Raffaella Sadun

Assistant Professor, Richard Hodgson Fellow

Raffaella Sadun is an Assistant Professor of Business Administration and Richard Hodgson Fellow in the Strategy Unit at Harvard Business School. Professor Sadun's research focuses on the economics of productivity, management and organizational change. Her research documents the economic and cultural determinants of managerial choices, as well as their implications for firm performance. Most recently, Professor Sadun has led an international research project with colleagues from the London School of Economics, Stanford University and McKinsey & Company studying the role of management for the performance of acute care hospitals and secondary schools in Europe and North America. Professor Sadun's work has appeared in leading peer reviewed journals including the American Economic Review, the Quarterly Journal of Economics and the Economic Journal, and has been featured in the business press, including The New York Times, The Economist, The Wall Street Journal, and the Financial Times. She is a Faculty Research Fellow at the National Bureau of Economic Research and a Faculty Associate at the Centre for Economic Performance at the London School of Economics. In 2012 Professor Sadun was nominated as a Junior Faculty Fellow at the Kauffman Foundation.

Professor Sadun completed her PhD in Economics at the London School of Economics. Prior to her doctoral studies, Professor Sadun earned a M.Sc. in Economics from Pompeu Fabra University in Barcelona.​

World Management Survey

January 25, 2013

Ray Fisman and Tim Sullivan

Inventory controls, workplace efficiency, and more paperwork help countries and businesses more than you can imagine.


Some firms are better than others at marrying new digital technology to fresh ways of operating. A new study by Nicholas Bloom of Stanford University, Raffaella Sadun of Harvard Business School and John Van Reenen of the London School of Economics supports the idea that digitisation alone is not enough to drive growth. Their data show that American firms tend to have more information technology than comparable European ones, and are better at squeezing productivity out of it.

HBS Working Knowledge
November 1, 2010

Carmen Nobel

What determines whether decisions happen on the bottom, middle, or top rung of the corporate ladder? New research offers a surprising conclusion: The answer often lies in the technology that a company uses.

Executive Time Use Survey

Wall Street Journal

Rachel Feintzeig

Wall Street Journal

Ray Fisman & Tim Sullivan

It's easy to get upset about perks and pay packages like Mr. Thain's. But even in the face of public and investor outrage, CEO salaries are still on the rise. Progress Energy's CEO Bill Johnson received a $44 million payout when he left the company after its merger with Duke Energy last year, and Abercrombie CEO Michael Jeffries took home over $48 million in 2011 -- while the company's stock price tanked.

Excessive, decadent? That's a hard call to make without having some idea of what a CEO does. Many CEOs are overpaid or, even worse, paid for incompetence. Still, you can only appreciate the difference between pay-for-performance and pay-for-incompetence by first understanding the CEO's job.

Wall Street Journal

Leslie Kwoh

What's the value of a meeting with a chief executive? For investors pondering large stakes in a company, a few minutes of a CEO's time can be worth millions of dollars, giving them deeper insight into a firm's strategy and prospects.

Financial Times
April 26, 2012

Tom Lloyd

Two studies by researchers at Harvard Business School analysed CEO activity by looking at their diaries. Both found, not surprisingly, that CEOs spend most of their working time in meetings.

Wall Street Journal

Rachel Emma Silverman

What do chief executives do all day? It really is what it seems: They spend about a third of their work time in meetings.