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New research on organizational culture from Harvard Business School faculty on issues including culture development, using values as a guidance system, and recruitment.
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How Japan’s Recruit Holdings Regained Trust after a Scandal

Re: Sandra J. Sucher

Recruit Holdings, an advertising media, staffing, and business support conglomerate was founded in Japan in 1960 by Hiromasa Ezoe. The company was built on the principle that the company should add value to society. But in 1988, Recruit hit rough waters when Ezoe sold 2.8 million shares in a subsidiary before it went public to 76 Japanese leaders in politics, business, and media. The "Recruit Scandal," as it was called, resulted in the resignation of Japan’s prime minister and his entire cabinet. Thirty years later, Recruit has become a global conglomerate, with $16 billion in sales in 2017. How did the company not only survive, but thrive after its insider trading scandal? Harvard Business School professor Sandra Sucher examines how Recruit’s unique corporate culture helped to restore lost trust in her case, “Globalizing Japan’s Dream Machine: Recruit Holdings Co., Ltd.," and her book, The Power of Trust. Open for comment; 0 Comments.

To Change Your Company's Culture, Don't Start by Trying to Change the Culture

by Michael Beer

Skip the inspirational speeches and culture committees. Meaningful culture change comes about only when companies rethink how they manage, lead, and pursue strategic goals, says Michael Beer. Open for comment; 0 Comments.

What It Takes to Build an Organizational Culture That Wins

by Avery Forman

In a world of short-term thinking, an effective organizational culture provides the ultimate competitive advantage. In Win from Within, James Heskett offers a roadmap for developing one. Open for comment; 0 Comments.

How a Company Made Employees So Miserable, They Killed Themselves

by Michael Blanding

Aggressive downsizing at France Télécom culminated in 19 employee suicides. Case studies by Cynthia Montgomery and Ashley Whillans show how mistreating workers can have deadly consequences. Open for comment; 0 Comments.

How Long Does It Take to Improve an Organization’s Culture?

by James Heskett

If organizational culture is so important, why do so many companies struggle to change? James Heskett looks at the role of leaders—like Microsoft CEO Satya Nadella—in challenging a company's collective mindset. Open for comment; 0 Comments.

The Growth Engine Too Many Companies Overlook: Employees

by Michael Blanding

Companies trying to innovate or acquire their way to growth should consider another strategy: economic engagement. Dennis Campbell says five steps can help organizations cultivate an ownership mindset among employees. 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.

Don't Ignore Your Employees' Misery—TAKE Control

by Hise O. Gibson and MaShon Wilson

Many workers are unhappy with their companies' return-to-work policies. Rather than risk losing productive people, managers should confront employee dissatisfaction head on, says Hise O. Gibson. Open for comment; 0 Comments.

Fostering Authenticity and Employee Engagement at John Deere

Re: Anthony Mayo

As the first Black female factory manager to lead a John Deere plant, Rosalind Fox must figure out how to build relationships with her staff, who are mostly white men. Harvard Business School senior lecturer Tony Mayo discusses the pressure on Fox to assimilate into the dominant culture, her decision to lean into her authentic self, and the deep connection between employee engagement and authenticity in his case, “Rosalind Fox at John Deere.” Open for comment; 0 Comments.

Cut Payroll Costs with Transparency, Fairness, and Compassion

by Boris Groysberg and Sarah Abbott

As cost-cutting continues across the turbulent economy, companies are challenged to be creative when managing their human capital, say Boris Groysberg and Sarah Abbott. Open for comment; 0 Comments.

Does Remote Work Mix with Organizational Culture?

by James Heskett

SUMMING UP: Readers who themselves work from home think differently about how organizations should respond to remote work initiatives. James Heskett sums up the dicussion. Open for comment; 0 Comments.

How Does a Company like Boeing Respond to Intense Competitive Pressure?

by James Heskett

SUMMING UP: Playing out in real time, Boeing's misguided responses to competitive pressure illustrate organizational "gaps" suffered by many organizations. James Heskett's readers discuss solutions. Open for comment; 0 Comments.

Birds of a Feather ... Enforce Social Norms? Interactions Among Culture, Norms, and Strategy

by Hongyi Li and Eric J. Van den Steen

Does culture eat strategy for breakfast? By analyzing the role of a company's social norms—how they develop and why people reinforce them, despite their personal beliefs—this paper offers new insights about the power of culture.

Book Excerpt: Why a Volume on Race, Work, and Leadership

Re: Josefin Meyer

In this excerpt from Race, Work, & Leadership: New Perspectives on the Black Experience, the authors discuss the deterioriating state of race relations in the US. Open for comment; 0 Comments.

6 Steps to Building a Better Workplace for Black Employees

by Dina Gerdeman

To support black employees, business leaders must challenge biases and help employees be themselves, according to a new book co-edited by Anthony J. Mayo, Laura Morgan Roberts, and David A. Thomas Open for comment; 0 Comments.

Corporate Purpose and Firm Ownership

by Claudine Gartenberg and George Serafeim

This study shows that corporate purpose varies greatly according to the nature of firm ownership, and these differences can be least partly explained by the choices and compensation of the CEOs. The greater the pay gap between CEOs and employees, the lower the sense of corporate purpose within the organization.

How a New Leader Broke Through a Culture of Accuse, Blame, and Criticize

Re: Amy C. Edmondson

Children’s Hospital & Clinics COO Julie Morath sets out to change the culture by instituting a policy of blameless reporting, which encourages employees to report anything that goes wrong or seems substandard, without fear of reprisal. Professor Amy Edmondson discusses getting an organization into the “High Performance Zone.” Open for comment; 0 Comments.

At Booking.com, Innovation Means Constant Failure

Re: Stefan H. Thomke

Booking.com and other innovative firms embrace a culture where testing, experimentation, and even failure are tried and true. Stefan Thomke explains the necessary ingredients for establishing a culture of innovation. Open for comment; 0 Comments.

How Companies Benefit When Employees Work Remotely

by Kristen Senz

Letting independent workers choose their locations can boost companies, employees, and even the economy, according to research by Prithwiraj Choudhury and colleagues. Open for comment; 0 Comments.

Women Pay a Higher Career Price in Today's Always-On Work Culture

by Danielle Kost

In industries that prize overwork, both men and women pay the price of missed time with family. But the career damage is more severe for women, says Robin Ely. Open for comment; 0 Comments.