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Organizational
Behavior
2019
ARTICLES | BOOKS & CHAPTERS | CASES | CORE CURRICULUM
HARVARD MANAGEMENTOR™ | SIMULATIONS | VIDEO
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CORE CURRICULUM READINGS
Core Curriculum Readings in Organizational Behavior cover the fundamental concepts,
theories, and frameworks that students must study. Authored by faculty at Harvard
Business School, Readings are approximately 20-30 pages each. Many also include
video clips and Interactive Illustrations that allow students to experiment and quickly
master complex theories. Teaching support includes a Teaching Note, exhibit slides,
and a list of related materials.
ƒƒ Decision Making Francesca Gino, Max H. Bazerman, Katherine Shonk #8383
ƒƒ Developing Your Managerial Career Linda A. Hill #8330
ƒƒ Leading Organizational Change Ryan Raffaelli #8324
ƒƒ Leading Teams Ethan S. Bernstein #8306
ƒƒ Negotiation Max H. Bazerman, Francesca Gino, Katherine Shonk #8408

MORE READINGS ARE FORTHCOMING. SEE THE ORGANIZATIONAL BEHAVIOR CORE CURRICULUM WEBPAGE
FOR THE LATEST UPDATES.

See more Core Curriculum Readings at hbsp.harvard.edu/corecurriculumob

CASES
Cases, slices of business life, focus on actual problems and decisions facing a company.
Students are challenged to put themselves in the protagonist’s place and suggest
business strategies, tactics, and solutions.

New Cases

Agoda: People Analytics and Business Culture (A)

When executives tried to transform Agoda’s recruitment, performance evaluation, and compensation
processes using data analytics, they faced challenges related to collecting, managing, and leveraging large
volumes of data. TN IVEY PUBLISHING #W17429

Amazon as an Employer
In 2015, a New York Times article portrayed Amazon as a ruthless employer. Some employees said they
found the culture invigorating, while others found it hard to manage. Could Amazon continue to thrive and
retain employees with this employee management strategy? TN IVEY PUBLISHING #W16106

Balancing Engagement and Innovation at Bharat Petroleum

Since 2000, Bharat Petroleum Corporation had hosted an internal competition called IDEAS. Each year,
several employees participated by submitting their innovative ideas to the competition—and many had
led to significant savings or improvements. By 2015, however, a degree of fatigue had set in. Was IDEAS an
innovation engine or a tool for employee engagement? How could the competition be transformed for the
future? TN IVEY PUBLISHING #W17237

TN Teaching Note Available hbsp.harvard.edu 1

Buffer.com
Since its inception, the social media company Buffer was committed to transparency as a core company
value. Buffer openly shared its business strategies, fundraising decks, and other company information,
and at one point even live-blogged its response to a cybersecurity attack. Having internally released
each employee’s salary and equity details with no pushback, the company now contemplated sharing
compensation information transparently with the general public. HARVARD BUSINESS SCHOOL #917019
Built on Grit: h.wood and John Terzian
John Terzian has built his L.A. restaurant and nightclub empire through grit, a trusting nature, and a
reliance on personal touch. This highly involved, time-intensive approach has attracted A-list celebrities to
his venues, but as he expands beyond L.A., Terzian must ensure that his personal strengths don’t become
weaknesses. TN GREIF CENTER FOR ENTREPRENEURIAL STUDIES-USC MARSHALL #SCG523

Die Mannschaft: How Germany Won the 2014 FIFA World Cup
After years of ups and downs, Germany won its fourth World Cup Championship in 2014. This case
examines the national team’s recent history and the changes they made to set themselves up for success.
HARVARD BUSINESS SCHOOL #416025

Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (A)
The president of Coca-Cola’s Turkish business is unexpectedly asked to assume management of 8
additional territories in Central Asia. Amid company changes, an agitated workforce, and rapidly unfolding
domestic and international events, Galya Frayman Molinas must make key decisions about her new unit’s
structure and the makeup of her leadership team. TN HARVARD BUSINESS SCHOOL #417068

Gravity Payments: $70,000 Minimum Salary Company

When CEO Dan Price announced a $70,000 minimum salary for all staff, the news went viral—sparking
debate in the media and controversy among clients and company leadership. TN IVEY PUBLISHING #W16013

