Go to main content
Harvard Business School
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions

Faculty & Research

  • HOME
  • FACULTY
  • RESEARCH
    • Global Research Centers
    • HBS Case Collection
    • HBS Case Development
    • Initiatives & Projects
    • Publications
    • Research Associate (RA) Positions
    • Research Services
    • Seminars & Conferences
    Close
  • FEATURED TOPICS
    • Business and Environment
    • Business History
    • Entrepreneurship
    • Finance
    • Globalization
    • Health Care
    • Human Behavior and Decision-Making
    • Leadership
    • Social Enterprise
    • Technology and Innovation
    Close
  • ACADEMIC UNITS
    • Accounting and Management
    • Business, Government and the International Economy
    • Entrepreneurial Management
    • Finance
    • General Management
    • Marketing
    • Negotiation, Organizations & Markets
    • Organizational Behavior
    • Strategy
    • Technology and Operations Management
    Close
Photo of Susanna Gallani

Unit: Accounting and Management

Contact:

(617) 496-8613

Send Email

Additional Information
  • Curriculum Vitae
  • SSRN

Areas of Interest

  • compensation
  • corporate governance
  • managerial incentives
  • performance measurement

Additional Topics

  • balanced scorecard
  • cost management
  • management accounting and control systems
  • nonprofit governance

Industries

  • consulting
  • health care
  • manufacturing
MORE

Susanna Gallani

Assistant Professor of Business Administration

Print Entire ProfileMore

Susanna Gallani is an assistant professor of business administration in the Accounting and Management unit. She teaches Financial Reporting and Control in the MBA required curriculum, and in focused executive education programs.

In her research, Professor Gallani focuses on issues related to the design and effectiveness of monetary and non-monetary incentives. While these issues are relevant for a broad set of industries, she is currently exploring the particular challenges and opportunities associated with designing incentive systems in healthcare organizations. In recent work she has studied the effectiveness of feedback, recognition, and relative performance information on team performance in hospitals, as well as the implications of subjectivity in performance assessments within forced-ranking performance evaluation systems. In her current work, she is exploring how public and commercial payers can contribute to fostering a culture of value-based healthcare by setting appropriate incentives for healthcare providers through innovative reimbursement programs. Her broader research interests also include studies of the role of external influencers, such as proxy advisory firms, compensation consultants, and institutional investors, on the design of executive compensation contracts in public firms based in the United States.

Professor Gallani holds a Ph.D. in accounting from Michigan State University, and a Master in Business Administration from Central Michigan University. Her undergraduate degree in Business Economics is from the University of Trieste, Italy. Before pursuing her doctorate, Professor Gallani was a senior manager at Honeywell, where she was involved in business transformation initiatives.



Print Entire ProfileLess
PublicationsResearch SummaryTeaching

Journal Articles

  1. Article | Management Science | Forthcoming

    Budgeting, Psychological Contracts, and Budgetary Misreporting

    Susanna Gallani, Ranjani Krishnan, Eric J. Marinich and Michael D. Shields

    This study examines the effect of psychological contract breach on budgetary misreporting. Psychological contracts are mental models or schemas that govern how employees understand their exchange relationships with their employers. Psychological contract breach leads to feelings of violation and can occur even when employees’ economic contracts are fulfilled. We study the effects of psychological contract breach on three common types of employee participation in budgeting that differ in the degree of employees’ influence over their approved budgets. These include affirmative budgeting (full influence), consultative budgeting (moderate influence), and authoritative budgeting (low influence). When organizations communicate that employees will be involved in budgeting, employees develop psychological contracts of affirmative budgeting. If employees subsequently experience authoritative or consultative budgeting, their psychological contracts are breached. Employees who experience psychological contract breach seek redress through budgetary misreporting. Experimental results indicate that psychological contract breach partially mediates the relation between budgeting type and budgetary misreporting. Results also indicate asymmetry in the effects of psychological contract breach versus repair. Effects of breach on budgetary misreporting persist even after the breach no longer occurs.

