Crossing Boundaries to Increase Relevance in Organizational Research

Jeffrey  Polzer; Ranjay  Gulati; Rakesh  Khurana; Michael   Tushman

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Article | Journal of Management Inquiry

Crossing Boundaries to Increase Relevance in Organizational Research

by Jeffrey Polzer, Ranjay Gulati, Rakesh Khurana and Michael Tushman

Keywords: Organizations; Research;

Format: Print

7 pages

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Citation:

Polzer, Jeffrey, Ranjay Gulati, Rakesh Khurana, and Michael Tushman. "Crossing Boundaries to Increase Relevance in Organizational Research." Journal of Management Inquiry 18, no. 4 (December 2009): 280–286.

About the Authors

Jeffrey T. Polzer

UPS Foundation Professor of Human Resource Management

Organizational Behavior

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Ranjay Gulati

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration

Organizational Behavior

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View Publications »

Rakesh Khurana

Marvin Bower Professor of Leadership Development

Organizational Behavior

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View Publications »

Michael L. Tushman

Baker Foundation Professor, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Emeritus, Charles B. (Tex) Thornton Chair of the Advanced Management Program

Organizational Behavior

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Teaching Note | HBS Case Collection | August 2020

People Analytics at McKinsey

Jeffrey T. Polzer and Olivia Hull

Teaching note to accompany People Analytics at McKinsey, HBS No. 418-023.

Keywords: people analytics; analytics; human resource management; business analytics;

Citation:
Polzer, Jeffrey T., and Olivia Hull. "People Analytics at McKinsey." Harvard Business School Teaching Note 421-022, August 2020. View Details

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Working Paper | HBS Working Paper Series | 2020

Collaborating During Coronavirus: The Impact of COVID-19 on the Nature of Work

Evan DeFilippis, Stephen Michael Impink, Madison Singell, Jeffrey T. Polzer and Raffaella Sadun

We explore the impact of COVID-19 on employee's digital communication patterns through an event study of lockdowns in 16 large metropolitan areas in North America, Europe and the Middle East. Using de-identified, aggregated meeting and email meta-data from 3,143,270 users, we find, compared to pre-pandemic levels, increases in the number of meetings per person (+12.9 percent) and the number of attendees per meeting (+13.5 percent), but decreases in the average length of meetings (-20.1 percent). Collectively, the net effect is that people spent less time in meetings per day (-11.5 percent) in the post-lockdown period. We also find significant and durable increases in length of the average workday (+8.2 percent, or +48.5 minutes), along with short-term increases in email activity. These findings provide insight from a novel dataset into how the nature of work has changed for a large sample of knowledge workers. We discuss these changes in light of the ongoing challenges faced by organizations and workers struggling to adapt and perform in the face of a global pandemic.

Keywords: nature of work; collaboration; COVID-19; Organizations; Communication; Health Pandemics; North and Central America; Europe; Middle East;

Citation:
DeFilippis, Evan, Stephen Michael Impink, Madison Singell, Jeffrey T. Polzer, and Raffaella Sadun. "Collaborating During Coronavirus: The Impact of COVID-19 on the Nature of Work." Harvard Business School Working Paper, No. 21-006, July 2020. View Details

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Case | HBS Case Collection | June 2020 (Revised July 2020)

Deloitte's Pixel (A): Consulting with Open Talent

Michael L. Tushman, John Winsor and Kerry Herman

Deloitte Consulting’s General Manager Balaji Bondili, head of Pixel, considers how best to grow Deloitte Consulting’s use of open (on-demand) talent, as consulting companies and their clients face transformative change in the way client engagements and projects get done. Pixel, started in 2014, helps facilitate open (or on-demand) talent and crowdsourcing for Deloitte Consulting client engagements, to access specific, difficult-to-find expertise, collaborate to develop new products and/or insights, and to design, build, and test new digital assets. Bondili has found some avid users—and evangelists—of Pixel’s services among Deloitte Consulting’s principals, however uptake across the broader organization has been slow, and in some pockets has met with deep resistance.

Keywords: Disruption; Talent and Talent Management; Growth and Development Strategy; Organizational Change and Adaptation; Consulting Industry; United States;

Citation:
Tushman, Michael L., John Winsor, and Kerry Herman. "Deloitte's Pixel (A): Consulting with Open Talent." Harvard Business School Case 420-003, June 2020. (Revised July 2020.) View Details

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Crossing Boundaries to Increase Relevance in Organizational Research

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About the Authors

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