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- December 2020 (Revised February 2021)
- Case
Responsive Working at PepsiCo UK (A): Streamlining a Turnaround
By: Amy C. Edmondson and Nancy Boghossian Staples
Facing a significant decline in revenues in 2016, David Gwilliam, Head of Transformation at PepsiCo UK introduced a new way of working (“Responsive Working”), which encompasses a set of work practices and some new team structures. The work practices comprise a set of...
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Keywords:
Slam Teams;
Turnaround;
Groups and Teams;
Employees;
Training;
Decision Making;
Planning;
Performance Improvement;
Consumer Products Industry;
Manufacturing Industry;
United Kingdom;
Europe
Edmondson, Amy C., and Nancy Boghossian Staples. "Responsive Working at PepsiCo UK (A): Streamlining a Turnaround." Harvard Business School Case 621-076, December 2020. (Revised February 2021.)
- September 2020
- Case
Enabling Teamwork at the Cleveland Clinic
By: Amy C. Edmondson and Michaela J. Kerrissey
This case examines efforts to foster teamwork within and across work units in the Cleveland Clinic, a large, distributed healthcare delivery organization. With a long history of valuing teamwork since its founding in 1921, the Clinic had taken dramatic steps to further...
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Keywords:
Teamwork;
Teaming;
Health Care;
Health Care and Treatment;
Groups and Teams;
Health Industry;
United States
Edmondson, Amy C., and Michaela J. Kerrissey. "Enabling Teamwork at the Cleveland Clinic." Harvard Business School Case 621-040, September 2020.
- Article
Frame Flexibility: The Role of Cognitive and Emotional Framing in Innovation Adoption by Incumbent Firms
By: Ryan Raffaelli, Mary Ann Glynn and Michael Tushman
Why do incumbent firms frequently reject nonincremental innovations? Beyond technical, structural, or economic factors, we propose an additional factor: the degree of the top management team's (TMT) frame flexibility, i.e., their capability to cognitively expand an...
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Keywords:
Innovation Adoption;
Cognition;
Framing;
Emotional Resonance;
Incumbent Inertia;
Innovation and Invention;
Technology Adoption;
Organizational Change and Adaptation;
Change Management
Raffaelli, Ryan, Mary Ann Glynn, and Michael Tushman. "Frame Flexibility: The Role of Cognitive and Emotional Framing in Innovation Adoption by Incumbent Firms." Strategic Management Journal 40, no. 7 (July 2019): 1013–1039.
- December 2018
- Article
Cross-boundary Teaming for Innovation: Integrating Research on Teams and Knowledge in Organizations
By: Amy C. Edmondson and Jean-François Harvey
Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies reveal that teaming across knowledge...
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Keywords:
Teams;
Innovation;
Groups and Teams;
Innovation and Invention;
Knowledge;
Performance Effectiveness
Edmondson, Amy C., and Jean-François Harvey. "Cross-boundary Teaming for Innovation: Integrating Research on Teams and Knowledge in Organizations." Special Issue on Creating High Performance Teamwork in Organizations. Human Resource Management Review 28, no. 4 (December 2018): 347–360.
- 2017
- Book
Extreme Teaming: Lessons in Complex, Cross-Sector Leadership
By: Amy C. Edmondson and Jean-François Harvey
Today's global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross-industry projects and the ways...
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Edmondson, Amy C., and Jean-François Harvey. Extreme Teaming: Lessons in Complex, Cross-Sector Leadership. Emerald Group Publishing, 2017.
- September 2017
- Case
Harvard Men's Soccer
By: Alison Wood Brooks and Katherine Coffman
In the fall of 2016, the Crimson, Harvard’s undergraduate newspaper, broke a story revealing that the 2012 Harvard Men’s Soccer team had produced a sexually explicit “scouting report” about the Women’s Soccer team. The story generated national headlines and...
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Brooks, Alison Wood, and Katherine Coffman. "Harvard Men's Soccer." Harvard Business School Case 918-011, September 2017.
