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• Article | Work, Employment and Society | June 2019

  Learning From Mum: Cross-National Evidence Linking Maternal Employment and Adult Children’s Outcomes

  Kathleen L. McGinn, Mayra Ruiz Castro and Elizabeth Long Lingo

  Analyses relying on two international surveys from over 100,000 men and women across 29 countries explore the relationship between maternal employment and adult daughters’ and sons’ employment and domestic outcomes. In the employment sphere, adult daughters, but not sons, of employed mothers are more likely to be employed and, if employed, are more likely to hold supervisory responsibility, work more hours and earn higher incomes than their peers whose mothers were not employed. In the domestic sphere, sons raised by employed mothers spend more time caring for family members and daughters spend less time on housework. Analyses provide evidence for two mechanisms: gender attitudes and social learning. Finally, findings show contextual influences at the family and societal levels: family-of-origin social class moderates effects of maternal employment and childhood exposure to female employment within society can substitute for the influence of maternal employment on daughters and reinforce its influence on sons.

  Keywords: female labor force participation; gender attitudes; household labor; maternal employment; Social Class; social learning theory; Social mobility; Employment; Gender; Attitudes; Household; Labor; Learning; Outcome or Result;

  Citation:

  McGinn, Kathleen L., Mayra Ruiz Castro, and Elizabeth Long Lingo. "Learning From Mum: Cross-National Evidence Linking Maternal Employment and Adult Children’s Outcomes." Work, Employment and Society 33, no. 3 (June 2019): 374–400.  View Details

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• Teaching Note | HBS Case Collection | October 2018 (Revised May 2019)

  Intuit: Turbo Tax PersonalPro - A Tale of Two Entrepreneurs

  Joseph Fuller, Shikhar Ghosh and Monica Baraldi

  Teaching Note for HBS No. 816-048. The case tells the story of a product manager within Intuit who develops an idea for a new product that spans two of the company's existing business units—professional tax software, sold to accountants, and the consumer focused TurboTax product. The new product —TurboTax Personal Pro—connects consumers with professional accountants online, allowing them to have their taxes prepared by a professional. The cycle of product development transpires within the larger, corporate context of Intuit, where founder Scott Cook has been attempting to transform the enterprise into a leaner, more innovative company. The case describes in detail the lean startup methods used by the new product team, and how their attempts bump up against the existing, entrenched systems and processes of the larger enterprise.

  Keywords: Business Units; Business or Company Management; Software; Accounting; Product Development; Financial Services Industry;

  Citation:

  Fuller, Joseph, Shikhar Ghosh, and Monica Baraldi. "Intuit: Turbo Tax PersonalPro - A Tale of Two Entrepreneurs." Harvard Business School Teaching Note 319-045, October 2018. (Revised May 2019.)  View Details

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• Article | Harvard Business Review | May–June 2019

  Your Workforce Is More Adaptable Than You Think

  Joseph B. Fuller, Manjari Raman, Judith K. Wallenstein and Alice de Chalendar

  In 2018 the Project on Managing the Future of Work at HBS teamed up with the BCG Henderson Institute to survey 6,500 business leaders and 11,000 workers about the various forces reshaping the nature of work. The responses revealed a surprising gap: While the executives were pessimistic about their employees’ ability to acquire the capabilities needed to thrive in an era of rapid change, the employees were not. The employees were actually focused on the benefits that change would bring and far more eager to learn new skills than their leaders gave them credit for. This gap highlights a vast reserve of talent and energy firms can tap into: their own workers. How can a company do that? By creating a learning culture, engaging employees in the transition instead of shepherding them through it, developing an internal talent pipeline for the entire workforce, and collaborating with outside partners to build the right skills in the labor pools it hires from.

  Keywords: Management; Employees; Attitudes; Organizational Culture; Organizational Change and Adaptation;

  Citation:

  Fuller, Joseph B., Manjari Raman, Judith K. Wallenstein, and Alice de Chalendar. "Your Workforce Is More Adaptable Than You Think." Harvard Business Review 97, no. 3 (May–June 2019): 118–126.  View Details

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