    Keywords: Budgeting; psychological contracts; misreporting; Budgets and Budgeting; Employees; Trust;

    Citation:

    Gallani, Susanna, Ranjani Krishnan, Eric J. Marinich, and Michael D. Shields. "Budgeting, Psychological Contracts, and Budgetary Misreporting." Management Science (forthcoming).  View Details
    CiteView Details Read Now Related

Working Papers

  1. Working Paper | HBS Working Paper Series | 2019

    Are ISS Recommendations Informative? Evidence from Assessments of Compensation Practices

    Ana Albuquerque, Mary Ellen Carter and Susanna Gallani

    Keywords: Proxy Advisors; CEO compensation; Say-on-Pay; Institutional Shareholder voting;

    Citation:

    Albuquerque, Ana, Mary Ellen Carter, and Susanna Gallani. "Are ISS Recommendations Informative? Evidence from Assessments of Compensation Practices." Harvard Business School Working Paper, No. 19-085, February 2019. (Please contact the authors to request paper file.)  View Details
    CiteView DetailsRelated
  2. Working Paper | HBS Working Paper Series | 2019

    Mission, Mission on the Wall—Do You Have a Purpose After All?

    Aishwarrya Deore, Susanna Gallani and Ranjani Krishnan

    Keywords: misreporting; mission statements; participative budgeting; organizational identification; systems of management controls;

    Citation:

    Deore, Aishwarrya, Susanna Gallani, and Ranjani Krishnan. "Mission, Mission on the Wall—Do You Have a Purpose After All?" Harvard Business School Working Paper, No. 19-084, February 2019. (Please contact the authors to request paper file.)  View Details
    CiteView DetailsRelated
  3. Working Paper | HBS Working Paper Series | 2018

    Incentives and Employee-Initiated Innovation: Evidence from the Field

    Wei Cai, Susanna Gallani and Jee-Eun Shin

    Organizations often struggle with motivating employees to develop innovative ideas that may benefit the firm, especially when the standard tasks for which employees are measured and incentivized do not explicitly include innovation. Prior analytical research posits that low-powered incentives can motivate employees to generate creative ideas by diverting their attention away from fixating on performance measures associated with their standard tasks included in the incentive contract. Using data from a company that underwent an exogenous change in its employee incentive contract design towards low-powered incentives, we examine whether the design of incentive contracts for the standard tasks influences employee-initiated innovation activities. We find that employees under fixed-pay contracts are more likely to pursue innovation ideas that are valuable to the firm relative to employees under variable-pay contracts. Moreover, such efforts are concentrated on innovation ideas that are not specific to the standard task performed by the proposing employee but are applicable to issues of greater breadth for the firm and/or with a long-term view. Our findings contribute to the literature on incentives for innovation by showing how contract structure can motivate unplanned employee-initiated innovation activities that are difficult to contract upon ex ante.

    Keywords: employee driven innovation; innovation appropriability; Contract Design; creativity; low-powered incentives; Employees; Innovation and Invention; Motivation and Incentives; Creativity;

    Citation:

    Cai, Wei, Susanna Gallani, and Jee-Eun Shin. "Incentives and Employee-Initiated Innovation: Evidence from the Field." Harvard Business School Working Paper, No. 19-015, August 2018.  View Details
    CiteView DetailsRelated
  4. Working Paper | HBS Working Paper Series | 2018

    In Search of Organizational Alignment Using a 360-Degree Assessment System: A Field Experiment in a Retail Chain

    Carolyn Deller, Susanna Gallani and Tatiana Sandino

    We analyze the effects of a field experiment introducing a values-based 360-degree assessment system at an Indian retailer. The director intended to encourage store managers, rewarded based on high-powered incentives linked to financial results, to behave according to the organization’s long term values and goals. Surprisingly, we find that the intervention drove even higher effort on performance associated with pre-existing monetary incentives, but, on average, did not affect nonfinancial performance dimensions linked to long term goals. We integrate our statistical results with qualitative information from interviews, which highlighted the importance of reinforcing the organizational goals’ message and providing support for their attainment. We also show more favorable effects for stores with tenured managers and higher availability of inventory (a proxy for support). Our findings highlight important factors for successful implementations of 360-degree systems as complements to explicit incentives. Finally, we share some lessons learned with respect to performing field experiments.