Managing Diversity and Inclusion at Yelp

Yelp’s newly hired head of diversity and inclusion, Rachel Williams, must ensure that the company is
attracting and retaining a diverse, productive workforce and creating a welcoming environment for all
employees. The case puts students in Williams’ shoes and tasks them with proposing a set of changes to
help increase the diversity of Yelp’s workforce. TN HARVARD BUSINESS SCHOOL #918009

Moleskine (A)
This case describes the founding and growth challenges facing Moleskine, an Italian-based consumer
products company known for its oilcloth-covered notebooks. How can Moleskine expand its capabilities
while preserving its identity and creative culture? HARVARD BUSINESS SCHOOL #716407

SAP Design Thinking, Part A

This case follows the path of Sam Yen, chief design officer at SAP, on his quest to infuse design thinking into
the organization. Through a series of programs, Yen discovered that while employees of the multinational
expressed interest in leveraging design thinking in their work, they never seemed to follow through.
TN STANFORD UNIVERSITY #SM250A

Tony Hsieh at Zappos: Structure, Culture and Radical Change

In 2013, Zappos CEO Tony Hsieh decided to transition the company to a “holacracy”—a form of
organizational self-management with no hierarchical structures. But when Zappos employees did not
embrace holacracy as wholeheartedly as he had hoped, Hsieh decided to try a more radical approach.
TN INSEAD #IN1249

Turn the Ship Around! (A)

This 2-part case describes attempts to empower the crews of U.S. nuclear submarines. The case highlights
the strengths, weaknesses, and challenges of the empowerment process, which departs from the
traditional leader-follower leadership doctrine of the U.S. Navy.
TN ESMT—EUROPEAN SCHOOL OF MANAGEMENT AND TECHNOLOGY #ES1751

2 Organizational Behavior • 2019 *Reviews available to registered Educators

Working Cross Culturally: Forget “Business as Usual”
Sophia Tannis, a Europe-based manager at an American multinational, must solve a dispute with a local
competitor in Moscow. To solve the issue, Tannis can use formal channels, as expected by her bosses, or
employ a more informal, relationship-based approach, as her Russian counterpart recommends.
TN IVEY PUBLISHING #W17208

Popular Cases

Army Crew Team

Using objective, individual performance data, the coach of West Point’s crew team has put his top 8 rowers
in his first team and his second tier of rowers on his second team. But to his bewilderment, the second boat
continually beats the first in races. He attempts to determine the team dynamics causing these unexpected
results. Revised in 2004. TN HARVARD BUSINESS SCHOOL #403131

Barbara Norris: Leading Change in the General Surgery Unit

Nurse manager Barbara Norris has inherited an underperforming hospital unit, beset by a confrontational
culture; high turnover; and dissatisfied, unmotivated staff. How can she turn the unit around in the midst of
an economic crisis and deep budget cuts? TN HARVARD BUSINESS SCHOOL #409090
“This is a great case study that helps students get their arms around the requirement to
lead change … Students understand and relate well to the issues. It’s not too complex
and can be easily discussed and debated.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Erik Peterson at Biometra (A)

This case describes the problems facing a recent MBA graduate in his job as the general manager of a
medical device company. It raises issues of corporate divisional relationships and the difficulties facing
an inexperienced manager who seems to be receiving little support. This case is an updated version of an
earlier case (#494005). TN HARVARD BUSINESS SCHOOL #411031

The Fall of Enron

The case offers students an opportunity to explore why Enron failed and to understand the systemic
problems in governance that affected its board of directors, the audit committee, the external auditors,
and financial analysts. TN HARVARD BUSINESS SCHOOL #109039

Google’s Project Oxygen: Do Managers Matter?

