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Organizational Behavior

Organizational Behavior

  • Faculty
  • Curriculum
  • Seminars & Conferences
  • Awards & Honors
  • Doctoral Students
Overview Faculty Curriculum Seminars & Conferences Awards & Honors Doctoral Students
    • 2016 Distinguished Scholar Award

      Organization Development & Change Division, Academy of Management

      By: Michael Tushman

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        2016 Distinguished Scholar Award

        Organization Development & Change Division, Academy of Management

        By: Michael Tushman

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        • Harvard Business Review

        Culture is not the culprit

        When Organizations Are in Crisis, It's Usually Because the Business is Broken.

        By: Jay Lorsch and Emily McTague

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        • Harvard Business Review

        Culture is not the culprit

        When Organizations Are in Crisis, It's Usually Because the Business is Broken.

        By: Jay Lorsch and Emily McTague

        More Information

        • We blame women for not taking the lead in the workplace. Here's why that's wrong.

          By: Robin Ely

          Women and men alike make a lot of assumptions about women. Yet when it comes to women and work, some of the most ubiquitous beliefs are the most mistaken.

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            We blame women for not taking the lead in the workplace. Here's why that's wrong.

            By: Robin Ely

            Women and men alike make a lot of assumptions about women. Yet when it comes to women and work, some of the most ubiquitous beliefs are the most mistaken.

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            • 2015 Thinkers50 Innovation Award

              By: Linda A. Hill

              Professor Linda Hill won the 2015 Thinkers50 Distinguished Achievement Award for Innovation. She was also ranked #6 overall on the Thinkers50 ranking.

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                2015 Thinkers50 Innovation Award

                By: Linda A. Hill

                Professor Linda Hill won the 2015 Thinkers50 Distinguished Achievement Award for Innovation. She was also ranked #6 overall on the Thinkers50 ranking.

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                • featured in The New Yorker

                Kodak's Old-School Response to Disruption

                By: Ryan Raffaelli

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                • featured in The New Yorker

                Kodak's Old-School Response to Disruption

                By: Ryan Raffaelli

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                • HBS Working Knowledge

                CEOs and Coaches

                How Important is Organizational 'Fit'?

                By: Boris Groysberg & Abhijit Naik

                How big a factor is matching the right coach with the right team?

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                • HBS Working Knowledge

                CEOs and Coaches

                How Important is Organizational 'Fit'?

                By: Boris Groysberg & Abhijit Naik

                How big a factor is matching the right coach with the right team?

                More Information

                • HBS Working Knowledge

                Is it Worth a Pay Cut to Work for a Great Manager (Like Bill Belichick)?

                By: Boris Groysberg & Abhijit Naik

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                • HBS Working Knowledge

                Is it Worth a Pay Cut to Work for a Great Manager (Like Bill Belichick)?

                By: Boris Groysberg & Abhijit Naik

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                • HBS Working Paper Series

                Does 'What We Do' Make Us 'Who We Are'?

                Organizational Design and Identity Change at the Federal Bureau of Investigation

                By: Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin

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                • HBS Working Paper Series

                Does 'What We Do' Make Us 'Who We Are'?

                Organizational Design and Identity Change at the Federal Bureau of Investigation

                By: Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin

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              About the Unit

              Through its research, teaching, and course development, the Organizational Behavior Unit creates and disseminates knowledge that advances the understanding of how to lead and manage with the aim of increasing personal and organizational effectiveness. Although specific research interests span a wide range of subjects, the faculty share a problem driven, interdisciplinary, multi method approach that has led to significant impact on theory and practice.

              Our current intellectual agenda builds on the rich history of OB at HBS and focuses squarely on the organizational changes and challenges arising from today's increasingly global and more competitive economy. In the last decade, the faculty have been recognized for their work on leadership in an increasingly diverse and dynamic environment, the evolution of managerial careers in our society, managing diversity, and organizational design and change to meet evolving needs and expectations in a changing world.

              Recent Publications

              The Passionate Pygmalion Effect: Passionate Employees Attain Better Outcomes in Part Because of More Preferential Treatment by Others