    Keywords: 360-degree assessments; corporate values; organizational identity; implicit incentives; multitasking; goal clarity; field experiment; Performance Evaluation; Values and Beliefs; Organizational Culture; Goals and Objectives;

    Citation:

    Deller, Carolyn, Susanna Gallani, and Tatiana Sandino. "In Search of Organizational Alignment Using a 360-Degree Assessment System: A Field Experiment in a Retail Chain." Harvard Business School Working Paper, No. 18-069, January 2018. (Revised December 2018.)  View Details
    CiteView DetailsSSRN Read Now Related
  5. Working Paper | HBS Working Paper Series | 2017

    Incentives, Peer Pressure, and Behavior Persistence

    Susanna Gallani

    Organizations often introduce temporary incentive programs with a view of establishing long lasting behaviors. Monetary payoffs are awarded upon achievement of team goals, which measure the success of the initiative. In this study I explore whether and how organizational behavior modifications introduced via temporary incentive programs persist beyond the incentive period. In many cases, achieving team goals requires the cooperation of members of the organization external to the team and not eligible to receive the monetary award. In this study I compare the persistence of behavior modifications between subjects rewarded with a monetary award with subjects that are exposed uniquely to peer pressure. Using hand hygiene performance data from a California hospital, I find that monetary incentives are associated with higher likelihood and greater magnitude of performance improvements during the incentive period, but are relatively short lived, while implicit incentives facilitate a longer persistence of the organizational behavior modification.

    Keywords: organizational behavior modification; peer monitoring; persistence of performance improvements; crowding out; implicit incentives; compensation; healthcare; Motivation and Incentives; Compensation and Benefits; Performance Improvement; Organizational Change and Adaptation; Health Care and Treatment; Health Industry; California;

    Citation:

    Gallani, Susanna. "Incentives, Peer Pressure, and Behavior Persistence." Harvard Business School Working Paper, No. 17-070, January 2017.  View Details
    CiteView DetailsSSRN Read Now Related
  6. Working Paper | HBS Working Paper Series | 2016

    Through the Grapevine: Network Effects on the Design of Executive Compensation Contracts

    Susanna Gallani

    Effective design of executive compensation contracts involves choosing and weighting performance measures, as well as defining the mix between fixed and incentive-based pay components, with a view to fostering talent retention and goal congruence. The variability in compensation design observed in practice is significantly lower than it would be predicted by contracting theory. This is likely due to indirect constraining pressures, which cannot be completely explained by industry affiliation or peer group membership. I posit that network connections involving corporate boards operate as a conduit for these pressures. Using information disclosed in proxy statements of publicly traded companies, and a vectorial approach to measure compensation similarity, I predict and find that firms that are connected by board interlocks, hiring the same compensation consulting firm, or sharing a blockholder, exhibit a higher degree of similarity in the design of executive compensation contracts than what would be predicted by similarities in organizational characteristics. The relative prominence of the connectors within the respective networks moderates the network effects on the degree of compensation similarity. Finally, I show that the market responds positively to compensation similarity, although it is associated with excess CEO compensation.

    Keywords: compensation design; board interlocks; Compensation Consultants; network centrality; homophily; Quadratic Assignment Procedure; Blockholders; Executive Compensation;

    Citation:

    Gallani, Susanna. "Through the Grapevine: Network Effects on the Design of Executive Compensation Contracts." Harvard Business School Working Paper, No. 16-019, August 2015. (Revised December, 2016.)  View Details
    CiteView DetailsSSRN Read Now Related
  7. Working Paper | HBS Working Paper Series | 2017

    Does Mandatory Measurement and Peer Reporting Improve Performance?

