David A. Thomas
H. Naylor Fitzhugh Professor of Business Administration, Retired
David Thomas is H. Naylor Fitzhugh Professor of Business Administration at Harvard Business School. He joined the HBS faculty in 1990 and became a tenured professor in 1998. He is the head of the Organizational Behavior Unit and from 2005 to 2008 served as Senior Associate Dean and Director of Faculty Recruitment David Thomas is a recognized thought leader in the area of strategic human resource management. His research addresses issues related to executive development, cultural diversity in organizations, leadership and organizational change. He is the author of two books and over sixty cases studies and articles appearing in leading academic journals and practitioner oriented periodicals. He is the recipient of numerous awards including the Executive Development Roundtable’s Marion Gislaison Award for Contributions to Executive Development Theory and Practice, Academy of Management Mentoring Legacy Award for pioneering research on mentoring, and ASQ Scholarly Contribution Award for the most influential management article published between 2001 and 2005. He is co-author of the best selling Harvard Business Review article “Making Differences Matter: A New Paradigm for Managing Diversity.” His book Breaking Through: The Making of Minority Executives in Corporate America (with John Gabarro) has met with critical acclaim in reviews by academics and journalists, and is the recipient of the Academy of Management's George R. Terry Book Award for outstanding contribution to the advancement of management knowledge. His most recent book, Leading for Equity (with Stacey Childress and Dennis Doyle), examines urban public school district reform. Professor Thomas served as Course Head for the Harvard Business School's required first-year MBA course, Leadership and Organizational Behavior. He was the faculty chair for the HBS Executive Education program, Strategic Human Resource Management, and teaches in the Public Education Leadership Program. For seven years, he taught and developed materials for the popular second-year elective course, Self-Assessment and Career Development. He is a frequent presenter in executive education programs as well as a consultant to private sector corporations, government agencies and not-for-profit organizations. Currently he teaches the popular HBS elective Power and Influence. Professor Thomas received his Bachelor of Arts (1978), Master of Philosophy (1984) and Doctor of Philosophy (1986) degrees from Yale University. He also holds a Master of Arts (1981) in Organizational Psychology from Columbia University. Prior to joining the faculty of the Harvard Business School, he was on the faculty of the Wharton School of Finance. Professor Thomas sits on the boards of several organizations, among them Cambridge Trust Company, Brigham and Women’s Hospital, Partners Healthcare, Center for Creative Leadership and the Posse Foundation.
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Article
| Organization Studies
|
Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance
Robin J. Ely, Irene Padavic and David A. Thomas
This paper argues that learning in cross-race interactions is critical for work teams to realize performance benefits from racial diversity but that diversity is a liability when society's negative stereotypes about racial minorities' competence inhibit such interactions. We analyze two years of data from 496 retail bank branches to investigate racial asymmetries in the dynamics of team learning and their impact on the link between diversity and bottom-line performance. As expected, minorities' negative assessments of their team's learning environment precipitate a negative relationship between diversity and performance, irrespective of white teammates' assessments; only when both groups view the team's learning environment as supportive-implying that the team has successfully countered the negative effects of societal stereotypes on cross-race learning-is the relationship positive. We conclude that acknowledging the impact of societal asymmetries between racial groups, especially in regard to learning, can reorient research about the link between identity-group-based diversity and performance.
Keywords: Diversity Characteristics;
Groups and Teams;
Learning;
Performance;
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Article
| Harvard Business Review
|
Diversity as Strategy
David A. Thomas
Keywords: Diversification;
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Article
| Human Resource Management
|
The Effects of Diversity on Business Performance: Report of the Diversity Research Network
T. Kochan, K. Bezrukova, R. Ely, S. Jackson, A. Joshi, K Jehn, J. Leonard, D. Levine and D. Thomas
Keywords: Diversity Characteristics;
Performance;
Networks;
Research;
Citation: Kochan, T., K. Bezrukova, R. Ely, S. Jackson, A. Joshi, K Jehn, J. Leonard, D. Levine, and D. Thomas. " The Effects of Diversity on Business Performance: Report of the Diversity Research Network." Human Resource Management 42, no. 1 (spring 2003): 3–21.
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Article
| Administrative Science Quarterly
|
Cultural Diversity at Work: The Moderating Effects of Work Group Perspectives on Diversity
R. J. Ely and D. A. Thomas
Keywords: Diversity Characteristics;
Jobs and Positions;
Groups and Teams;
Perspective;
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Article
| Journal of Organizational Behavior
|
Constellations and Careers: Toward Understanding the Effects of Multiple Developmental Relationships
M. C. Higgins and D. A. Thomas
Keywords: Personal Development and Career;
Growth and Development;
Relationships;
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Article
| Harvard Business Review
|
The Truth About Mentoring Minorities: Race Matters
David A. Thomas
Keywords: Teaching;
Race Characteristics;
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Article
| Harvard Business Review
|
A Question of Color: A Debate on Race in the U.S. Workplace
D. A. Thomas and Suzy Wetlaufer
Keywords: Demographics;
United States;
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Article
| Harvard Business Review
|
Making Differences Matter: A New Paradigm for Managing Diversity
D. A. Thomas and Robin Ely
Keywords: Management;
Diversity Characteristics;
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Article
| Business Ethics Forum
|
Doing Diversity: Effectively Managing Identity Group Difference in Organization
D. A. Thomas
Keywords: Diversity Characteristics;
Management;
Identity;
Groups and Teams;
Organizations;
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Article
| Administrative Science Quarterly
|
The Dynamics of Managing Racial Diversity in Developmental Relationships
D. A. Thomas
Keywords: Management;
Diversity Characteristics;
Growth and Development;
Relationships;
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Article
| Harvard Business Review
|
Debate: A Response to the Business of Equal Opportunity by Reginald Dickerson
D. A. Thomas and D. Evans
Keywords: Equality and Inequality;
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Article
| Journal of Organizational Behavior
|
The Impact of Race on Managers' Experiences of Developmental Relationships
D. A. Thomas
Keywords: Demographics;
Management;
Relationships;
Growth and Development;
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Chapter
| The Oxford Handbook of Positive Organizational Scholarship
| 2011
A Positive Approach to Studying Diversity in Organizations
Lakshmi Ramarajan and David A. Thomas
Keywords: Organizations;
Diversity Characteristics;
Research;
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Chapter
| Addressing Cultural Issues in Organizations: Beyond the Corporate Context
| 1999
Theory for Practice: Making Sense of Race Relations in Organizations
D. A. Thomas and Karen Proudford
Keywords: Organizational Culture;
Race Characteristics;
Citation: Thomas, D. A., and Karen Proudford. "Theory for Practice: Making Sense of Race Relations in Organizations." In Addressing Cultural Issues in Organizations: Beyond the Corporate Context, edited by R. Carter. Sage Publications, 1999.