              By: Ke Wang, Erica R. Bailey and Jon M. Jachimowicz
              • July 2022 |
              • Article |
              • Journal of Experimental Social Psychology
              Employees are increasingly exhorted to “pursue their passion” at work. Inherent in this call is the belief that passion will produce higher performance because it promotes intrapersonal processes that propel employees forward. Here, we suggest that the pervasiveness of this “passion narrative,” coupled with the relative observability of passion, may lead others to treat passionate employees in more favorable ways that subsequently produce better workplace outcomes, a self-fulfilling prophecy we term the Passionate Pygmalion Effect. We find evidence for this effect across two experiments (Study 1 and pre-registered Study 3) and one field survey with pairs of subordinates and supervisors from a diverse set of organizations (Study 2). In line with the Passionate Pygmalion Effect, our studies show that more passionate employees (1) received more positive feedback for their success, (2) were offered more training and promotion opportunities, (3) elicited more favorable emotional reactions, and (4) prompted more favorable attributions for varied performance outcomes. Such favorable treatment persisted despite describing passionate employees' job performance identically or controlling for job performance statistically. Notably, more passionate employees even elicited more favorable emotional reactions and attributions when their job performance decreased. We subsequently discuss how our interpersonal perspective on the passion narrative implicates challenges for the advancement of employees with fewer opportunities to pursue their passion (e.g., given socioeconomic constraints or exploitative work demands), or who are less likely to be perceived as passionate by others (e.g., given cross-cultural differences).
              Keywords: Passion; Self-fufilling Prophecy; Lay Beliefs; Interpersonal Processes; Employees; Performance; Attitudes; Organizational Culture; Social Psychology
              Citation
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              Wang, Ke, Erica R. Bailey, and Jon M. Jachimowicz. "The Passionate Pygmalion Effect: Passionate Employees Attain Better Outcomes in Part Because of More Preferential Treatment by Others." Journal of Experimental Social Psychology 101 (July 2022).

              On the Origins of Our Discontent

              By: Rawi Abdelal and Thomas J. DeLong
              • 2022 |
              • Working Paper |
              • Faculty Research
              Signs of discontent with global capitalism and national capitalisms abound. Unless we find ways to create better jobs and then improve those jobs further with empathic management and thoughtful mentoring, then we will be unable to create a more stable, purposeful political and economic system. We cannot resolve any of these challenges only with money. Our crisis is about the distribution of dignity, purpose, and meaning within our societies. Failure to resolve these challenges would likely lead to a generation of ongoing disruption and the destruction of our era of globalization.
              Citation
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              Related
              Abdelal, Rawi, and Thomas J. DeLong. "On the Origins of Our Discontent." Harvard Business School Working Paper, No. 22-078, June 2022.

              Byte

              By: Boris Groysberg, Katherine Connolly Baden and Julia Kelley
              • May 2022 |
              • Case |
              • Faculty Research
              In January 2021, Byte co-founders Scott Cohen and Blake Johnson reflected on how far their Los Angeles-based direct-to-consumer (DTC) orthodontics company had come since launching its clear aligners just a little over two years earlier. Cohen and Johnson were both serial entrepreneurs who had guided several companies to successful exits. They had planned to take the same approach with Byte, preparing for an exit by focusing on profitability and stable growth and forgoing dilutive venture capital (VC) funding. Neither of them had expected Byte to grow as quickly as it had, but the market opportunity had unexpectedly expanded during the COVID-19 pandemic, when many consumers sought at-home treatment options. Cohen and Johnson thought about what their next move should be. Given Byte’s rapid growth, the founders considered whether they should instead consider other options, such as a strategic acquisition or an eventual initial public offering (IPO). Either option would help position Byte for global expansion, which the founders felt would be a promising growth opportunity for the company.
              Keywords: Growth; Customer Experience; Customer Focused Organization; Innovation; Growth Management; Expansion; Entrepreneurship; Customer Focus and Relationships; Innovation and Invention; Medical Devices and Supplies Industry; United States
              Citation
              Educators
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              Groysberg, Boris, Katherine Connolly Baden, and Julia Kelley. "Byte." Harvard Business School Case 422-075, May 2022.

              Volkswagen and Suzuki: A Match Made in Heaven (A)? and An Alliance Breaks Down (B1, B2)

              By: Ranjay Gulati and Bradley Turner
              • May 2022 |
              • Teaching Note |
              • Faculty Research
              Teaching Note for HBS Case Nos. 420-037, 420-038, and 420-039.
              Keywords: Alliances; Organizational Change and Adaptation; Organizations; Emerging Markets; Auto Industry
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              Gulati, Ranjay, and Bradley Turner. "Volkswagen and Suzuki: A Match Made in Heaven (A)? and An Alliance Breaks Down (B1, B2)." Harvard Business School Teaching Note 422-087, May 2022.

              Tensions at SearchLight Cures

              By: Laura Huang and Katie LaMattina
              • May 2022 |
              • Teaching Note |
              • Faculty Research
              Teaching Note for HBS Case No. 422-059.
              Citation
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              Huang, Laura, and Katie LaMattina. "Tensions at SearchLight Cures." Harvard Business School Teaching Note 422-092, May 2022.

              Proposing to Redesign a Global Investment Bank

              By: David G. Fubini
              • May 2022 (Revised June 2022) |
              • Case |
              • Faculty Research
              A major, NYC-based, global investment bank is looking to rethink its Systems strategy amid a rapidly evolving digital landscape. Your firm has served the client across most of its major geographies on a range of substantial Systems and IT efforts, but is facing competition from two other leading firms who have also supported the client. As you work to develop a proposal, your firm must balance voices from a number of Senior Partners, each of whom has supported the client and has a unique perspective, incorporate the right specialists with technical expertise, and chart a way forward. How should your firm organize to win the work?
              Keywords: Consulting; Professional Services; Business and Stakeholder Relations; Digital Strategy; Presentations; Competitive Strategy; Consulting Industry; New York (city, NY)
              Citation
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              Fubini, David G. "Proposing to Redesign a Global Investment Bank." Harvard Business School Case 422-096, May 2022. (Revised June 2022.)

