Teresa M. Amabile

Edsel Bryant Ford Professor of Business Administration
Director of Research

Teresa Amabile is the Edsel Bryant Ford Professor of Business Administration in the Entrepreneurial Management Unit at Harvard Business School. She is also a Director of Research at the School. Originally educated and employed as a chemist, Dr. Amabile received her Ph.D. in psychology from Stanford University in 1977. Her research investigates how life inside organizations can influence people and their performance. Originally focusing on individual creativity, Dr. Amabile's research expanded to encompass individual productivity, team creativity, and organizational innovation. This 35-year program of research on how the work environment can influence creativity and motivation yielded a theory of creativity and innovation; methods for assessing creativity, motivation, and the work environment; and a set of prescriptions for maintaining and stimulating innovation. Dr. Amabile's current research program focuses on the psychology of everyday work life: how events in the work environment influence subjective experience ("inner work life") and performance (creativity, productivity, and commitment to the work).

Before joining HBS, Dr. Amabile held several research grants as a professor at Brandeis University, including "Creativity and Motivation," from the National Institute of Mental Health, and "Downsizing Industrial R&D," from the Center for Innovation Management Studies. She was awarded the E. Paul Torrance Award by the Creativity Division of the National Association for Gifted Children in 1998, and the Leadership Quarterly Best Paper Award by the Center for Creative Leadership in 2005. In November 2011, she was named to the international Thinkers50 list.

Dr. Amabile has presented her theories, research results, and practical implications to various groups in business, government, and education, including IDEO, Johnson & Johnson, Grunenthal Pharma, and the Society for Human Resource Management. In addition to participating in various executive programs at Harvard Business School, she created the MBA course, Managing for Creativity, and currently teaches the the new FIELD course to first-year MBA students. Dr. Amabile was the host/instructor of Against All Odds: Inside Statistics, a 26-part instructional series originally produced for broadcast on PBS. She is a director of Seaman Corporation and a trustee of Canisius College, and has served on the boards of other organizations.

Dr. Amabile is the author of The Progress PrincipleCreativity in Context, and Growing Up Creative, as well as over 150 scholarly papers, chapters, case studies, and presentations. She serves on the editorial boards of Creativity Research Journal, Creativity and Innovation Management, and Journal of Creative Behavior. Her papers include: Creativity (Annual Review of Psychology), Assessing the Work Environment for Creativity (Academy of Management Journal); Changes in the Work Environment for Creativity during Downsizing (Academy of Management Journal); Leader Behaviors and the Work Environment for Creativity: Perceived Leader Support (Leadership Quarterly); and Affect and Creativity at Work (Administrative Science Quarterly). She has also published several articles in Harvard Business Review.

Personal Website: www.teresaamabile.com

 
Minnesota Public Radio
October 16, 2012
The Globe and Mail
August 28, 2012

Widespread worker disengagement is a major factor behind slowing revenue growth, says Harvard Business School professor Teresa Amabile. 

Bloomberg Rewind TV
July 26, 2012
Forbes
May 1, 2012

Dorie Clark, Contributor

What's the best productivity tool you're not taking advantage of? Evernote? MeetingWizard? Dropbox? Think again. Harvard Business School professor Teresa Amabile says it's journaling.  In her new book The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (co-authored with Steven Kramer), Amabile argues that keeping a journal is one of the best strategies for learning about yourself and improving your professional performance over time.

Washington Post
March 6, 2012

Teresa Amabile and Steven Kramer

Recall your worst day at work, when events of the day left you frustrated, unmotivated by the job, and brimming with disdain for your boss and your organization. That day is probably unforgettable. But do you know exactly how your boss was able to make it so horrible for you? Our research provides insight into the precise levers you can use to re-create that sort of memorable experience for your own underlings.

Marketplace Commentary
May 3, 2012

Teresa Amabile

We found that on days of the most extreme time pressure, the professionals in our study were 45 percent less likely to come up with a new idea or solve a complex problem. Even worse, there's a kind of "pressure hangover," with lower creativity persisting for two days or more.

McKinsey Quarterly
January 2012

Teresa Amabile and Steven Kramer

As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy. A multiyear research project whose results we described in our recent book, The Progress Principle,1 found that of all the events that can deeply engage people in their jobs, the single most important is making progress in meaningful work.