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Chapter
| Diversity in the Workplace: Issues and Perspectives
| 1999
Mentoring and Diversity in Organizations: The Importance of Race and Gender in Work Relationships
D. A. Thomas
Keywords: Organizations;
Employees;
Diversity Characteristics;
Race Characteristics;
Gender Characteristics;
Relationships;
Citation: Thomas, D. A. "Mentoring and Diversity in Organizations: The Importance of Race and Gender in Work Relationships." In Diversity in the Workplace: Issues and Perspectives, edited by A. Daly. NASW Press, National Association of Social Workers, 1999.
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Chapter
| Mentoring Dilemmas: Developmental Relationships within Multicultural Organizations
| 1999
Beyond the Simple Demography-Power Hypothesis: How Blacks in Power Influence Whites to Mentors Blacks
D. A. Thomas
Keywords: Training;
Power and Influence;
Race Characteristics;
Citation: Thomas, D. A. "Beyond the Simple Demography-Power Hypothesis: How Blacks in Power Influence Whites to Mentors Blacks." In Mentoring Dilemmas: Developmental Relationships within Multicultural Organizations, edited by A. Murrell, F. Crosby, and R. Ely. Mahwah, NJ: Lawrence Erlbaum Associates, 1999.
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Chapter
| Boundaryless Careers: A New Employment Principle for a New Organizational Era
| 1996
Mentoring and the Boundaryless Career: Lessons from the Minority Experience
D. Thomas and M. C. Higgins
Keywords: Personal Development and Career;
Diversity Characteristics;
Citation: Thomas, D., and M. C. Higgins. "Mentoring and the Boundaryless Career: Lessons from the Minority Experience." In Boundaryless Careers: A New Employment Principle for a New Organizational Era, edited by M. B. Arthur, and D. M. Rousseau. New York: Oxford University Press, 1996.
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Chapter
| Teaching Diversity and the Management School Curriculum
| 1994
A Workshop Design for Teaching Diversity
D. A. Thomas
Keywords: Teaching;
Diversity Characteristics;
Design;
Curriculum and Courses;
Education Industry;
Citation: Thomas, D. A. "A Workshop Design for Teaching Diversity." In Teaching Diversity and the Management School Curriculum, edited by B. Ferdmon. American Association of Collegiate Schools of Business, 1994.
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Chapter
| The Psychodynamics of Organizations
| 1993
Mentoring and Irrationality: The Role of Racial Taboos
D. A. Thomas
Keywords: Training;
Prejudice and Bias;
Race Characteristics;
Perception;
Citation: Thomas, D. A. "Mentoring and Irrationality: The Role of Racial Taboos." In The Psychodynamics of Organizations, edited by L. Hirschorn, and C. K. Barnett. Philadelphia: Temple University Press, 1993.
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Chapter
| Groups in Context: A New Perspective on Group Dynamics
| 1990
Application Work in Group Dynamics Instruction
D. A. Thomas
Keywords: Groups and Teams;
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Chapter
| Handbook of Career Theory
| 1989
The Influence of Race on Career Dynamics
D. A. Thomas and Clayton P. Alderfer
Keywords: Personal Development and Career;
Race Characteristics;
Citation: Thomas, D. A., and Clayton P. Alderfer. "The Influence of Race on Career Dynamics." In Handbook of Career Theory, edited by M. Arthur, D. T. Hall, and B. Lawrence. Cambridge University Press, 1989.
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Chapter
| Career Growth and Human Resource Strategies
| 1988
Promoting Career-Enhancing Relationships in Organization: The Role of the Human Resource Professional
D. A. Thomas and Kathy E. Kram
Keywords: Personal Development and Career;
Employee Relationship Management;
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Chapter
| Review of Industrial and Organizational Psychology
| 1988
The Significance of Race and Ethnicity for Understanding Organizational Behavior
D. A. Thomas and Clayton P. Alderfer
Keywords: Organizations;
Race Characteristics;
Ethnicity Characteristics;
Citation: Thomas, D. A., and Clayton P. Alderfer. "The Significance of Race and Ethnicity for Understanding Organizational Behavior." In Review of Industrial and Organizational Psychology. 3 vols. Edited by C. Cooper. John Wiley & Sons, 1988.
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Working Paper
| HBS Working Paper Series
| 2010
Reversing the Queue: Performance, Legitimacy, and Minority Hiring
Andrew Hill and David A. Thomas
Studies of minority hiring have found that poor-performing firms or firms in highly competitive contexts are more likely to hire minority candidates. However, most work has examined hiring for entry and mid-level positions, not senior management. Management positions differ in terms of the amount of uncertainty in identifying candidates qualified for the job, in the intensity of external evaluations of both managerial and firm performance, and in the level of accountability for that performance. Furthermore, the influence of senior minority managers on hiring practices may differ substantially, depending on where a manager sits in the firm's hierarchy. Examining hiring practices on coaching staffs of teams in America's National Football League from 1970 to 2007, we find that better-performing teams are less likely to hire minorities to fill lower-level and mid-level coaching positions (as predicted by prior literature on labor queues), but that such teams are more likely to hire minorities into leadership positions. We also find that minority head coaches hire more minorities for subordinate coaching jobs, but that the presence of a minority offensive or defensive coordinator (with a white head coach) is a significant, negative predictor of minority hiring in junior and mid-level positions.
Keywords: Diversity Characteristics;
Selection and Staffing;
Leadership;
Managerial Roles;
Performance Effectiveness;
Sports Industry;
United States;
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Working Paper
| HBS Working Paper Series
| 2006
Defining the Attributes and Processes that Enhance the Effectiveness of Workforce Diversity Initiatives in Knowledge Intensive Firms
Modupe Akinola and David A. Thomas
Workforce diversity continues to be a key focus for organizations, driven by globalization of the U.S. economy and the desire for organizations to more accurately reflect the demographic diversity of the US population. Yet, most research on diversity in organizations has focused on the outcomes associated with workforce diversity and not on the processes that can enhance diversity in organizations. We address this limitation by developing a conceptual model and propositions that highlight the attributes of effective workforce diversity initiatives and the process through which workforce diversity initiatives become effective. We focus on knowledge intensive work and argue that in this context, the nature of the work is directly tied to societal stereotypes of underrepresented minorities, making knowledge intensive firms a rich environment to examine diversity initiatives and explore the dynamics that hinder retention and promotion for underrepresented minorities in these firms. We close by discussing directions for future research on workforce diversity initiatives.