              What to Propose?

              By: David G. Fubini
              • May 2022 |
              • Case |
              • Faculty Research
              Two audit and financial services firms, one of which your consulting firm has supported extensively, have merged to create one of the largest audit firms in the world. The audit firm's Executive Team has requested proposals aimed at re-evaluating their internal governance structure ahead of the CEO's retirement. As your team works to develop a proposal, your team wonders if a new governance structure is really what is needed given perceived shortfalls of the merger. With your presentation scheduled and fast approaching, how should you proceed?
              Keywords: Consulting; Professional Services; Governance; Presentations; Organizational Structure; Transition; Mergers and Acquisitions; Consulting Industry
              Citation
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              Fubini, David G. "What to Propose?" Harvard Business School Case 422-095, May 2022.

              Timnit Gebru: 'SILENCED No More' on AI Bias and The Harms of Large Language Models

              By: Tsedal Neeley and Stefani Ruper
              • May 2022 |
              • Case |
              • Faculty Research
              Dr. Timnit Gebru—a leading artificial intelligence (AI) computer scientist and co-lead of Google’s Ethical AI team—was messaging with one of her colleagues when she saw the words: “Did you resign?? Megan sent an email saying that she accepted your resignation.” Heart rate spiking, Gebru was shocked to find that her company account had been cut off. She scrolled through her personal inbox to find an email stating that the company could not agree to the conditions she had stipulated about a research paper critiquing large language models and also expressing disapproval of a message she had sent to an internal listserv about halting diversity, equity, and inclusion (DEI) efforts without accountability. Therefore, Google was accepting Gebru’s “resignation,” effective immediately. Gebru who hadn’t submitted a formal resignation realized she had been fired. Gebru had been concerned that large language models were racing ahead with little appraisal of their potential risks and debiasing strategies. Her ousting sent shockwaves through the AI and tech community. Thousands of people signed a petition against what they characterized as unprecedented research censorship. Nine members of congress would write the CEO of the company—Sundar Pichai—questioning his commitment to Ethical AI. The outspoken Gebru’s experience raises fundamental questions about countering AI bias. Could tech companies lead the way with in-house AI ethics research? Should that type of work reside with more objective actors outside of companies? On the other hand, shouldn’t those who best understand the technology at play be the ones to investigate the bias or ethical challenges that might creep up? The answers to these questions remain central to the exponentially growing AI domain that companies have to consider.
              Keywords: Ethics; Employment; Corporate Social Responsibility and Impact; Technological Innovation
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              Neeley, Tsedal, and Stefani Ruper. "Timnit Gebru: 'SILENCED No More' on AI Bias and The Harms of Large Language Models." Harvard Business School Case 422-085, May 2022.
              More Publications

              In the News

                • 28 Jun 2022
                • Business Insider

                90 Harvard Alumni Held a Class Reunion in the Metaverse. It Shows the Potential of VR—but the Tech Needs to Improve before It Becomes Mainstream.

                Re: Ranjay Gulati
                • 28 Jun 2022
                • CNBC

                Employers Need to Use the Office as a Tool for Specific Purposes: Harvard’s Tsedal Neeley

                Re: Tsedal Neeley
                • 27 Jun 2022
                • Thinkers50

                Best New Management Books for 2022: Thinkers50 Announces New Booklist

                Re: Ranjay Gulati
              →More Faculty News

              HBS Working Knowledge

                • 12 May 2022

                Why Digital Is a State of Mind, Not Just a Skill Set

                Re: Tsedal Neeley
                • 05 May 2022

                College Degrees: The Job Requirement Companies Seek, but Don't Really Need

                Re: Boris Groysberg
                • 26 Apr 2022

                What Does Your Business Stand For? Why Building Trust Starts with Purpose

                Re: Ranjay Gulati
              →More Working Knowledge Articles

              Harvard Business Publishing

                • Article

                Developing a Digital Mindset: How to Lead Your Organization into the Age of Data, Algorithms, and AI

                By: Tsedal Neeley and Paul Leonardi
                • May 2022 (Revised June 2022)
                • Case

                Proposing to Redesign a Global Investment Bank

                By: David G. Fubini
                • 2021
                • Book

                Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work

                By: Colleen Ammerman and Boris Groysberg
              →More Harvard Business Publishing

              Seminars & Conferences

              There are no upcoming events.

              →More Seminars & Conferences

              Faculty Positions

              Harvard Business School seeks candidates in all fields for full time positions. Candidates with outstanding records in PhD or DBA programs are encouraged to apply.
              →Learn More

              Contact Information

              Organizational Behavior Unit
              Harvard Business School
              Morgan Hall
              Soldiers Field
              Boston, MA 02163
              OB@hbs.edu

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