    Susanna Gallani, Takehisa Kajiwara and Ranjani Krishnan

    We examine the effect of mandated measurement and peer disclosure of new information on the persistence of performance improvements in a setting without performance incentives. Value of information (VOI) theory posits that information can improve the accuracy of posterior beliefs and thereby have a decision facilitating effect. These effects are more pronounced when the information is new versus an update. Using data from the Japanese National Hospital Organization, we analyze performance trends following regulation requiring standardized measurement and peer disclosure of absolute and relative patient satisfaction performance. After controlling for ceiling effects and regression to the mean, mandatory patient satisfaction measurement and peer disclosure introduce positive and significant mean shifts in performance with larger improvements for poorly performing hospitals. The largest positive effects occur when the information is new. Our study provides empirical evidence of the decision facilitating value of information without confound from its decision influencing value.

    Keywords: value of information; patient satisfaction; mandatory performance measurement; health care; Information; Health Care and Treatment; Performance Evaluation; Health Industry;

    Citation:

    Gallani, Susanna, Takehisa Kajiwara, and Ranjani Krishnan. "Does Mandatory Measurement and Peer Reporting Improve Performance?" Harvard Business School Working Paper, No. 16-018, August 2015. (Revised March 2017.)  View Details
    CiteView DetailsSSRN Read Now Related
  8. Working Paper | HBS Working Paper Series | 2016

    Applying the Fractional Response Model to Survey Research in Accounting

    Susanna Gallani and Ranjani Krishnan

    Survey research studies make extensive use of rating scales to measure constructs of interest. The bounded nature of such scales presents econometric estimation challenges. Linear estimation methods (e.g. OLS) often produce predicted values that lie outside the rating scales, and fail to account for nonconstant effects of the predictors. Established nonlinear approaches such as logit and probit transformations attenuate many shortcomings of linear methods. However, these nonlinear approaches are challenged by corner solutions, for which they require ad hoc transformations. Censored and truncated regressions alter the composition of the sample, while Tobit methods rely on distributional assumptions that are frequently not reflected in survey data, especially when observations fall at one extreme of the scale owing to surveyor and respondent characteristics. The fractional response model (FRM) (Papke and Wooldridge 1996, 2008) overcomes many limitations of established linear and non-linear econometric solutions in the study of bounded data. In this study, we first review the econometric characteristics of the FRM and discuss its applicability to survey-based studies in accounting. Second, we present results from Monte Carlo simulations to highlight the advantages of using the FRM relative to conventional models. Finally, we use data from a hospital patient satisfaction survey, compare the estimation results from a traditional OLS method and the FRM, and conclude that the FRM provides an improved methodological approach to the study of bounded dependent variables.

    Keywords: Fractional response model; bounded variables; simulation; compensation mix; Mathematical Methods; Accounting;

    Citation:

    Gallani, Susanna, and Ranjani Krishnan. "Applying the Fractional Response Model to Survey Research in Accounting." Harvard Business School Working Paper, No. 16-016, August 2015. (Revised January 2017.)  View Details
    CiteView DetailsSSRN Read Now Related

Cases and Teaching Materials

  1. Case | HBS Case Collection | August 2018

    Tapping Growth at Lord Hobo Brewing Company

    Ethan Rouen and Susanna Gallani

    Lord Hobo Brewing Company accounts for its inventory process at it prepares to create its first set of professional financial statements for investors.

    Keywords: Inventory; working capital; entrepreneurship; private equity; start-ups; craft brewing; financial statements; Investing; GAAP; brand management; Financial Statements; Working Capital; Business Startups; Business and Shareholder Relations; Food and Beverage Industry; Boston; New England; United States;

    Citation:

    Rouen, Ethan, and Susanna Gallani. "Tapping Growth at Lord Hobo Brewing Company." Harvard Business School Case 119-028, August 2018.  View Details
    CiteView DetailsEducatorsRelated
  2. Teaching Note | HBS Case Collection | March 2018

    Sales Misconduct at Wells Fargo Community Bank

    Suraj Srinivasan, Dennis W. Campbell, Susanna Gallani and Amram Migdal

    Teaching Note for HBS No. 118-009.