- February 2017
- Module Note
Leading Global Teams
By: Tsedal Neeley
This module aims to help students become effective leaders and members of global teams that must work together across national boundaries and toward a common goal. Students will learn to diagnose the challenges that global teams often face as well as strategies that...
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Neeley, Tsedal. "Leading Global Teams." Harvard Business School Module Note 417-073, February 2017.
- 2017
- Working Paper
Cross-Boundary Teaming for Innovation: Integrating Research on Teams and Knowledge in Organizations
By: Amy C. Edmondson and Jean-François Harvey
Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies of practice reveal that teaming...
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Edmondson, Amy C., and Jean-François Harvey. "Cross-Boundary Teaming for Innovation: Integrating Research on Teams and Knowledge in Organizations." Harvard Business School Working Paper, No. 17-013, August 2016. (Revised February 2017.)
- 2016
- Article
Organizational Decision-Making and Information: Angel Investments by Venture Capital Partners
By: Andy Wu
We study information aggregation in organizational decision-making for the financing of entrepreneurial ventures. We introduce a formal model of voting where agents face costly tacit information to improve their decision quality. Equilibrium outcomes suggest a...
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Keywords:
Entrepreneurial Finance;
Angel Investors;
Organization Design;
Voting;
Group Decision-making;
Information;
Strategy;
Organizations;
Entrepreneurship;
Decision Making;
Financing and Loans
Wu, Andy. "Organizational Decision-Making and Information: Angel Investments by Venture Capital Partners." Academy of Management Best Paper Proceedings (2016): 189–194.
- January 2016
- Case
Open Innovation at Fujitsu (A)
By: Amy C. Edmondson and Jean-François Harvey
This case study examines the open innovation journey at Fujitsu, a global information and communication technology company. The case ends with the location decision between Tokyo, Japan, downtown San Francisco or Sunnyvale, California, regarding establishing a small...
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Keywords:
Open Innovation;
Collaboration;
Culture Change;
Leadership;
Japan;
United States;
Inter-organizational Relationships;
Teaming;
Maker Movement;
Nascent Industries;
Change Management;
Leading Change;
Organizational Culture;
Emerging Markets;
Collaborative Innovation and Invention;
Information Technology Industry;
Technology Industry;
Sunnyvale;
Tokyo;
San Francisco
Edmondson, Amy C., and Jean-François Harvey. "Open Innovation at Fujitsu (A)." Harvard Business School Case 616-034, January 2016.
- October 2014
- Article
The Transparency Trap
By: Ethan Bernstein
To get people to be more creative and productive, managers increase transparency with open workspaces and access to real-time data. But less transparent work environments can yield more-transparent employees. Employees perform better when they can try out new ideas and...
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Bernstein, Ethan. "The Transparency Trap." Harvard Business Review 92, no. 10 (October 2014): 58–66.
- July–August 2013
- Article
Leadership Lessons from the Chilean Mine Rescue
By: Faaiza Rashid, Amy C. Edmondson and Herman B. Leonard
Three years ago, when a cave-in at the San José mine in Chile trapped 33 men under 700,000 metric tons of rock, experts estimated the probability of getting them out alive at less than 1%. Yet, after spending a record 69 days underground, all 33 were hoisted up to...
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Rashid, Faaiza, Amy C. Edmondson, and Herman B. Leonard. "Leadership Lessons from the Chilean Mine Rescue." Harvard Business Review 91, nos. 7/8 (July–August 2013): 113–119.
- April 2012
- Article
Teamwork on the Fly
By: Amy C. Edmondson
In a fast-paced and ever-changing business environment, traditional teams aren't always practical. Instead, companies increasingly employ teaming: gathering experts in temporary groups to solve problems they may be encountering for the first and only time. This...
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Keywords:
Teaming;
Cross-functional Integration;
Organizational Learning;
Groups and Teams;
Experience and Expertise;
Interpersonal Communication;
Projects;
Social and Collaborative Networks;
Competency and Skills;
Learning
Edmondson, Amy C. "Teamwork on the Fly." Harvard Business Review 90, no. 4 (April 2012).