Keywords: Diversity Characteristics;
Globalization;
Employees;
Retention;
Knowledge Sharing;
Research;
United States;
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Working Paper
| HBS Working Paper Series
| 2006
Unfinished Business: The Impact of Race on Understanding Mentoring Relationships
Stacy Blake-Beard, Audrey Murrell and David Thomas
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Working Paper
| HBS Working Paper Series
| 2004
Team Learning and the Radical Diversity-Performance Link
Robin J. Ely and David A. Thomas
Citation: Ely, Robin J., and David A. Thomas. "Team Learning and the Radical Diversity-Performance Link." Harvard Business School Working Paper, No. 05–026, October 2004.
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Working Paper
| HBS Working Paper Series
| 2003
Learning from Diversity: The Effects of Learning on Performance in Racially Diverse Teams
Robin J. Ely and David A. Thomas
Citation: Ely, Robin J., and David A. Thomas. "Learning from Diversity: The Effects of Learning on Performance in Racially Diverse Teams." Harvard Business School Working Paper, No. 04–017, October 2003.
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Working Paper
| HBS Working Paper Series
| 1999
Constellations and Careers: Toward Understanding the Effects of Multiple Developmental Relationships
Monica C. Higgins and David A. Thomas
Citation: Higgins, Monica C., and David A. Thomas. "Constellations and Careers: Toward Understanding the Effects of Multiple Developmental Relationships." Harvard Business School Working Paper, No. 97–080, February 1999.
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Working Paper
| HBS Working Paper Series
| 1998
Paradigms and Pitfalls: Constructions of How Demography Affects Work
Robin J. Ely and David A. Thomas
Citation: Ely, Robin J., and David A. Thomas. "Paradigms and Pitfalls: Constructions of How Demography Affects Work." Harvard Business School Working Paper, No. 98–094, April 1998.
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Working Paper
| HBS Working Paper Series
| 1997
Making Sense of Race Relations in Organizations: Theories for Practice
David A. Thomas and Karen L. Proudford
Citation: Thomas, David A., and Karen L. Proudford. "Making Sense of Race Relations in Organizations: Theories for Practice." Harvard Business School Working Paper, No. 97–086, May 1997.
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Working Paper
| HBS Working Paper Series
| 1996
Mentoring and the Boundaryless Career: Lessons from Minority Experience
David A. Thomas and Monica C. Higgins
Citation: Thomas, David A., and Monica C. Higgins. "Mentoring and the Boundaryless Career: Lessons from Minority Experience." Harvard Business School Working Paper, No. 97–020, September 1996.
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2011 version)
Renewing GE: The Africa Project (B)
David A. Thomas and Stephanie J. Creary
This case continues the story of the evolution of GE's business initiatives Africa. Between November 2010 and March 2011 several significant structural changes and leadership appointments were announced at GE, which reflected the company's commitment to global growth in all its regions outside the U.S., including its business in sub-Saharan Africa. In November 2010, John Rice, vice chairman of GE and president and CEO of GE Technology Infrastructure, was named vice chairman of GE and president and CEO of Global Growth and Operations (GGO). In this new role, Rice was based in Hong Kong and in charge of GE's growth in regions outside the U.S. In March 2011, Jay Ireland, a 31-year GE veteran and corporate officer, was appointed president and CEO for GE Africa, effective April 15, reporting to Rice. Additionally, three senior executives were appointed to Ireland's team: Lazarus Angbazo was promoted from president and CEO, sub-Saharan Africa, to president and CEO, GE West, East & Central Africa and Africa commercial leader; Thomas Konditi, a native of Kenya, rejoined GE as CFO for Global Growth and Operations, GE Africa; and Tamla Oates-Forney was promoted from human resources leader for sub-Saharan Africa, GE Energy, to senior human resources manager, GE Africa. While many were optimistic about GE's future in Africa, several issues still needed to be considered.
Keywords: Africa;
Citation: Thomas, David A., and Stephanie J. Creary. " Renewing GE: The Africa Project (B)." Harvard Business School Supplement 412-028, August 2011. (Revised from original July 2011 version.)
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Case
| HBS Case Collection
|
2011
(Revised from original 2011 version)
Renewing GE: The Africa Project (A)
David A. Thomas and Stephanie J. Creary
This case profiles the evolution of General Electric's African American Form (AAF), an employee affinity group, and its efforts to increase the company's involvement in Africa. The AAF formed in 1991 to help advance GE's recruitment, retention and development of black employees. By 1995, members of the AAF started asking Jack Welch whether the company was planning to develop business in Africa. After Welch invited the group to conduct due diligence, it was concluded that the timing was not right for GE to make a significant investment in Africa. Yet, when Jeffrey Immelt began attending the AAF Symposia in 2001, the question about GE's involvement in Africa resurfaced. In 2004, Immelt pledged $20 million to fund, "The Africa Project" (later renamed, "Developing Health Globally")--a GE philanthropic effort sponsored by the GE Foundation and the AAF to improve healthcare outcomes in Africa.
Keywords: Diversity Characteristics;
Global Strategy;
Multinational Firms and Management;
Employees;
Employee Relationship Management;
Corporate Social Responsibility and Impact;
Corporate Strategy;
Expansion;
Africa;
United States;
Citation: Thomas, David A., and Stephanie J. Creary. " Renewing GE: The Africa Project (A)." Harvard Business School Case 411-093, July 2011. (Revised from original April 2011 version.)
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Case
| HBS Case Collection
|
2011
Shifting the Diversity Climate: The Sodexo Solution
David A. Thomas and Stephanie J. Creary
This case profiles the evolution of Sodexo's diversity initiative. Diversity became a key priority for Sodexo, North America in 2001 after a class-action lawsuit was filed and certified in Washington, D.C. against Sodexo Marriot Services, Inc., the food services division that Sodexo had merged with in 1998. In 2002, Dr. Rohini Anand was hired by Michel Landel, CEO of Sodexo, North America. Soon thereafter, Anand was instated as chief diversity officer for Sodexo, North America. Anand and Landel worked with several executives to develop and implement systems that were conducive to a diversity strategy. The team started to build the human resource processes that would address many of the concerns in the lawsuit: training systems, selection systems, and a career posting center. By 2010, Sodexo, North America was continuing to gain traction on its diversity strategy, and a global diversity initiative for the group was underway. In addition, the company had developed diversity priorities focused on five different dimensions of difference from a global perspective: gender, race/ethnicity, sexual orientation, disabilities, and age. However, more work still needed to be done to engage employees around the world in the company's diversity initiatives.