Google’s Project Oxygen started with a fundamental question: do managers matter? The topic generated a
multi-year research project that led to a program, built around 8 key management attributes, designed to
help Google employees become better managers. This case shows how companies can use data-driven,
evidence-based approaches to improve the practice of management. TN HARVARD BUSINESS SCHOOL #313110

Mount Everest—1996
This case describes the May 1996 Mount Everest tragedy and examines the flawed decisions that climbing
teams made before and during the ascent. It covers group dynamics and behavior, crisis communication,
and crisis-influenced teamwork. TN HARVARD BUSINESS SCHOOL #303061
“My students found this case to be very interesting and thought provoking. Additionally,
the concepts and issues presented in this case prompted a natural discussion on the
kinds of challenges faced by leaders in business settings.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

TN Teaching Note Available hbsp.harvard.edu 3

Rob Parson at Morgan Stanley (A)
Rob Parson, a star producer in Morgan Stanley’s Capital Markets division, has generated substantial
revenues since being recruited from a competitor. But his performance review reveals that he is having
difficulty adapting to the firm’s culture. His manager, Paul Nasr, must decide whether to promote Parson to
managing director. TN HARVARD BUSINESS SCHOOL #498054
“This is a good case and can be used for teaching multiple topics. I used it to teach issues
involved in talent management, coaching and mentoring.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Wolfgang Keller at Konigsbrau-TAK (A)

Wolfgang Keller’s subordinate, Dmitri Bridsky, is a talented and experienced commercial director who is not
meeting his goals quickly enough and whose style is causing conflict with clients, staff members, and Keller
himself. What is the best course of action to take with this difficult employee? Revised in 2008.
TN HARVARD BUSINESS SCHOOL #498045

Find more Cases at hbsp.harvard.edu

Brief Cases

Rigorous and compact, Brief Cases from Harvard Business School present realistic
management challenges for students to discuss. Audio versions are available for select
Brief Cases to aid in student preparation.
Andrew Ryan at VC Brakes
Andrew Ryan’s excitement over a change initiative at VC Brakes turns to concern when organizational
challenges surface. A subsequent restructuring puts him on the wrong side of politics and he must decide
whether to leave or stay with the losing initiative. TN #913552

BoldFlash: Cross-Functional Challenges in the Mobile Division

Roger Cahill has spent less than a year as head of the Mobile Division of BoldFlash, a flash memory
component maker. Facing low morale and eroding margins, Cahill is under pressure to meet his next
challenge—reforming the product development process in an effort to save the division. TN #4438

C&S Wholesale Grocers: Self-Managed Teams

Rick Cohen, the CEO and president of C&S Wholesale Grocers, tries implementing the self-managed team
concept in his warehouse. Cohen wonders how such a concept could be implemented in the context of a
labor-intensive, unionized warehouse environment. TN #404025

Caroline Regis at Excel Systems

A vice president of manufacturing feels threatened when her new CEO advocates outsourcing. This case
illustrates the challenges that some high-potential employees face as their work context changes.
TN #915515

DRW Technologies
New procurement manager Ed Claiborne is assigned the task of cutting procurement costs and messaging
the news to the company—with interesting results. In this short but powerful case, students explore the
nature of assumptions; the multiple causes of an outcome; and best practices for email communication,
hiring, organizational socialization, change management, and action planning. The case is ideal for students
new to the case method. TN #916535

4 Organizational Behavior • 2019 *Reviews available to registered Educators

Jess Westerly at Kauflauf GmbH
Only months into her job, outsider Jess Westerly tries and fails to implement a change in field consultants’
sales call patterns. Westerly then presents an amended proposal to senior executives. If the plan is deemed
acceptable, she will be asked to implement it. TN #913527

Katherine Schuler at Boxes & Bins, Inc.

Katherine Schuler is on the verge of a promotion to the Boxes & Bins executive team, but she has serious
reservations about the company’s new cultural and strategic directions. TN #916501

Marie Jackson: Revitalizing Renfield Farms

Marie Jackson becomes CEO of Renfield Farms, a Vermont-based dairy and food company, during a period
of sluggish growth and organizational crisis. This case focuses on how Jackson engages and leads a senior
team in formulating a vision during a period of difficult change. TN #915555

Martha Rinaldi: Should She Stay or Should She Go?