    Citation:

    Srinivasan, Suraj, Dennis W. Campbell, Susanna Gallani, and Amram Migdal. "Sales Misconduct at Wells Fargo Community Bank." Harvard Business School Teaching Note 118-022, March 2018.  View Details
    CiteView DetailsPurchaseRelated
  3. Case | HBS Case Collection | July 2018 (Revised November 2018)

    The Robin Hood Army

    Susanna Gallani

    Citation:

    Gallani, Susanna. "The Robin Hood Army." Harvard Business School Case 119-007, July 2018. (Revised November 2018.)  View Details
    CiteView DetailsEducatorsRelated
  4. Case | HBS Case Collection | December 2017

    J.C. Penney: Tough Choices for Allen Questrom

    Susanna Gallani, Gregory Sabin and Katherine Cui

    Citation:

    Gallani, Susanna, Gregory Sabin, and Katherine Cui. "J.C. Penney: Tough Choices for Allen Questrom." Harvard Business School Case 118-041, December 2017.  View Details
    CiteView DetailsEducatorsPurchaseRelated
  5. Supplement | HBS Case Collection | May 2017

    Buffer.com (B)

    Susanna Gallani, Tiffany Y. Chang, Brian J. Hall and Jee Eun Shin

    Buffer decided to release its salaries and compensation calculation formula to the public, and the public reaction was greater and more positive than they would have imagined. The company experienced both an increase in volume and a change in the kinds of inbound applications they received. As the company continued to grow, Buffer's senior leaders continued to revise the compensation formula based on feedback both internally and from the public. Particularly, they hoped to strengthen the link between pay and performance, which in the current version of the formula was incorporated using a loosely defined "experience level" component. However, defining clear performance metrics and experience levels was not an easy task.

    Keywords: compensation; compensation design; company values; culture; transparency; attraction; selection; performance measurement; performance measures; performance metrics; startup management; Compensation and Benefits; Organizational Culture; Values and Beliefs; Performance Evaluation; Measurement and Metrics;

    Citation:

    Gallani, Susanna, Tiffany Y. Chang, Brian J. Hall, and Jee Eun Shin. "Buffer.com (B)." Harvard Business School Supplement 917-020, May 2017.  View Details
    CiteView DetailsPurchaseRelated
  6. Case | HBS Case Collection | May 2017

    Buffer.com

    Susanna Gallani, Tiffany Y. Chang, Brian J. Hall and Jee Eun Shin

    Social media company Buffer wanted to establish clear company values early in its growth. One of these values was a commitment to transparency in its company practices. Buffer openly shared its business strategies and fundraising decks, among lots of other information. Even when they were hacked, the company live-blogged updates to keep their users informed as the situation unfolded. Having internally released each employee's salary and equity details with no pushback, the company now contemplated sharing compensation information transparently with the general public.

    Keywords: compensation; compensation design; company values; culture; transparency; Compensation and Benefits; Organizational Culture; Values and Beliefs;

    Citation:

    Gallani, Susanna, Tiffany Y. Chang, Brian J. Hall, and Jee Eun Shin. "Buffer.com." Harvard Business School Case 917-019, May 2017.  View Details
    CiteView DetailsEducatorsPurchaseRelated
  7. Background Note | HBS Case Collection | October 2016 (Revised October 2018)

    Cost Variance Analysis

    Robert S. Kaplan and Susanna Gallani

    This note was written to provide students with fundamental concepts and methods for the analysis of cost variances. It focuses on the decomposition of cost variances into price, quantity, and mix variance components, an approach that allows students to identify the root causes of differences between expected and actual costs.