Keywords: Diversity Characteristics;
Business Strategy;
Globalization;
Management Teams;
Gender Characteristics;
Race Characteristics;
Ethnicity Characteristics;
Age Characteristics;
Food and Beverage Industry;
North America;
Washington (state, US);
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Case
| HBS Case Collection
|
2011
Teach Plus: Mobilizing a New Generation of Teacher Leaders
David A. Thomas and Stephanie J. Creary
This case profiles the evolution of Teach Plus, a non-profit organization founded on the premise that in order for public schools to continuously improve urban student achievement, teaching must become a career that motivates and retains effective early career teachers. Teach Plus began as a pilot in fall 2007, launched by Celine Coggins, a former teacher and labor-management consultant, and incubated at the Rennie Center for Education Research and Policy in Cambridge, Massachusetts. In August 2009, Teach Plus became an independent 501 c3 with Coggins as CEO and Monique Burns Thompson, a social entrepreneur and former school district administrator as president. Since its inception, Teach Plus had demonstrated that its approach was effective in helping teachers to understand and directly influence policy. Through the T + Network, Teach Plus found evidence that reform-minded teachers existed in large numbers throughout urban school districts and that many were willing to share their perspectives with policymakers. Through the development of a public school turnaround initiative in Boston, Teach Plus showed that teacher-driven policy initiatives filled an important gap in the education reform landscape. By mid-2011, Teach Plus had grown to a network of more than 3,500 reform-minded teachers in five cities. While Teach Plus had reached significant scale in its first 18 months of operations, it also faced a significant strategic challenge. Moving forward, would Teach Plus best address its agenda as a "voice/advocacy" organization or as a "teacher turnaround" organization?
Keywords: Leadership;
Decision Making;
Strategy;
Nonprofit Organizations;
Social Entrepreneurship;
Teaching;
Cambridge;
Boston;
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Case
| HBS Case Collection
|
2011
(Revised from original 2008 version)
Keeping Google "Googley"
Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
This case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as bureaucracy, slow decision-making, lack of visibility, and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial energy that it had when she joined. She and her colleagues reflect on how Google has been able to maintain its culture as the company keeps doubling in size.
Keywords: Entrepreneurship;
Growth and Development Strategy;
Organizational Culture;
Internet;
Information Technology Industry;
Citation: Groysberg, Boris, David A. Thomas, and Alison Berkley Wagonfeld. Keeping Google " Googley". Harvard Business School Case 409-039, July 2011. (Revised from original September 2008 version.)
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Case
| HBS Case Collection
|
2011
oDesk: Changing How the World Works
Boris Groysberg, David A. Thomas and Jennifer M. Tydlaska
It is 2010, and Gary Swart, CEO of oDesk, is contemplating the next steps for his organization. Founded in 2004 in California, oDesk operates an online marketplace which matches Employers with Contractors. oDesk provides fact-based information on Contractors, including experience, skills and certifications, to Employers who use this information as a basis for interviewing and hiring Contractors. oDesk's online marketplace also includes a payment platform and tools which allow Employers to audit and verify Contractors' work and time sheets. oDesk collects commissions, approximately 10% of gross services, on all work which goes through its platform. oDesk has enjoyed robust growth since its inception, and, to date, has focused on a very distinct market segment: small and medium sized employers, Contractors who provide computer programming services, and U.S. based employers hiring overseas Contractors. Swart believes that the time has come for oDesk to expand beyond this niche, but he is concerned about maintaining oDesk's strong reputation and market positioning and, as such, he wants to grow in a very focused manner. Should oDesk expand its customer focus to include large employers? Broaden the services its marketplace offers beyond computer programming? Or, widen its geographic reach? Each of these growth options offers opportunities and entails costs. Swart considers each of these in turn.
Keywords: Recruitment;
Leadership;
Growth and Development Strategy;
Market Platforms;
Marketplace Matching;
Corporate Strategy;
Online Technology;
Consulting Industry;
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Case
| HBS Case Collection
|
2011
Shar Matin (A)
David A. Thomas and Elisa Farri
The head of the subsidiary of a US company faced the decision to present an aggressive growth plan despite his CFO's lack of support.
Keywords: Business Subsidiaries;
Decision Choices and Conditions;
Globalized Firms and Management;
Leadership;
Growth and Development Strategy;
Management Teams;
United States;
Citation: Thomas, David A., and Elisa Farri. " Shar Matin (A)." Harvard Business School Case 411-082, January 2011.
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Supplement
| HBS Case Collection
|
2011
Shar Matin (B)
David A. Thomas and Elisa Farri
The head of the subsidiary of a US company faced the decision to present an aggressive growth plan despite his CFO's lack of support.
Keywords: Business Subsidiaries;
Decisions;
Growth and Development Strategy;
Planning;
Citation: Thomas, David A., and Elisa Farri. " Shar Matin (B)." Harvard Business School Supplement 411-083, January 2011.
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Supplement
| HBS Case Collection
|
2011
Shar Matin (C)
David A. Thomas and Elisa Farri
The head of the subsidiary of a US company faced the decision to present an aggressive growth plan despite his CFO's lack of support.
Keywords: Business Subsidiaries;
Decisions;
Growth and Development Strategy;
Planning;
Citation: Thomas, David A., and Elisa Farri. " Shar Matin (C)." Harvard Business School Supplement 411-084, January 2011.
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Exercise
|
2011
(Revised from original 2008 version)
Breaking Through Action Plan
David A. Thomas and Karen J. Watai
The "Breaking Through Action Plan" is a developmental tool based on the book, Breaking Through: The Making of Minority Executives in Corporate America by David A. Thomas and John J. Gabarro. The Action Plan was originally designed as part of a facilitated session but can also be used in conjunction with the book. The Action Plan guides individuals through an examination of the critical areas of competence, credibility, confidence, and relationships. Completing this Action Plan will allow individuals to reflect on these critical areas and help them determine appropriate and impactful steps to help further their development.
Keywords: Competency and Skills;
Management Analysis, Tools, and Techniques;
Personal Development and Career;
Relationships;
Power and Influence;
Trust;
Citation: Thomas, David A., and Karen J. Watai. " Breaking Through Action Plan." Harvard Business School Exercise 409-059, January 2011. (Revised from original November 2008 version.)
