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All HBS Web
(115,229)
- Faculty Publications (87)
- 2014
- Chapter
Reframing Hierarchical Interactions as Negotiations to Promote Change in Health Care Systems
By: Patricia Satterstrom, Jeff Polzer and Robert Wei
Satterstrom, Patricia, Jeff Polzer, and Robert Wei. "Reframing Hierarchical Interactions as Negotiations to Promote Change in Health Care Systems." Chap. 18 in Handbook of Conflict Management Research, edited by Oluremi B. Ayoko, Neal M. Ashkansy, and Karen Jehn, 291–307. Edward Elgar Publishing, 2014.
- May 2013
- Case
Bridgewater Associates
By: Jeffrey T. Polzer and Heidi K. Gardner
Bridgewater Associates was the world's largest hedge fund with approximately $120 billion in assets under management in mid-2012, and its leaders attribute its record-beating performance to the firm's culture of "radical transparency." The founder, Ray Dalio, was...
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Keywords:
Management Style;
Motivation and Incentives;
Management Practices and Processes;
Organizational Culture;
Performance;
Leadership Style;
Investment;
Financial Services Industry
Polzer, Jeffrey T., and Heidi K. Gardner. "Bridgewater Associates." Harvard Business School Multimedia/Video Case 413-702, May 2013.
- May 2013
- Teaching Plan
Bridgewater Associates (TP)
By: Jeffrey Polzer and Heidi K. Gardner
Polzer, Jeffrey, and Heidi K. Gardner. "Bridgewater Associates (TP)." Harvard Business School Teaching Plan 413-115, May 2013.
- January 2013
- Article
Not Just for Stereotyping Anymore: Racial Essentialism Reduces Domain-General Creativity
By: Carmit Tadmor, Melody Chao, Ying-yi Hong and Jeff Polzer
Individuals who believe that racial groups have fixed underlying essences use stereotypes more than do individuals who believe that racial categories are arbitrary and malleable social-political constructions. Would this essentialist mind-set also lead to less...
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Tadmor, Carmit, Melody Chao, Ying-yi Hong, and Jeff Polzer. "Not Just for Stereotyping Anymore: Racial Essentialism Reduces Domain-General Creativity." Psychological Science 24, no. 1 (January 2013).
- 2012
- Chapter
When Identities, Interests, and Information Collide: How Subgroups Create Hidden Profiles in Teams
By: Jeffrey T. Polzer, Lisa Kwan and Lisa B. Kwan
Purpose—We review how team members' identities and interests affect team functioning, paying special attention to subgroup dynamics triggered by fault lines and coalitions. This review sets the stage for describing novel pathways through which identities and... View Details
Polzer, Jeffrey T., Lisa Kwan, and Lisa B. Kwan. "When Identities, Interests, and Information Collide: How Subgroups Create Hidden Profiles in Teams." In Looking Back, Moving Forward: A Review of Group and Team-Based Research. v.15, edited by Margaret A. Neale and Elizabeth A. Mannix, 359–381. Research on Managing Groups and Teams. Bingley, UK: Emerald Group Publishing, 2012.
- November 2012
- Case
Teaming at GE Aviation
Describes the challenges and successes encountered by GE's Aviation business in implementing a teaming work structure and culture in plants across its supply chain. GE Aviation leadership had seen dramatic gains in productivity, quality, and worker satisfaction in...
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Keywords:
Organizational Behavior;
Aviation And Aerospace;
Capacity Management;
Competitiveness;
Corporate Culture;
Corporate Structure;
Labor Relations;
Manufacturing;
Production Planning;
General Electric;
Teaming;
Managing Change;
Transformation;
Labor Unions;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure;
Performance Productivity;
Leading Change;
Management Style;
Job Design and Levels;
Aerospace Industry;
Manufacturing Industry;
United States
Khurana, Rakesh, Jeffrey Polzer, Willy Shih, and Eric Baldwin. "Teaming at GE Aviation." Harvard Business School Case 413-074, November 2012.
- April 2012
- Article
Beyond Individual Creativity: The Superadditive Benefits of Multicultural Experience for Collective Creativity in Culturally Diverse Teams
By: Carmit Tadmor, Patricia Satterstrom, Sujin Jang and Jeffrey Polzer
Although recent research has consistently demonstrated the benefits of multicultural experience for individual-level creativity, its potential advantages for collective creativity in culturally diverse teams have yet to be explored. We predicted that multicultural...
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- 2011
- Chapter
Changing Identity, Changing Language
By: Kathleen L. McGinn and Jeffrey T. Polzer
Environmental jolts and shifting membership challenge a group's efficacy and survival. Group identity is critical for a shared interpretation of and response to these challenges, but external and internal changes may require corresponding changes in a group's...
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Keywords:
Change;
Spoken Communication;
Performance Efficiency;
Problems and Challenges;
Safety;
Identity;
California
McGinn, Kathleen L., and Jeffrey T. Polzer. "Changing Identity, Changing Language." In Advances in Group Processes. Vol. 28, edited by Shane R. Thye and Edward Lawler, 125–145. Bingley, UK: Emerald Group Publishing, 2011.