Martha Rinaldi, an assistant product manager at Potomac Waters, a leading beverage company, is
frustrated by her relationships with her boss and a coworker. Rinaldi must decide whether to leave
Potomac for a standing job offer at another company or try to improve her current situation. TN #4310
“The length and topic are accessible to all students and allows for good discussion in
addition to exposing them to case analysis.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Robin Ash and Printzhof Press

As the new CEO of Printzhof Press, Robin Ash must transform Printzhof into a competitive 21st-century
educational publisher while maintaining its close-knit and collaborative culture. Along the way, she faces
resistance to change among many longtime employees. TN #913552

Ron Ventura at Mitchell Memorial Hospital

Star vascular surgeon Ron Ventura’s contract is up for renewal. He has improved the vascular surgery
practice and generated much new case flow, but he is also sharp-tongued, impatient, and abrasive. How
should his boss approach the upcoming performance feedback interview? TN #913572

Thomas Green: Power, Office Politics and a Career in Crisis

After a dream promotion, Thomas Green found himself at odds with his new boss on everything from work
styles to market trends. Green now believes that his boss is building a case to fire him. The case explores
issues of personal work styles and politics, power and influence, conflict resolution, and developing a
productive relationship with one’s boss. TN #2095
“Students love this case. I have been teaching it for some years.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Wendy Peterson
Wendy Peterson is a newly promoted vice president of sales at the Plano, Texas, office of AccountBack,
an accounting software and services company. Peterson hires Fred (Xing) Wu, whose access to Chinese
business leaders in Plano is valuable. Wu’s results are impressive, but Peterson has reservations about his
performance and their working relationship. TN #913560

Find more Brief Cases at hbsp.harvard.edu/briefcases ULTIMEDIA CASES

TN Teaching Note Available Audio Version Available hbsp.harvard.edu 5

Multimedia Cases

Available online, Multimedia Cases put students in the center of business dilemmas by
bringing concepts to life with animated charts, audio, and video segments.
Bridgewater Associates
Bridgewater Associates was the world’s largest hedge fund in mid-2012, and its leaders attribute its
performance to the firm’s culture of “radical transparency.” The case explores the unusual practices
that underpin Bridgewater’s culture. Students must examine to what extent the practices foster high
performance and debate the practices’ trade-offs. TN #413702

Burt’s Bees: Balancing Growth and Sustainability

Through video segments that detail Burt’s Bees’ transition from a small rural Maine shop to its acquisition
by the Clorox Company, students learn about the leadership challenges of balancing sustainable business
practices with fiscal growth objectives. TN #410704

Columbia’s Final Mission

This case chronicles Columbia’s final mission from the perspective of 6 key managers and engineers
associated with NASA’s Space Shuttle Program. It also provides an understanding of crisis management,
organizational decision making, and failure prevention. TN #305032
“This case provoked many good discussions among the graduate students in my decision-
making course. They discussed not only the technical issues in the case but also the
organizational culture ones.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Leadership, Culture, and Transition at lululemon

This case highlights the fundamental tensions that entrepreneurial companies and their leaders face when
going to scale: balancing rapid growth with the need to leverage their organizational architecture and
culture as the firm evolves. TN #410705
“Students truly enjoyed this case. ... The videos were well done and highly engaging.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Rogers, Stirk, Harbour and Partners

This multimedia case describes how an award-winning architectural studio known for its close-knit,
employee-oriented culture managed a complicated layoffs—or redundancies—process. The case includes
an interactive poll for students and debrief videos to show in class. TN IE BUSINESS SCHOOL #I0033E

Find more Multimedia Cases at hbsp.harvard.edu/elearning

ARTICLES
Articles from Harvard Business Review, HBR.org, and other renowned sources provide
up-to-the-minute ideas from the best business thinkers.

New Articles

Beyond the Holacracy Hype

Holacracy and other forms of self-management are often regarded as either revolutionary advancements
or naive, unrealistic experiments. Neither view is quite right. This article examines why these self-
organization structures have evolved and how they operate. HARVARD BUSINESS REVIEW #R1607B

6 Organizational Behavior • 2019 *Reviews available to registered Educators

Culture Is Not the Culprit
When organizations stumble, the prescription is usually to fix the culture. But culture is not something
you “fix.” Rather, cultural change is the result of new processes or structures put in place to tackle tough
business challenges. HARVARD BUSINESS REVIEW #R1604H

