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    Sadun, RaffaellaRemove Sadun, Raffaella →

    Page 1 of 34 Results →
    • 14 Jul 2022
    • Research & Ideas

    When the Rubber Meets the Road, Most Commuters Text and Email While Driving

    by Jay Fitzgerald

    Laws and grim warnings have done little to deter distracted driving. Commuters routinely use their time behind the wheel to catch up on emails, says research by Raffaella Sadun, Thomaz Teodorovicz, and colleagues. What will it take to make roads safer?

    • 26 Oct 2021
    • Research & Ideas

    What Companies Want Most in a CEO: A Good Listener

    by Jay Fitzgerald

    Financial expertise and operational experience will only take executives so far. More than ever, companies want senior leaders with strong social skills and emotional intelligence, says research by Raffaella Sadun and Joseph Fuller. Open for comment; 0 Comments.

    • 06 Apr 2021
    • Working Paper Summaries

    The World Management Survey at 18: Lessons and the Way Forward

    by Daniela Scur, Raffaella Sadun, John Van Reenen, Renata Lemos, and Nicholas Bloom

    With a dataset of 13,000 firms and 4,000 schools and hospitals spanning more than 35 countries, the World Management Survey provides a systematic measure of management practices used in organizations. This paper gives an overview of lessons learned and a management policy toolkit for policymakers.

    • 17 Dec 2020
    • Working Paper Summaries

    How Do CEOs Make Strategy?

    by Mu-Jeung Yang, Michael Christensen, Nicholas Bloom, Raffaella Sadun, and Jan Rivkin

    A study of 262 Harvard Business School-educated CEOs traces differences in strategic decision-making across managers. CEOs leading larger, faster-growing firms tend to make highly structured strategic decisions and use more analytical deliberation. Management education has long-lasting effects on decision-making.

    • 06 Oct 2020
    • Sharpening Your Skills

    18 Tips Managers Can Use to Lead Through COVID's Rising Waters

    by Sean Silverthorne

    Here are recent ideas for managing through the pandemic on the topics of people management, strategy, marketing, and organizational design. Open for comment; 0 Comments.

    • 14 Sep 2020
    • Research & Ideas

    You're Right! You Are Working Longer and Attending More Meetings

    by Danielle Kost

    A study of 3 million people confirms what many work-from-home employees already know: We're swamped. Research by Raffaella Sadun, Jeffrey Polzer, and colleagues. Open for comment; 0 Comments.

    • 10 Aug 2020
    • Working Paper Summaries

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

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

    This study of 16 cities is the first large-scale analysis of how digital communication patterns have changed in the early stages of the pandemic. The overall pattern of more meetings and more emails points to a spillover of virtual communication beyond normal working hours.

    • 14 Jul 2020
    • Research & Ideas

    Restarting Under Uncertainty: Managerial Experiences from Around the World

    by Raffaella Sadun, Andrea Bertoni, Alexia Delfino, Giovanni Fassio, and Mariapaola Testa

    A survey of 50 companies across countries and industries reveals business leaders are hard at work adapting to the COVID threat. Research by Raffaella Sadun and colleagues. Open for comment; 0 Comments.

    • 10 Feb 2020
    • In Practice

    6 Ways That Emerging Technology Is Disrupting Business Strategy

    by Danielle Kost

    How are AI, data analytics, and the Internet of Things changing the way business leaders think about strategy? Harvard Business School faculty members discuss how emerging technology has changed the rules of competition. Open for comment; 0 Comments.

    • 17 Jun 2019
    • Research & Ideas

    What Hospitals Must Learn to Compete

    by Alumni Bulletin Staff

    3QUESTIONS Why is it so difficult for American health care providers to compete for customers? Raffaella Sadun and Leemore Dafny discuss why health care needs a business strategy. Open for comment; 0 Comments.

    • 26 Mar 2018
    • Working Paper Summaries

    The Impact of CEOs in the Public Sector: Evidence from the English NHS

    by Katharina Janke, Carol Propper, and Raffaella Sadun

    To what extent do CEOs impact their organizations? This study finds little consistent evidence of any CEO effect on the large set of production metrics examined in hospitals averaging 4,500 employees in the English National Health Service. This result stands in stark contrast with earlier findings of a CEO effect in the private sector and smaller public sector organizations.

    • 08 Jan 2018
    • Working Paper Summaries

    Come Together: Firm Boundaries and Delegation

    by Laura Alfaro, Nick Bloom, Paola Conconi, Harald Fadinger, Patrick Legros, Andrew F. Newman, Raffaella Sadun, and John Van Reenen

    The study develops a simple model and provides new data to examine the relationship between vertical integration and delegation of decision-making, two critical aspects of a firm organizational design that are typically studied in isolation. The results show that delegation and vertical integration are positively correlated.

    • 16 Oct 2017
    • Working Paper Summaries

    Healthy Business? Managerial Education and Management in Healthcare

    by Nicholas Bloom, Raffaella Sadun, Renata Lemos, and John Van Reenen

    A hospital's proximity to a university supplying both business and clinical education is associated with higher management practice scores and better clinical outcomes.

    • 10 Oct 2017
    • First Look

    First Look at New Research and Ideas, October 10, 2017

    Sean Silverthorne

    Measuring sales the right way ... Does crime desensitize victims? ... Innovation in a 100-year-old medical devices giant .

    • 17 May 2017
    • Working Paper Summaries

    Turbulence, Firm Decentralization and Growth in Bad Times

    by Philippe Aghion, Nicholas Bloom, Brian Lucking, Raffaella Sadun, and John Van Reenen

    What makes some firms more resilient than others to large negative macro shocks? This paper finds that the internal organization of firms—specifically, the extent to which decision-making is decentralized from headquarters to plant managers—is an important mediating factor through which macroeconomic shocks affect firm performance and, ultimately, growth.

    • 09 May 2017
    • First Look

    New Research and Ideas, May 9

    Sean Silverthorne

    How Do You Reorg Big Bird? ... Organized for a downturn ... Finding a new market for Fitbit.

    • 28 Mar 2017
    • Working Paper Summaries

    CEO Behavior and Firm Performance

    by Oriana Bandiera, Stephen Hansen, Andrea Pratt, and Raffaella Sadun

    This paper combines a new survey methodology with a machine learning algorithm to measure the behavior of CEOs in large samples. Results show that larger and more complex firms require CEOs with a more coordinative—and less micromanaging—behavior. Inefficiencies in the way CEOs match with firms have important consequences for firm productivity.

    • 21 Mar 2017
    • First Look

    First Look at New Research, March 21

    Sean Silverthorne

    The rise and fall of the circus ... Do CEOs impact firm performance? ... The hidden power of a job referrer.

    • 27 Jun 2016
    • Research & Ideas

    These Management Practices, Like Certain Technologies, Boost Company Performance

    by Michael Blanding

    Management practice acts exactly as a new technology might in giving companies competitive advantage—and there is a right way and a wrong way to do things, says a new study by Raffaella Sadun and colleagues. Open for comment; 0 Comments.

    • 17 Jun 2016
    • Working Paper Summaries

    Management as a Technology?

    by Nicholas Bloom, Raffaella Sadun, and John Van Reenen

    Economists, business people and many policymakers have long believed that management practices are an important element in productivity. This study provides firm-level measures of management in an internationally comparable way, drawing on original data on over 11,000 firms across 34 countries. Differences in management practices account for about 30 percent of cross-country productivity differences.

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