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New research on management from Harvard Business School faculty on issues including management strategy, accountability, design and succession planning.
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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.

Want Hybrid Work to Succeed? Trust, Don’t Track, Employees

by Michael Blanding

Many companies want employees back at desks, but workers want more flexibility than ever. Tsedal Neeley offers three rules for senior managers trying to forge a new hybrid path. Open for comment; 0 Comments.

Reunited and It Feels (Not) So Good: Tips for Managing a Rocky Return

by Kristen Senz

For many companies, returning to the office has felt like a rollercoaster of worry, excitement, and uncertainty. Members of the Harvard Business School faculty offer advice to help managers restore calm. Open for comment; 0 Comments.

Dying to Lead: How Reaching the Top Can Kill You Sooner

by Jay Fitzgerald

A study of General Electric employees by Tom Nicholas shows how the stress of chasing professional success can shorten an executive's life. Open for comment; 0 Comments.

Managers, Your Employees Don’t Want to Be Facebook ‘Friends’

by Rachel Kim Raczka

Want your colleagues to see your Vegas vacation photos? Research by Lakshmi Ramarajan and colleagues offers reasons to think twice about connecting with people you manage on social media. Open for comment; 0 Comments.

Feeling Powerless at Work? Time to Agitate, Innovate, and Orchestrate

by Jay Fitzgerald

Employees lower down the organizational ladder have far more power than they realize. If they worked together, they could effect significant change within their workplaces, says Julie Battilana. Open for comment; 0 Comments.

Why White-Collar Crime Spiked in America After 9/11

by Jay Fitzgerald

The FBI shifted agents and other budget resources toward fighting terrorism in certain parts of the country, and financial fraud and insider trading ran rampant, according to research by Trung Nguyen. Open for comment; 0 Comments.

Managers, Here’s How to Bond with New Hires Remotely

by Lane Lambert

Worried about engaging interns and new employees in a hybrid world? Research by Iavor I. Bojinov and Prithwiraj Choudhury shows how "virtual watercooler" sessions can make all the difference. Open for comment; 0 Comments.

Steve Jobs and the Rise of the Celebrity CEO

by Dina Gerdeman

A new book by Richard Tedlow digs into the careers of Steve Jobs, Elon Musk, and Oprah Winfrey to understand how CEOs went from nameless suits to acclaimed gurus. Open for comment; 0 Comments.

Can Companies with Remote Management Succeed?

by James Heskett

Can companies with remote workforces innovate and grow? The question has been dividing business leaders. James Heskett considers both sides of the debate. Open for comment; 0 Comments.

Cruising in Crisis: How Carnival Is Riding Out the COVID-19 Storm

by Michael Blanding

COVID-19 has devastated the cruise industry, but one company may emerge stronger: Carnival. A case study by Stuart Gilson reveals how the cruising juggernaut is navigating the pandemic. Open for comment; 0 Comments.

Who Has Potential? For Many White Men, It’s Often Other White Men

by Dina Gerdeman

Companies struggling to build diverse, inclusive workplaces need to break the cycle of “sameness” that prevents some employees from getting an equal shot at succeeding, says Robin Ely. Open for comment; 0 Comments.

What Went Wrong with the Boeing 737 Max?

How did the evolution of Boeing’s organization and management lead up to two tragic plane crashes—the crash of Lion Air flight 610 on October 29, 2018, in Indonesia, and the crash of Ethiopian Airlines flight 302 on March 9, 2019, in Ethiopia—in which a total of 346 people died? What role did cost cutting, FAA pressure, and CEO succession play in laying the foundation for this tragedy? Professor Bill George discusses the long roots that ultimately led to two tragic Boeing 737 Max crashes, and examines the response of Boeing executives to the crisis in his case, “What Went Wrong with Boeing's 737 Max?” Open for comment; 0 Comments.

How Inclusive Managers Create Glass-Shattering Organizations

by Kristen Senz

Gender equity offers a new source of competitive advantage. In Glass Half-Broken, Colleen Ammerman and Boris Groysberg provide advice for companies working toward parity. Open for comment; 0 Comments.

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.

Steer Clear of the Blind Spots That Derail Experiments

by Danielle Kost

Companies are testing everything from website features to compensation strategies, but five common mistakes can undermine their efforts, says Michael Luca. Open for comment; 0 Comments.

How to Learn from the Big Mistake You Almost Make

by Kristen Senz

A brush with disaster can lead to important innovations, but only if employees have the psychological safety to reflect on these close calls, says research by Amy C. Edmondson, Olivia Jung, and colleagues. Open for comment; 0 Comments.

Key to Doing Your Best at Work? Be Yourself

by Christina Pazzanese, Harvard Gazette

Hiding your quirks and opinions won't get you ahead. 'Badass' leaders bring their bold, authentic selves to work, without apology, says Francesca Gino. Open for comment; 0 Comments.

COVID Killed the Traditional Workplace. What Should Companies Do Now?

by Dina Gerdeman

When the pandemic recedes, executives can’t expect office life to be as it was. But they can create a new work world that will keep employees happy and productive, say Harvard Business School faculty members. Open for comment; 0 Comments.

What Does Remote Work Mean for Middle Managers?

by James Heskett

Middle management was already the corporate scapegoat of choice before the COVID-19 pandemic. Will work-from-home policies make middle managers unnecessary or more critical than ever? asks James Heskett. Open for comment; 0 Comments.