Diversity’s New Frontier: Diversity of Thought

Until now, diversity initiatives have focused primarily on fairness for marginalized or legally protected
groups. But the smartest organizations today are also embracing and harnessing a more nuanced type
of diversity: diversity of thought. ROTMAN MANAGEMENT MAGAZINE #ROT343

Embracing Agile
Having revolutionized information technology, agile innovation practices are spreading across a broad
range of industries and functions—and even into the C-suite. But most leaders still don’t really understand
agile. This article explains how to master the process that’s transforming management.
HARVARD BUSINESS REVIEW #R1605B

How to Build a Culture of Originality

To be truly innovative, organizations should build a culture of nonconformity. Leaders should give their
employees opportunities to generate many new ideas, have fellow innovators evaluate those ideas, and aim
to strike a balance between cohesion and dissent in the organization. HARVARD BUSINESS REVIEW #R1603H

The Leader’s Guide to Corporate Culture

Executives are often confounded by culture, because much of it is anchored in unspoken behaviors,
mindsets, and social patterns. But when properly managed, culture can help build organizations that will
thrive in even the most trying times. In this article, the authors describe 8 distinct culture styles and how
each one fits into an “integrated culture framework.” HARVARD BUSINESS REVIEW #R1801B

Manage Your Emotional Culture

Most companies pay little attention to emotional culture. But research shows that emotions influence
everything from employees’ creativity and decision making to their overall work quality and commitment.
This article explains how leaders can shape their organizations’ emotional culture for the better.
HARVARD BUSINESS REVIEW #R1601C

Managing for the Long Term

This Spotlight piece examines how a focus on maximizing shareholder value can threaten companies’
health and financial performance. Articles include “The Error at the Heart of Corporate Leadership,”
“The CEO View: Defending a Good Company from Bad Investors,” “The Board View: Directors Must Balance
All Interests,” and “The Data: Where Long-Termism Pays Off.” HARVARD BUSINESS REVIEW #R1703B

Managing the High-Intensity Workplace

Today’s “always available” workplace culture breeds a variety of dysfunctional behaviors. This article argues
that employees are more engaged and productive if they aren’t pressured to suppress their complicated,
multilayered identities. HARVARD BUSINESS REVIEW #R1606G

Restructure or Reconfigure?
The term “reorganization” encompasses 2 distinct change processes: restructuring and reconfiguration.
In this article, the authors examine how each of these affects organizational processes and performance.
They also recommend guidelines for choosing the right type of reorganization at the right time.
HARVARD BUSINESS REVIEW #R1702K

Stop the Meeting Madness

Poorly timed and badly run meetings have real consequences for organizations, including lower levels of
market share, innovation, and employment stability. In this article, the authors argue that real improvement
requires systemic change, not discrete fixes. HARVARD BUSINESS REVIEW #R1704C

TN Teaching Note Available hbsp.harvard.edu 7

What Everyone Gets Wrong About Change Management
Failed corporate transformations are usually attributed to execution—but often leaders misdiagnose what
changes need to be made in the first place. Before setting their change priorities, leaders should analyze
3 things: the catalyst for transformation, the underlying quest, and the leadership capabilities needed to
pursue it. HARVARD BUSINESS REVIEW #R1706D

Wicked-Problem Solvers
Companies increasingly rely on teams that span many industries for radical innovation, especially to solve
“wicked problems.” Based on a study of more than a dozen cross-industry innovation projects, author
Amy Edmondson has identified the leadership practices that make successful cross-industry teams work.
HARVARD BUSINESS REVIEW #R1606C

Popular Articles

Discipline of Teams
What is a team? How can managers know when the team option makes sense, and what can they do to
ensure team success? In this article, authors Jon Katzenbach and Douglas Smith answer these questions
and outline the discipline that defines a real team. HARVARD BUSINESS REVIEW #R0507P

Harnessing the Science of Persuasion

Contrary to what many people assume, persuasion is governed by basics principles that can be taught,
learned, and applied. Author Robert Cialdini describes 6 fundamental principles of persuasion and
suggests ways that leaders can apply them in their own organizations. HARVARD BUSINESS REVIEW #R0109D
“This article offers a complete perspective on persuasion that is not explored in
other material.”
REVIEW ON HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

How Leaders Create and Use Networks

Successful leaders foster a network of personal contacts to provide the support, feedback, and resources
needed to get things done. In this article, the authors identify 3 types of networks—operational, personal,
and strategic—and explain how they help leaders improve their performance.
HARVARD BUSINESS REVIEW #R0701C

How Will You Measure Your Life?