- 2010
- Book
Seven Strategy Questions: A Simple Approach for Better Execution
By: Robert L. Simons
To stay ahead of the pack, you must translate your organization's competitive strategy into day-to-day actions that will enable your company to win in the marketplace. This means channeling resources into the right efforts, striking a balance between innovation and...
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Keywords:
Decision Choices and Conditions;
Innovation and Management;
Resource Allocation;
Business Processes;
Organizational Culture;
Competitive Strategy
Simons, Robert L. Seven Strategy Questions: A Simple Approach for Better Execution. Harvard Business Review Press, 2010.
- October 2010
- Journal Article
Organizational Designs and Innovation Streams
By: Michael Tushman, Wendy K. Smith, Robert Chapman Wood, George Westerman and Charles A. O'Reilly III
This article empirically explores the relations between alternative organizational designs and a firm's ability to explore as well as exploit. We operationalize exploitation and exploration in terms of innovation streams—incremental innovation in existing products as...
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Keywords:
Competency and Skills;
Innovation and Invention;
Management Teams;
Product Development;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Design;
Outcome or Result;
Performance Improvement
Tushman, Michael, Wendy K. Smith, Robert Chapman Wood, George Westerman, and Charles A. O'Reilly III. "Organizational Designs and Innovation Streams." Industrial and Corporate Change 19, no. 5 (October 2010): 1331–1366. (doi: 10.1093/icc/dtq040.)
- 2009
- Chapter
Collaboration Across Knowledge Boundaries within Diverse Teams: Reciprocal Expertise Affirmation as an Enabling Condition
By: Amy C. Edmondson, Kate Roloff and Lucy H. MacPhail
We review research on expertise diversity, psychological safety, team collaboration, and role identity to propose a model in which reciprocal affirmations of expertise identity among team members—a feature of the team environment that we conceptualize as a dimension of...
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Keywords:
Interpersonal Communication;
Experience and Expertise;
Learning;
Knowledge Use and Leverage;
Groups and Teams;
Familiarity;
Identity;
Cooperation
Edmondson, Amy C., Kate Roloff, and Lucy H. MacPhail. "Collaboration Across Knowledge Boundaries within Diverse Teams: Reciprocal Expertise Affirmation as an Enabling Condition." In Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundation, edited by Laura M. Roberts and Jane E. Dutton, 311–332. Psychology Press, 2009.
- 2009
- Working Paper
Virtual Team Learning: Reflecting and Acting, Alone or With Others
By: Deborah L. Soule and Lynda M. Applegate
This paper examines virtual team learning in new product development situations. New product development activities manifest novelty, uncertainty and complexity, presenting an extreme need for learning in the course of the work. We present data from an exploratory...
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Keywords:
Competency and Skills;
Learning;
Knowledge Acquisition;
Knowledge Use and Leverage;
Product Development;
Groups and Teams;
Behavior
Soule, Deborah L., and Lynda M. Applegate. "Virtual Team Learning: Reflecting and Acting, Alone or With Others." Harvard Business School Working Paper, No. 09-084, January 2009.
- 2008
- Working Paper
Product Development and Learning in Project Teams: The Challenges are the Benefits
By: Amy C. Edmondson and Ingrid M. Nembhard
The value of teams in new product development (NPD) is undeniable. Both the interdisciplinary nature of the work and industry trends necessitate that professionals from different functions work together on development projects to create the highest quality product in...
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- Sep 2007 - 2007
- Conference Presentation
Antecedents of Boundary Spanning in Cross-functional NPD Teams
By: James R. Dillon, Shikhar Sarin and Amy C. Edmondson
Boundary spanning has been shown in prior research to enhance innovativeness and performance of product development teams. In this study, we examine team conditions that foster boundary spanning behavior. We analyze survey data from 207 members of 54 cross-functional...
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- Article
Interorganizational Ties and Business Group Boundaries: Evidence from an Emerging Economy
By: Tarun Khanna and Jan W. Rivkin
Khanna, Tarun, and Jan W. Rivkin. "Interorganizational Ties and Business Group Boundaries: Evidence from an Emerging Economy." Organization Science 17, no. 3 (May–June 2006): 333–352.