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Teaching Note
| HBS Case Collection
|
2010
(Revised from original 2007 version)
Sonoco Products Company (TN) (A), (B), and (C), and Sonoco Products Company (A) (Abridged)
Boris Groysberg, David A. Thomas and David Lane
Keywords: Energy;
Energy Industry;
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Case
| HBS Case Collection
|
2010
Sonoco Products Company (A): Building a World-Class HR Organization (Abridged)
David A. Thomas and Boris Groysberg
Describes the steps the vice-president of human resources takes in revamping an HR function that was noncooperative and, at times, competitive and introducing the company to the notion of HR as a strategic business partner. Explores changes made to the company's compensation, performance management, and succession planning processes.
Keywords: Human Resources;
Organizations;
Restructuring;
Partners and Partnerships;
Management Succession;
Strategic Planning;
Performance;
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Case
| HBS Case Collection
|
2009
Meeting the Diversity Challenge at PepsiCo: The Steve Reinemund Era
David A. Thomas and Stephanie Creary
This case profiles PepsiCo's diversity journey under the leadership of former chairman and CEO Steve Reinemund who instituted diversity as one of the company's strategic imperatives. It demonstrates the ways in which Reinemund partnered with his leadership team and employees throughout the organization to make diversity a key factor in PepsiCo's culture and performance. It also reveals how, regardless of the success, PepsiCo employees were openly speculating what it would mean for the diversity strategy that Reinemund would be turning the helm of PepsiCo over to Indra Nooyi, a 50-year old Indian-born woman, who would need to find her own voice and approach to leading the company and its diversity efforts.
Keywords: Diversity Characteristics;
Leadership;
Growth and Development Strategy;
Organizational Culture;
Performance Effectiveness;
Business and Stakeholder Relations;
Food and Beverage Industry;
United States;
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Case
| HBS Case Collection
|
2009
The Rise of President Barack Hussein Obama
David A. Thomas, Laura Morgan Roberts and Stephanie Creary
This case profiles President Barack Hussein Obama's rise to the presidency as an "improbable candidate." The case illustrates the ways in which he overcame criticism from those who questioned his credibility and his values, and skepticism from those who were unsure whether America was ready to elect its first African American President. It also explores how President Obama was able to gain support from the American people despite lagging behind Senator Hillary Clinton, the presumed Democratic frontrunner, throughout much of the pre-primary period.
Keywords: Ethnicity Characteristics;
Race Characteristics;
Political Elections;
Leadership;
Personal Development and Career;
Creativity;
Trust;
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Teaching Note
| HBS Case Collection
|
2009
The Rise of President Barack Hussein Obama (TN)
David A. Thomas, Laura Morgan Roberts and Stephanie Creary
Teaching Note for [409115].
Keywords: Value;
Political Elections;
Personal Development and Career;
Power and Influence;
United States;
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Exercise
|
2009
Mapping Your Network
David A. Thomas
This exercise is designed to help students and professionals map their professional networks and identify areas of strength and weakness in their networks. "Network" refers to the set of relationships that is critical to someone's ability to learn new skills and competencies, get things done, advance in his or her career, and develop personally and professionally. The exercise takes 15 to 20 minutes to complete.
Keywords: Competency and Skills;
Strength and Weakness;
Personal Development and Career;
Groups and Teams;
Social and Collaborative Networks;
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Case
| HBS Case Collection
|
2009
Keeping Google "Googley" (Abridged)
Boris Groysberg, David A. Thomas and Alison Berkley Wagonfeld
Keywords: Organizational Culture;
Web Services Industry;
California;
Citation: Groysberg, Boris, David A. Thomas, and Alison Berkley Wagonfeld. Keeping Google " Googley" (Abridged). Harvard Business School Case 409-099, April 2009.
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Case
| HBS Case Collection
|
2009
Creating The Partnership Solutions Group at Lehman Brothers
David A. Thomas and Stephanie Creary
Explores how two senior Wall St. executives created a successful commercial opportunity for Lehman Brothers that focused on building relationships with minority- and women-owned financial services firms. Illustrates how Patricia Miller Zollar and Nadja Fidelia aligned the Partnership Solutions Groups' activities with Lehman Brothers' "one-firm" strategy in ways that created economic value for the firm. Delves into the challenges of developing this business in an industry that tends to view "diversity" initiatives as activities that seek only to benefit society and not as opportunities to create economic gain.
Keywords: Diversity Characteristics;
Gender Characteristics;
Partners and Partnerships;
Power and Influence;
Value Creation;
Financial Services Industry;
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Case
| HBS Case Collection
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2008
Adobe Systems: Working Towards a "Suite" Release (A)
David A. Thomas and Lauren Barley
The case examines the tools a manager can use to keep her project on track and manage conflict and tension as Adobe prepares to launch Creative Suite 3, the biggest software release in the company's 25-year history. The protagonist, Yvonne Murray, is a group program manager at Adobe and responsible for coordinating the integration of her business unit's product—Device Central—in Creative Suite 3. Murray is copied on an email that warns the Device Central product team that Device Central may be pulled from the Creative Suite 3 marketing materials and from the launch entirely because it was in danger of missing a deadline. Murray wonders if and how to respond to the email that was addressed to her Device Central colleague, group product manager Carol Linburn.
Keywords: Management Analysis, Tools, and Techniques;
Product Launch;
Projects;
Groups and Teams;
Conflict Management;
Power and Influence;
Citation: Thomas, David A., and Lauren Barley. Adobe Systems: Working Towards a " Suite" Release (A). Harvard Business School Case 409-014, September 2008.
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Supplement
| HBS Case Collection
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2008
Adobe Systems: Working Towards a "Suite" Release (B)
David A. Thomas and Lauren Barley
The case examines the tools a manager can use to keep her project on track and manage conflict and tension as Adobe prepares to launch Creative Suite 3, the biggest software release in the company's 25-year history. The protagonist, Yvonne Murray, is a group program manager at Adobe and responsible for coordinating the integration of her business unit's product—Device Central—in Creative Suite 3. Murray is copied on an email that warns the Device Central product team that Device Central may be pulled from the Creative Suite 3 marketing materials and from the launch entirely because it was in danger of missing a deadline. Murray wonders if and how to respond to the email that was addressed to her Device Central colleague, group product manager Carol Linburn.