    Keywords: Cost Accounting;

    Citation:

    Kaplan, Robert S., and Susanna Gallani. "Cost Variance Analysis." Harvard Business School Background Note 117-006, October 2016. (Revised October 2018.)  View Details
    CiteView DetailsEducatorsPurchaseRelated
  8. Case | HBS Case Collection | September 2016 (Revised October 2018)

    Springfield Hospital

    Susanna Gallani and Robert Kaplan

    One of the key roles of costing systems is to support the evaluation of performance and facilitate appropriate resource allocations. Through participation in a comparative cost study, management at Springfield Hospital, known for its heavy focus on operational excellence, become aware of opportunities for further improvement. Analysis of the differences in costs, uses, and allocations of resources will inform management in the decision and implementation of strategic plans. This case stimulates reflections on the importance of costing systems, in particular Time-Driven Activity Based Costing, and variance analysis as decision support mechanisms.

    Keywords: Activity Based Costing and Management; Health Care and Treatment; Health Industry;

    Citation:

    Gallani, Susanna, and Robert Kaplan. "Springfield Hospital." Harvard Business School Case 117-025, September 2016. (Revised October 2018.)  View Details
    CiteView DetailsEducatorsPurchaseRelated
  9. Teaching Note | HBS Case Collection | August 2016 (Revised June 2018)

    VMD Medical Imaging Center

    Susanna Gallani and Eva Labro

    VMD Medical Imaging Center addresses a number of issues related to the role of costing systems in organizations and the challenges impacting their design and maintenance as the organization grows and develops over time. This teaching note begins by offering detailed suggestions for effective class discussions centered on the main issue addressed by the case (i.e. the need to revisit the costing system in light of a change in the demand mix for the services offered by the organization). In the second part of the teaching note, the authors provide suggestions for several additional avenues along which instructors can develop further discussion about the integration points between costing systems and other important activities, such as strategy definition and execution, transfer pricing, and cross-functional coordination.

    Keywords: Strategy; Cost Management; Management Systems;

    Citation:

    Gallani, Susanna, and Eva Labro. "VMD Medical Imaging Center." Harvard Business School Teaching Note 117-003, August 2016. (Revised June 2018.)  View Details
    CiteView DetailsPurchaseRelated
  10. Case | HBS Case Collection | August 2016

    VMD Medical Imaging Center

    Susanna Gallani and Eva Labro

    VMD Medical Imaging Center, a local independent provider of medical imaging services, is facing some important challenges. Despite efficiency improvements and cost cutting initiatives carried out over the past few years, their profitability is shrinking; their prices are becoming uncompetitive; and their main customer, a large regional research and teaching hospital, is threatening to seek alternative, more cost-effective, suppliers. The case addresses a number of important challenges that firms typically face with respect to designing and maintaining their costing systems, including the need to keep the costing system in line with the business processes of the firm throughout its life cycle; the setting of transfer prices, which highlights the interdependencies between costing systems and pricing strategies; and the demand-induced death spiral, which is brought about by a shift in sales mix from labor intensive to technology intensive imaging services. In addition, this case offers an opportunity to develop the class discussion in multiple directions, at the discretion of the instructor, such as the role of costing systems in organizations, the relationship between costing and strategy, and the facilitating role of costing with respect to cross-functional coordination.

    Keywords: Costing; Death Spiral; Transfer Pricing; Activity Based Costing and Management; Competitive Strategy; Medical Specialties; Health Industry;

    Citation:

    Gallani, Susanna, and Eva Labro. "VMD Medical Imaging Center." Harvard Business School Case 117-002, August 2016.  View Details
    CiteView DetailsEducatorsPurchaseRelated
  11. Teaching Note | HBS Case Collection | May 2016

    RegionFly: Cutting Costs in the Airline Industry

    Susanna Gallani and Eva Labro

    Teaching Note for HBS No. 116-047.

