Aunno
Keywords: Change;
Management Practices and Processes;
Research;
Citation: Battilana, Julie, and T. D'Aunno. "Explaining change in institutionalized practices: A review and roadmap for research,." Paper presented at the Academy of Management Annual Meeting, Seattle, WA, August 11–16, 2003.
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Conference Presentation
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Aug
2003
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2003
Inter-organizational Cooperation between Not-for-profit Organizations: A Relational Analysis
Julie Battilana and M. Sengul
Keywords: Cooperation;
Nonprofit Organizations;
Citation: Battilana, Julie, and M. Sengul. "Inter-organizational Cooperation between Not-for-profit Organizations: A Relational Analysis." Paper presented at the Academy of Management Annual Meeting, Seattle, WA, August 2003.
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Conference Presentation
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Jul
2003
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2003
The Politics of Technological Change: How Firms Act to Influence the Decisions of Public Authorities Regarding Technological Change
Julie Battilana
Keywords: Technology;
Change;
Decision Making;
Citation: Battilana, Julie. "The Politics of Technological Change: How Firms Act to Influence the Decisions of Public Authorities Regarding Technological Change." Paper presented at the European Group for Organizational Studies (EGOS) Conference, Copenhagen, Denmark, July 2003.
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Conference Presentation
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Jul
2002
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2002
Is There a New Emerging Model of Interactions between MNEs and Public Authorities?
Julie Battilana
Citation: Battilana, Julie. "Is There a New Emerging Model of Interactions between MNEs and Public Authorities?" Paper presented at the European Group for Organizational Studies (EGOS) Conference, Barcelona, Spain, July 2002. (Doctoral Workshop.)
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