Keywords: Change;
Interpersonal Communication;
Crisis Management;
Product Launch;
Projects;
Conflict of Interests;
Integration;
Software;
Citation: Thomas, David A., and Lauren Barley. Adobe Systems: Working Towards a " Suite" Release (B). Harvard Business School Supplement 409-015, September 2008.
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Supplement
| HBS Case Collection
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2007
Sonoco Products Co.: Interview with Cindy Hartley, video
Boris Groysberg, David A. Thomas and David Lane
Keywords: Energy;
Media;
Energy Industry;
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Supplement
| HBS Case Collection
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2007
Sonoco Products Company (C)
Boris Groysberg, David A. Thomas and David Lane
Keywords: Energy;
Energy Industry;
Citation: Groysberg, Boris, David A. Thomas, and David Lane. " Sonoco Products Company (C)." Harvard Business School Supplement 407-063, January 2007.
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Case
| HBS Case Collection
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2005
(Revised from original 2004 version)
Stanley O'Neal at Merrill Lynch (A)
David A. Thomas and Ayesha Kanji
In the late 1970s, Stanley O'Neal joined Merrill Lynch as an investment banker. Profiles O'Neal's ascent at Merrill to CEO. O'Neal put Merrill through a comprehensive restructuring program, cutting costs and significantly reducing the work force. As CEO, O'Neal faces the challenge of changing the company's signature "Mother Merrill" culture into a performance-driven and meritocratic one, while facing resistance and criticism from inside Merrill and Wall Street. Provides data on Merrill's financial performance and investment banking ratings. Teaching Purpose: To demonstrate leadership at the executive level, highlighting the career development of a person of color. Also, to focus on changing corporate culture and CEO succession.
Keywords: Restructuring;
Race Characteristics;
Cost Management;
Investment Banking;
Job Cuts and Outsourcing;
Leadership;
Management Succession;
Performance Effectiveness;
Personal Development and Career;
Citation: Thomas, David A., and Ayesha Kanji. " Stanley O'Neal at Merrill Lynch (A)." Harvard Business School Case 405-029, September 2005. (Revised from original August 2004 version.)
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Case
| HBS Case Collection
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2005
(Revised from original 2004 version)
Sonoco Products Company (A): Building a World-Class HR Organization
David A. Thomas, Boris Groysberg and Cate Reavis
Describes the steps the vice-president of human resources takes in revamping an HR function that was noncooperative and, at times, competitive and introducing the company to the notion of HR as a strategic business partner. Explores changes made to the company's compensation, performance management, and succession planning processes. Teaching Purpose: To allow students to think strategically about reorganizing the human resources department to support business strategy and serve as a business partner.
Keywords: Human Resources;
Compensation and Benefits;
Management Succession;
Measurement and Metrics;
Organizational Change and Adaptation;
Performance;
Partners and Partnerships;
Business Strategy;
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Supplement
| HBS Case Collection
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2005
(Revised from original 2004 version)
Sonoco Products Company (B): The Hybrid Model
David A. Thomas, Boris Groysberg and Cate Reavis
Supplements the (A) case.
Keywords: Business Model;
Non-Renewable Energy;
Energy Industry;
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Case
| HBS Case Collection
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2004
(Revised from original version)
Elizabeth Fisher (A)
David A. Thomas
Elizabeth Fisher is a graduating MBA who must reconcile her job search with Paul, her fiance's, job constraints. The case gives vivid detail of Elizabeth and Paul's process. At one point, the two must decide whether to have a commuter marriage or have Paul give up his job to relocate with Elizabeth.
Keywords: Decision Making;
Job Search;
Personal Development and Career;
Relationships;
Citation: Thomas, David A. " Elizabeth Fisher (A)." Harvard Business School Case 494-002, December 2004. (Revised from original November 1993 version.)
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Supplement
| HBS Case Collection
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2004
(Revised from original version)
Elizabeth Fisher (B)
David A. Thomas
Continues the discussion of the job search.
Citation: Thomas, David A. " Elizabeth Fisher (B)." Harvard Business School Supplement 494-003, December 2004. (Revised from original November 1993 version.)
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Case
| HBS Case Collection
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2004
IBM's Diversity Strategy: Bridging the Workplace and the Marketplace
David A. Thomas and Ayesha Kanji
Explores how IBM incorporated diversity into its business strategy, making the case that workforce diversity is critical to marketing its products and services to its customers. In the early 1990s, Ted Childs, vice-president of Workforce Diversity, proposed to CEO Lou Gerstner the creation of eight diversity task forces. Delves into the organizational and cultural impediments to starting a diversity task force initiative and how IBM overcame these obstacles to implement an effective diversity strategy. After the task forces were established, they underwent tremendous growth and became global in scope. Childs also faces the challenge of taking a U.S.-based diversity strategy and applying it to IBM's global organization. Teaching Purpose: To demonstrate how a company can implement an effective diversity strategy and integrate it into its overall business strategy.
Keywords: Information Technology;
Diversification;
Business Strategy;
Integration;
Global Strategy;
Organizations;
Markets;
Information Technology Industry;
United States;
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Case
| HBS Case Collection
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2004
Stanley O'Neal at Merrill Lynch (B)
David A. Thomas and Ayesha Kanji
Supplements the (A) case.
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Teaching Note
| HBS Case Collection
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2004
Gary Rodkin at Pepsi-Cola North America (TN) (A), (B), and (B) (Abridged)
David A. Thomas and Ayesha Kanji
Teaching Note to (9-403-080), (9-403-108), and (9-403-109).
Keywords: Food and Beverage Industry;
North America;
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Case
| HBS Case Collection
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2004
(Revised from original 2002 version)
Gary Rodkin at Pepsi-Cola North America (B)
David A. Thomas, Gina Carioggia and Ayesha Kanji
After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry.
Keywords: Restructuring;
Leadership;
Brands and Branding;
Problems and Challenges;
Situation or Environment;
Conflict Management;
Alignment;
Food and Beverage Industry;
North America;
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Case
| HBS Case Collection
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2004
(Revised from original 2002 version)
Gary Rodkin At Pepsi-Cola North America (B) (Abridged)
David A. Thomas, Gina Carioggia and Ayesha Kanji
After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry.
Keywords: Restructuring;
Leadership;
Brands and Branding;
Problems and Challenges;
Situation or Environment;
Conflict Management;
Alignment;
Food and Beverage Industry;
North America;
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Exercise
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2003
SACD Final Paper Assignment
Shoshana Zuboff, David A. Thomas and Monica C. Higgins
The final paper assignment for the Self-Assessment and Career Development course.
