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New research on individual and organizational performance from Harvard Business School faculty on issues including career advancement, assessment, and improving job effectiveness.
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Nominal and Opportunity Effects of Managerial Discretion

by Wei Cai, Susanna Gallani, and Jee Eun Shin

This study of field data from a Chinese manufacturing company explores the consequences of subjective performance evaluations leading to bonuses and penalties. Results may help practitioners improve the effectiveness of incentive systems.

For Migrant Workers, Homesickness Can Reduce Productivity

by Kristen Senz

Workers in the global economy increasingly perform their jobs far away from home. It turns out, says Prithwiraj Choudhury, that homesickness is a significant barrier to their productivity. Here's what employers can do. Open for comment; Comment(s) posted.

NFL Head Coaches Are Getting Younger. What Can Organizations Learn?

by Boris Groysberg, Evan M.S. Hecht, and Abhijit Naik

Football team owners are hiring younger head coaches, hoping to unleash innovation and fresh thinking. How's that working out? Research by Boris Groysberg and colleagues. Open for comment; Comment(s) posted.

When to Apply?

by Katherine Coffman, Manuela Collis, and Leena Kulkarni

Using a series of experiments, the authors studied gender differences in how job-seekers perceive their own qualifications for different opportunities and how this affects their decision to apply. Results suggest that soft touch employer interventions can improve the diversity of applicant pools even if candidate beliefs about their own ability are unchanged.

When Your Passion Works Against You

by Dina Gerdeman

Passion is supposed to be the secret sauce that transforms average managers into dynamic leaders. The reality is more complicated, says Jon M. Jachimowicz. Open for comment; Comment(s) posted.

The Economic Cost of Physician Burnout

by Michael Blanding

Doctor burnout takes a toll on physicians and patient care, but there is another cost to be accounted for, says Joel Goh. Open for comment; Comment(s) posted.

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.

What Machine Learning Teaches Us about CEO Leadership Style

by Michael Blanding

Tarun Khanna and Prithwiraj Choudhury use machine-learning technology to look for links between a CEO's communications style and company performance. Open for comment; Comment(s) posted.

Distressed Employees? Try Resilience Training

by Dina Gerdeman

Depressed employees are up to five times more likely to experience work-related problems than employees with chronic physical illnesses. So why aren't employers helping them? asks Ashley Whillans. Open for comment; Comment(s) posted.

Walmart's Workforce of the Future

by Julia Hanna

A case study by William Kerr explores Walmart's plans for future workforce makeup and training, and its search for opportunities from digital infrastructure and automation. Open for comment; Comment(s) posted.

Are Super Stretch Goals Only for the Very Young?

by James Heskett

SUMMING UP: Super stretch goals can produce audacious results, but they are best left to companies agile enough to execute then, readers say. Open for comment; Comment(s) posted.

rTSR: When Do Relative Performance Metrics Capture Relative Performance?

by Paul Ma, Jee-Eun Shin, and Charles C. Y. Wang

Managers are increasingly evaluated based on relative performance metrics, particularly relative total shareholder returns (rTSR). This paper finds that the majority of firms that tie CEO performance-based contracts to rTSR do a remarkable job of filtering out the systematic risk in TSR. However, a significant portion of firms make relatively poor choices in the design and selection of rTSR, a result of weak governance and an overreliance on compensation consultants.

Learning or Playing? The Effect of Gamified Training on Performance

by Ryan W. Buell, Wei Cai, and Tatiana Sandino

Games-based training is widely used to engage and motivate employees to learn, but research about its effectiveness has been scant. This study at a large professional services firm adopting a gamified training platform showed the training helps performance when employees are already highly engaged, and harms performance when they’re not.

Managerial Quality and Productivity Dynamics

by Achyuta Adhvaryu, Anant Nyshadham, and Jorge Tamayo

Which managerial skills, traits, and practices matter most for productivity? This study of a large garment firm in India analyzes the integration of features of managerial quality into a production process characterized by learning by doing.

Gender Stereotypes in Deliberation and Team Decisions

by Katherine B. Coffman, Clio Bryant Flikkema, and Olga Shurchkov

Professional success requires the ability to contribute ideas, and receive credit for them. This paper explores gender differences in how men and women communicate and reward each other in team decision-making problems. We find that women are recognized less often for their contributions in male-typed domains.

Corporate Sustainability: A Strategy?

by Ioannis Ioannou and George Serafeim

Between 2012 and 2017, companies within most industries adopted an increasingly similar set of sustainability practices. This study examines the interplay between common and strategic practices. This dynamic distinction helps for understanding whether and how sustainability practices can help companies establish a competitive advantage over time.

Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

by Jean-François Harvey, Henrik Bresman, and Amy C. Edmondson

In strategic management research, the dynamic capabilities framework enables a “helicopter view” of how firms achieve sustainable competitive advantage. This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated by teams to support innovation and strategic change. It matches types of team learning to innovation activities.

Women Receive Harsher Punishment at Work Than Men

by Michael Blanding

Women caught in misconduct were 20 percent more likely to be fired and 30 percent less likely to find new employment in the financial services industry, reports new research by Mark Egan and colleagues. Open for comment; Comment(s) posted.

Why Managers Should Reveal Their Failures

by Dina Gerdeman

If you want to get your messages through to employees, be ready to confess your own management shortcomings, counsels Alison Wood Brooks. Open for comment; Comment(s) posted.

Work from Anywhere or Co-locate? Autonomy versus Learning Effects at the United States Patent Office

by Prithwiraj Choudhury, Cirrus Foroughi, and Barbara Larson

Managers often ask whether worker productivity rises or falls with work-from-anywhere (WFA) policies. This study of a real firm presents robust econometric evidence that WFA regimes can have positive effects on net worker output, especially for experienced hires working interdependently. For new hires, however, colocation is often needed to facilitate their learning.