    Citation:

    Gallani, Susanna, and Eva Labro. "RegionFly: Cutting Costs in the Airline Industry." Harvard Business School Teaching Note 116-053, May 2016.  View Details
    CiteView DetailsPurchaseRelated
  12. Case | HBS Case Collection | May 2016

    RegionFly: Cutting Costs in the Airline Industry

    Susanna Gallani and Eva Labro

    RegionFly is a small, private airline specializing in ultra-premium services. Founded shortly after the "Golden Age of airline travel," RegionFly's financial performance had been strong for several decades. More recently, however, the results have taken a downward trend, due in part to the impact of the Great Recession on the entire airline industry. Not only were premium service providers affected more significantly, but the recent wave of mergers and acquisitions involving large airlines also leveraged new economies of scale, thereby reducing costs and increasing the competitive pressure on air travel prices. As a result of the deterioration in their financial performance, RegionFly was recently acquired by a larger provider, and several top managers were replaced. The new management team, supported by an external consulting firm, introduced a series of aggressive cost-cutting measures that resulted in a downsizing of the workforce, and impacted some distinctive features of the services provided by RegionFly that had been historically associated with the success of the company. Additionally, top management introduced a new product profitability criterion to be used in support of strategic decisions related to the composition of the product mix offering. The application of the new criterion led to the elimination of two of the seven routes included in RegionFly's portfolio. To the surprise of top management, however, the cost-cutting and product-cutting measures did not result in an improvement in the profitability of the company, which, in fact, deteriorated even further. As the profitability of another route falls under the threshold, management is faced with an important decision: should the product profitability criterion be enforced, thus eliminating yet another route from the portfolio? “RegionFly: Cutting Costs in the Airline Industry” provides an introduction to costs allocations, to the evaluation of product profitability, and to the impact of the methodology used to allocate fixed costs on strategic decisions, such as eliminating product lines or firm segments.

    Keywords: Cost Management; Profit; Air Transportation Industry;

    Citation:

    Gallani, Susanna, and Eva Labro. "RegionFly: Cutting Costs in the Airline Industry." Harvard Business School Case 116-047, May 2016.  View Details
    CiteView DetailsEducatorsPurchaseRelated

Other Publications and Materials

  1. Article | Harvard Business Review (website)

    Incentives Don't Help People Change, but Peer Pressure Does

    Susanna Gallani

    This article summarizes the findings of a research study that examined the effectiveness of monetary and non-monetary incentives in establishing persistent organizational behavior modifications. The results of the study highlight the interplay between monetary and non-monetary mechanisms of motivation and provide insights on the associated managerial implications.

    Keywords: Motivation and Incentives; Behavior; Change Management;

    Citation:

    Gallani, Susanna. "Incentives Don't Help People Change, but Peer Pressure Does." Harvard Business Review (website) (March 23, 2017).  View Details
    CiteView Details Register to Read Related
Search all publications by Susanna Gallani »

In the News

16 Sep 2018
Financial Times
Wise leaders understand the power of peer pressure
19 Dec 2017
Cold Call
The Top 10 Cold Call Episodes of 2017
26 Sep 2017
Up Close
PRIMO at HBS: Fostering a New Generation of Researchers
11 Apr 2017
5 points on improving physician compliance to hand hygiene practices
23 Mar 2017
Harvard Business Review
Incentives Don’t Help People Change, but Peer Pressure Does

See more news for Susanna Gallani »

ǁ
Campus Map
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→ Map & Directions
→ More Contact Information
→ More Contact Information
→ More Contact Information
→ More Contact Information
  • HBS Facebook
  • Alumni Facebook
  • Executive Education Facebook
  • Michael Porter Facebook
  • Working Knowledge Facebook
  • HBS Twitter
  • Executive Education Twitter
  • HBS Alumni Twitter
  • Michael Porter Twitter
  • Recruiting Twitter
  • Rock Center Twitter
  • Working Knowledge Twitter
  • Jobs Twitter
  • HBS Youtube
  • Michael Porter Youtube
  • Executive Education Youtube
  • HBS Linkedin
  • Alumni Linkedin
  • Executive Education Linkedin
  • MBA Linkedin
  • Linkedin
  • HBS Instagram
  • Alumni Instagram
  • Executive Education Instagram
  • Michael Porter Instagram
  • HBS iTunes
  • Executive Education iTunes
  • HBS Tumblr
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Privacy
  • Terms of Use
Copyright © President & Fellows of Harvard College