Keywords: Curriculum and Courses;
Personal Development and Career;
Citation: Zuboff, Shoshana, David A. Thomas, and Monica C. Higgins. " SACD Final Paper Assignment." Harvard Business School Exercise 404-018, August 2003.
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Case
| HBS Case Collection
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2003
(Revised from original 2002 version)
Gary Rodkin at Pepsi-Cola North America (A)
David A. Thomas, Gina Carioggia and Ayesha Kanji
After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry.
Keywords: Restructuring;
Leadership;
Brands and Branding;
Problems and Challenges;
Situation or Environment;
Conflict Management;
Alignment;
Food and Beverage Industry;
North America;
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Case
| HBS Case Collection
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2002
(Revised from original 1992 version)
Star Distributors, Inc. (A)
David A. Thomas
Depicts the conflict and organizational problems that emerged in a franchise operation owned by Paul Logan, an African American, and John Heyman, a white American. Provides the opportunity to examine the ways in which race influences managerial behavior and organizational dynamics. Also raises issues of organizational performance, headquarters-franchise relations and conflict resolution.
Keywords: Conflict Management;
Performance Effectiveness;
Franchise Ownership;
Race Characteristics;
Management Style;
Conflict and Resolution;
Business and Stakeholder Relations;
Citation: Thomas, David A. " Star Distributors, Inc. (A)." Harvard Business School Case 493-015, September 2002. (Revised from original August 1992 version.)
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Exercise
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2002
Career Choice-Making Case Assignment, The
Monica C. Higgins, David A. Thomas and Shoshana Zuboff
Sets the stage for self-assessment as an integral component in the process of career development.
Keywords: Decision Choices and Conditions;
Management Practices and Processes;
Personal Development and Career;
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Exercise
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2002
Written Interview Assignment, The
Monica C. Higgins, David A. Thomas and Shoshana Zuboff
Sets the stage for self-assessment as an integral component in the process of career development.
Keywords: Performance Evaluation;
Personal Development and Career;
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Case
| HBS Case Collection
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2002
Federal Reserve Bank of Chicago's Mentoring Program, The (A)
David A. Thomas and Gina Carioggia
Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the program grew. The case describes the development of the program, highlighting design principles key to the program's success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program's success.
Keywords: Design;
Training;
Human Resources;
Employee Relationship Management;
Public Ownership;
Planning;
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Case
| HBS Case Collection
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2002
Federal Reserve Bank of Chicago's Mentoring Program, The (B)
David A. Thomas and Gina Carioggia
Supplements the (A) case.
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Case
| HBS Case Collection
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2002
(Revised from original 2000 version)
Rob Waldron at SCORE! Educational Centers (Abridged)
David A. Thomas and Stephanie L. Woerner
Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, privately-owned company into a professional organization, especially regarding corporate culture. Describes the measures Waldron takes to build a culture and how he maintains the culture after the acquisition. Focuses on Waldron's actions in dealing with a growing employee morale problem. Concludes with Waldron deciding whether or not to alter the company's recruiting strategy. Includes SCORE! background material. A rewritten version of an earlier case.
Keywords: Acquisition;
Business Growth and Maturation;
Decision Making;
Education;
Human Resources;
Recruitment;
Leadership;
Organizational Culture;
Private Ownership;
Education Industry;
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Case
| HBS Case Collection
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2001
Yvette Hyater-Adams and Terry Larsen at CoreStates Financial Corp.
David A. Thomas, Nancie Zane PHD and Emily Heaphy
Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship develops in the context of a major culture change that Hyater-Adams and Larsen were leading the organization through. This case discusses the impact their relationship had on the organization and the change process.
Keywords: Race Characteristics;
Gender Characteristics;
Organizational Change and Adaptation;
Change Management;
Management Teams;
Relationships;
Banking Industry;
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Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Millennium Media, Inc. and John Voorenberg
David A. Thomas
Millenium Media's CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor.
Keywords: Diversity Characteristics;
Employee Relationship Management;
Resignation and Termination;
Retention;
Leadership Style;
Problems and Challenges;
Competition;
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Case
| HBS Case Collection
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1999
Leaving
David A. Thomas
A company supervisor listens to an employee, an African American woman, announce she is leaving the company and tries to understand the situation.
Keywords: Resignation and Termination;
Retention;
Race Characteristics;
Behavior;
Diversity Characteristics;
Interpersonal Communication;
Labor and Management Relations;
Citation: Thomas, David A. " Leaving." Harvard Business School Case 400-033, August 1999.
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Teaching Note
| HBS Case Collection
|
1998
(Revised from original 1998 version)
Self-Assessment and Career Development, Instructor's Course Overview (TN)
David A. Thomas and Emily Heaphy
An overview for the Self-Assessment and Career Development course.
Keywords: Personal Development and Career;
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Background Note
| HBS Case Collection
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1998
(Revised from original 1997 version)
International Use of the Myers-Briggs Type Indicator
David A. Thomas and Emily Heaphy
Intended to be used as a supplement to the Introduction to Type and provides an overview of the international uses of the Myers-Briggs Type Indicator.
Keywords: Personal Development and Career;
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Teaching Note
| HBS Case Collection
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1998
Development Relationships TN
David A. Thomas and Emily Heaphy
The final class of the Career Development module of the Self-Assessment and Career Development course (SACD) uses the topic of mentoring and developmental relationships to encourage students to think beyond the point of finding and accepting a suitable job offer. The Karen Harper case is used to frame the discussion. The case introduces Karen when she is facing a crucial career decision that has the potential to damage her relationship with her sole mentor. The central question is, can the current developmental relationship be transformed to meet the protege's needs? After a discussion of the case, the instructor provides a brief lecture of the research on this area, including the types and functions of developmental relationships, the effects of demographic diversity on them, and strategies for initiating and forming developmental relationships.
Keywords: Decisions;
Curriculum and Courses;
Job Offer;
Personal Development and Career;
Relationships;
Strategy;
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Teaching Note
| HBS Case Collection
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1998
Personality Types: The Myers-Briggs Type Indicator (TN)
David A. Thomas and Emily Heaphy
Describes a class design for teaching students about the Myers-Briggs Type Indicator (MBTI). The Ideal Organization exercise is the centerpiece of the class. It demonstrates that people with different cognitive types have distinct preferences for the type of environment in which they work. Students become aware that there are diverse ways of perceiving and analyzing organizations and identify their own ideal organization. Also includes a method of integrating the MBTI with another self-assessment instrument and a description of the international use of the MBTI note.