- Jun 2011 - 2011
- Conference Presentation
Perceiving Collaborative Potential
By: Patricia Satterstrom, Lisa Kwan, Wannawiruch Wiruchnipawan and Jeff Polzer
- May – June 2011
- Article
Too Many Cooks Spoil the Broth: How High Status Individuals Decrease Group Effectiveness.
By: Boris Groysberg, Jeffrey T. Polzer and Hillary Anger Elfenbein
Can groups become effective simply by assembling high status individual performers? Though an affirmative answer may seem straightforward on the surface, this answer becomes more complicated when group members benefit from collaborating on interdependent tasks....
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Keywords:
Groups and Teams;
Equity;
Theory;
Human Resources;
Integration;
Body of Literature;
Performance Effectiveness;
Status and Position;
Experience and Expertise
Groysberg, Boris, Jeffrey T. Polzer, and Hillary Anger Elfenbein. "Too Many Cooks Spoil the Broth: How High Status Individuals Decrease Group Effectiveness." Organization Science 22, no. 3 (May–June 2011): 722–737.
- September 2009
- Module Note
Leading Teams Note
This note, which describes the architecture and processes that characterize effective teams, begins by detailing the steps involved in designing a team, from diagnosing the complexity, interdependence, and objectives of the task to harnessing the key resources teams...
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Keywords:
Interpersonal Communication;
Experience and Expertise;
Decision Choices and Conditions;
Knowledge Sharing;
Leadership;
Business Processes;
Groups and Teams
Polzer, Jeffrey T. "Leading Teams Note." Harvard Business School Module Note 410-051, September 2009.
- Aug 2009 - 2009
- Conference Presentation
The Influence of Multiculturalism and Self-verification on Creativity in Culturally Diverse Dyads
By: Carmit Tadmor, Patricia Hernandez, Sujin Jang and Jeff Polzer
- 2009
- Other Unpublished Work
Building Interpersonal Congruence Through Explicit Identity Negotiation
By: Jeff Polzer, Heather M. Caruso and Manuel London
- Article
Crossing Boundaries to Increase Relevance in Organizational Research
Polzer, Jeffrey, Ranjay Gulati, Rakesh Khurana, and Michael Tushman. "Crossing Boundaries to Increase Relevance in Organizational Research." Journal of Management Inquiry 18, no. 4 (December 2009): 280–286.
- July – August 2008
- Article
Making Diverse Teams Click
High interpersonal congruence-meaning alignment between team members' self-assessments and their appraisals of one another-improves the performance of diverse teams. And 360-degree feedback can help.
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Polzer, Jeffrey T. "Making Diverse Teams Click." HBS Centennial Issue Harvard Business Review 86, nos. 7/8 (July–August 2008): 20–21.
- 2008
- Chapter
Identity Negotiation Processes Amidst Diversity: Understanding the Influence of Social Identity and Status Differences
By: Jeffrey T. Polzer and Heather M. Caruso
We integrate an identity negotiation framework with research on diversity, social identity theory, and status differences. This integration reveals the distinct advantages and challenges that high and low status people face when they engage in identity negotiation...
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- 2007
- Chapter
Team Emotion Recognition Accuracy and Team Performance
By: H. A. Elfenbein, J. T. Polzer and N. Ambady
Elfenbein, H. A., J. T. Polzer, and N. Ambady. "Team Emotion Recognition Accuracy and Team Performance." Chap. 4 in Research on Emotions in Organizations. Vol. 3, edited by N. M. Ashkanasy, W. J. Zerbe, and C. E.J. Härtel, 87–119. Amsterdam: Elsevier, 2007.
- August 2006
- Article
Extending the Faultline Concept to Geographically Dispersed Teams: How Colocated Subgroups Can Impair Group Functioning
By: Jeffrey T. Polzer, Brad Crisp, Sirkka L. Jarvenpaa and Jerry W. Kim
We theorize that in geographically dispersed teams, members' geographic locations are likely to activate "faultlines" (hypothetical dividing lines that split a group into subgroups) that impair team functioning. In a study of 45 teams comprised of graduate students...
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Polzer, Jeffrey T., Brad Crisp, Sirkka L. Jarvenpaa, and Jerry W. Kim. "Extending the Faultline Concept to Geographically Dispersed Teams: How Colocated Subgroups Can Impair Group Functioning." Academy of Management Journal 49, no. 4 (August 2006). (This article was subject of a Recent Research of Note in the Organization Management Journal, Vol. 3, no. 3 (2006): 157-159.)
- April 2005
- Module Note
Team Processes: Instructor's Overview
Describes the cases and exercises that comprise the Team Processes module of the Leading Teams course. Also describes the sequence in which the materials are used, along with the connections and transitions among the materials.
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Polzer, Jeffrey T. "Team Processes: Instructor's Overview." Harvard Business School Module Note 405-008, April 2005.
- 2005
- Working Paper
Extending the Faultline Concept to Geographically Dispersed Teams: How Colocated Subgroups Can Impair Group Functioning
By: Jeffrey T. Polzer, C. Brad Crisp, Sirkka L. Jarvenpaa and Jerry W. Kim