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New research on organizational design from Harvard Business School faculty on issues including resolving workplace issues, HR, and culture.
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Open Your Organization to Honest Conversations

by Dina Gerdeman

When company leaders can't hear the voices of their workers, serious strategic mistakes are likely. Michael Beer discusses ways organizations can build powerful communication channels. Open for comment; Comment(s) posted.

Businesses Need a 'Catalyst' to Make CSR Practices Stick

by Michael Blanding

Despite best intentions, many corporate social responsibility programs fail. One answer: Companies need community partners to sustain work over the long term, says Robert Kaplan. Open for comment; Comment(s) posted.

Managerial Recognition as an Incentive for Innovation Platform Engagement: A Field Experiment and Interview Study at NASA

by Jana Gallus, Olivia S. Jung, and Karim R. Lakhani

What gets workers to go the extra mile in creative problem solving? A field experiment and interviews with NASA employees finds that employees respond to managerial appreciation above other incentives.

Can Capitalism Be Fixed by Making Companies More Just?

Re: Ethan C. Rouen, Charles C.Y. Wang

JUST Capital seeks to make public companies more "just" by measuring and ranking their overall impact on society, based on priorities most important to average Americans. Ethan Rouen and Charles Wang explore whether JUST Capital's performance evaluation methodology can improve corporate behavior. Open for comment; Comment(s) posted.

Intelligent Design of Inclusive Growth Strategies

by Robert S. Kaplan, George Serafeim, and Eduardo Tugendhat

How companies, working with a catalyst, can redesign supply chains to achieve economic, environmental, and social returns.

Pathways to Materiality: How Sustainability Issues Become Financially Material to Corporations and Their Investors

by Jean Rogers and George Serafeim

This paper provides a framework for understanding and predicting how environmental, social, and governance (ESG) issues become financially material.

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; Comment(s) posted.

The Effect of Systems of Management Controls on Misreporting

by Aishwarrya Deore, Susanna Gallani, and Ranjani Krishnan

This study provides insights for designing effective management control systems. Managers must select their individual management control practices with care, craft mission statements to convey clear messages that drive organizational alignment with the firm’s overall goals, and consider the effects of interaction between components of their system of controls.

Lessons from IBM in Nazi Germany

Re: Geoffrey G. Jones

Geoffrey Jones discusses his case study, "Thomas J. Watson, IBM and Nazi Germany," exploring the options and responsibilities of multinationals with investments in politically reprehensible regimes. Open for comment; Comment(s) posted.

Design Rules, Volume 2: How Technology Shapes Organizations series

by Carliss Y. Baldwin

Building on Design Rules: The Power of Modularity, coauthored by HBS professor Carliss Y. Baldwin and Kim B. Clark (MIT Press, 2000).

Torched Planet: The Business Case to Reinvent Almost Everything

by Rebecca Henderson

With climate change scorching the planet, business leaders have a once-in-a-lifetime opportunity to change the world—and make money in the process, says Rebecca Henderson. Open for comment; Comment(s) posted.

Why Does Business Invest in Education in Emerging Markets? Why Does It Matter?

by Valeria Giacomin, Geoffrey Jones, and Erica Salvaj

Drawing on 110 interviews with business leaders as part of the Creating Emerging Markets project at Harvard Business School, this paper represents the first systematic attempt to identify and compare investment in education across emerging economies, specifically in Africa, Asia, Latin America, Turkey, and the Persian Gulf between the 1960s and the present day.

Decarbonization Factors

by Alex Cheema-Fox, Bridget LaPerla, George Serafeim, David Turkington, and Hui (Stacie) Wang

This paper contributes to a growing knowledge base about how climate change impacts investor expectations, capital allocations and thereby pricing and returns. It provides actionable insights into how to decarbonize portfolios and evaluate the likely performance and carbon exposure differences across strategies.

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.

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; Comment(s) posted.

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

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; Comment(s) posted.

What Can the World’s Largest Refugee Camp Teach Us About the Meaning of Work?

by Danielle Kost

Almost 1 million Rohingya refugees are sinking deeper into despair while sitting idle in a camp they can’t easily leave. But the opportunity to work might provide a resource more scarce than cash: hope. Research by Reshmaan N. Hussam.

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; Comment(s) posted.

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; Comment(s) posted.