Keywords: Job Search;
Working Conditions;
Personal Development and Career;
Situation or Environment;
Perception;
Integration;
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Teaching Note
| HBS Case Collection
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1998
The Job Search Workshop TN
David A. Thomas and Emily Heaphy
An effective catalyst for the job search, this note is an opportunity for students to focus on the "next steps" of their job search. Students are introduced to a model of career decision-making, which frames their discussion and sophisticates their understanding of the job search process. They then work in small groups to discuss the issues and dilemmas they each are deliberating. The small group work calls attention to the significant value that peers add to the career development and job search process.
Keywords: Decision Making;
Job Search;
Personal Development and Career;
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Supplement
| HBS Case Collection
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1998
(Revised from original 1992 version)
Star Distributors, Inc. (B)
David A. Thomas
Presents the dilemma of Don Waters, vice president of Franchise Operations at Belmont Beverages. Waters must must decide what to do about the conflict between two partners in one of Belmont's franchises.
Keywords: Management Teams;
Conflict Management;
Franchise Ownership;
Partners and Partnerships;
Distribution Industry;
Food and Beverage Industry;
Citation: Thomas, David A. " Star Distributors, Inc. (B)." Harvard Business School Supplement 493-016, February 1998. (Revised from original August 1992 version.)
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Teaching Note
| HBS Case Collection
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1998
(Revised from original 1995 version)
Star Distributors, Inc. (A) and (B) TN
David A. Thomas
Teaching Note for (9-493-015) and (9-493-016).
Keywords: Distribution Industry;
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Teaching Note
| HBS Case Collection
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1998
Craig Parks (A),(B) TN
David A. Thomas and Emily Heaphy
Teaching Note for (9-497-013) and (9-497-014).
Citation: Thomas, David A., and Emily Heaphy. " Craig Parks (A),(B) TN." Harvard Business School Teaching Note 498-062, February 1998.
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Teaching Note
| HBS Case Collection
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1998
Bob Fifer TN
David A. Thomas and Emily Heaphy
Teaching Note for (9-495-013).
Citation: Thomas, David A., and Emily Heaphy. " Bob Fifer TN." Harvard Business School Teaching Note 498-063, February 1998.
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Teaching Note
| HBS Case Collection
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1998
Sumiko Ito TN
David A. Thomas
Teaching Note for (9-493-011).
Keywords: Banking Industry;
Japan;
England;
United States;
Citation: Thomas, David A. " Sumiko Ito TN." Harvard Business School Teaching Note 498-064, February 1998.
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Teaching Note
| HBS Case Collection
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1998
Elizabeth Fisher (A), (B), (C) TN
David A. Thomas
Teaching Note for (9-494-002), (9-494-003), and (9-494-004).
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Case
| HBS Case Collection
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1996
Craig Parks (B)
David A. Thomas and Lisa J. Chadderdon
Supplements the (A) case.
Keywords: Personal Development and Career;
Decision Making;
Decision Choices and Conditions;
Moral Sensibility;
Citation: Thomas, David A., and Lisa J. Chadderdon. " Craig Parks (B)." Harvard Business School Case 497-014, September 1996.
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Case
| HBS Case Collection
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1996
Craig Parks (A)
David A. Thomas and Lisa J. Chadderdon
Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision.
Keywords: Personal Development and Career;
Decision Choices and Conditions;
Problems and Challenges;
Citation: Thomas, David A., and Lisa J. Chadderdon. " Craig Parks (A)." Harvard Business School Case 497-013, July 1996.
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Case
| HBS Case Collection
|
1994
Bob Fifer
David A. Thomas and Doug Cohen
Explores the life and concerns of Bob Fifer, HBS class of 1979 and CEO of Kaiser Associates. Explores the many influences on Bob's development and his subsequent career choices. It is written as a biography with extensive quotes from interviews with Bob. He describes the role of his upbringing and Jewish ethnicity in the formation of his early self-concept. Highlights the career-related choices he makes, including college at Harvard, attending business school, and entering consulting. After years of success and driven workaholic behavior, Bob experiences disillusionment and personal tragedy.
Keywords: Personal Development and Career;
Entrepreneurship;
Identity;
Leadership Style;
Ethnicity Characteristics;
Management Teams;
Citation: Thomas, David A., and Doug Cohen. " Bob Fifer." Harvard Business School Case 495-013, September 1994.
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Supplement
| HBS Case Collection
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1993
(Revised from original version)
Elizabeth Fisher (C)
David A. Thomas
Continues the discussion of the job search.
Citation: Thomas, David A. " Elizabeth Fisher (C)." Harvard Business School Supplement 494-004, November 1993. (Revised from original November 1993 version.)
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Case
| HBS Case Collection
|
1993
Sumiko Ito
David A. Thomas
Describes the life and career of the first Japanese female investment banker at Nomura Securities, Sumiko Ito, who later became a partner at Alex Brown, a U.S. investment bank. Organized around the major life events and career transitions Ms. Ito experienced. Set in three distinct cultural milieus: Japan, England, and the United States. Eventually, Ms. Ito resigns from Alex Brown and starts her own investment company.
Keywords: Diversity Characteristics;
Gender Characteristics;
Personal Development and Career;
Investment Banking;
Cross-Cultural and Cross-Border Issues;
Financial Services Industry;
Banking Industry;
Japan;
England;
United States;
Citation: Thomas, David A. " Sumiko Ito." Harvard Business School Case 493-011, April 1993.
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Conference Presentation
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1
Aug
2010
Firm Performance, Top Management and Minority Hiring: African‐American Coaches in the NFL, 1970‐2007
Andrew Hill and David Thomas
Studies of minority hiring have found that low-status firms are more likely to hire minority candidates. However, most work has examined hiring for entry and mid-level positions, not senior management, which differs in the level of 1) uncertainty regarding the optimal qualifications; 2) external evaluation; 3) accountability for overall performance. Given these differences, we hypothesize that legitimacy and risk concerns moderate the relationship between firm status and minority hiring. Using data from the NFL (1970-2007), we find that good teams more often hire minority head coaches, and bad teams more often hire minority assistant coaches.
Keywords: Performance Evaluation;
Management Teams;
Recruitment;
Relationships;
Risk and Uncertainty;
Ethnicity Characteristics;
Sports Industry;
Africa;
United States;
Citation: Hill, Andrew, and David Thomas. "Firm Performance, Top Management and Minority Hiring: African‐American Coaches in the NFL, 1970‐2007." Paper presented at the Academy of Management Annual Meeting, Montreal, QC, August 01, 2010.
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