In this article, Harvard Business School’s Clayton M. Christensen explains how management and innovation
theories can be applied to help people lead better lives. HARVARD BUSINESS REVIEW #R1007B

Leading Change: Why Transformation Efforts Fail

In this classic article, author John Kotter outlines the 8 key errors that can doom transformational efforts
and explores the general lessons that encourage success. Realizing that change usually takes a long time,
says Kotter, can improve the chances of success. HARVARD BUSINESS REVIEW #R0701J
“Many of my students specifically mentioned this article as a ‘key takeaway’ from
the class.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Managing Oneself
Success in the modern knowledge economy depends on one’s ability to manage oneself. Author Peter
Drucker explains that, to keep themselves productive and fulfilled, workers need to cultivate a deep
understanding of their own strengths, tendencies, values, and goals. HARVARD BUSINESS REVIEW #R0501K

8 Organizational Behavior • 2019 *Reviews available to registered Educators

What Leaders Really Do
In this landmark article, John Kotter argues that management and leadership are different—but
complementary. Managers promote stability while leaders press for change, and only organizations that
embrace both sides of that contradiction can thrive in turbulent times. HARVARD BUSINESS REVIEW #R0111F

What Makes a Leader?

In this classic article, author Daniel Goleman maintains that there are direct ties between the chief
components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social
skills—and measurable business results. HARVARD BUSINESS REVIEW #R0401H

Find more Articles at hbsp.harvard.edu

BOOKS & CHAPTERS

Many academic titles from Harvard Business Review Press are now available as eBooks.
Each eBook title is available as a PDF and comes with a full-text Educator Copy available
to registered Educators on the Harvard Business Publishing Education website.

Books

An Everyone Culture: Becoming a Deliberately Developmental Organization

Deliberately Developmental Organizations weave employee development into the company’s operations,
routines, and conversations. This book describes how managers can build developmental cultures.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #14259

HBR Guide to Dealing with Conflict

Each day, workers must navigate an office full of competing interests, clashing personalities, limited time
and resources, and fragile egos. This book helps managers address interpersonal conflict professionally,
productively, and in a way that improves both their work and their relationships.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10068

HBR Guide to Delivering Effective Feedback

This book provides managers with practical advice and tips to transform any performance discussion—
from weekly check-ins to annual reviews—into an opportunity for growth and development.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10017

HBR Guide to Leading Teams

Dysfunctional teams are maddening—and sadly, they seem to be endemic to organizational life. This guide
uses practical exercises, guidelines for structured team conversations, and step-by-step advice to help
managers avoid common pitfalls and improve team performance.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #15039

HBR Guide to Office Politics

Employees need to work effectively with colleagues—even challenging ones—for the good of the
organization and their careers. This book offers guidance on building relationships with difficult people,
gaining allies and influence, wrangling resources, moving up without ruffling feathers, avoiding power
games and petty rivalries, and claiming credit when it is due.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #13989

TN Teaching Note Available hbsp.harvard.edu 9

Innovative Teams
Fostering creativity within teams can help to solve problems, create innovative products, break into
markets, and even communicate and collaborate more effectively. This book explains how to create the
right environment for inventive thinking, build a diverse team, generate new ideas, and ensure those ideas
get implemented. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #15034

The Open Organization: Igniting Passion and Performance

Red Hat CEO Jim Whitehurst shows how open principles of management—based on transparency,
participation, and community—can reinvent the organization for a fast-paced, connected era.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #13980

ReOrg: How to Get It Right

Most reorganizations inspire fear and anxiety among employees, tax senior-management time and
attention, and fail on multiple dimensions. But this doesn’t have to be the case. This book demystifies the
reorg process and presents a practical guide for successful planning and implementation.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10072

Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos
In Smart Collaboration, author Heidi K. Gardner shows that professional service firms earn higher margins,
inspire greater client loyalty, attract better talent, and gain a competitive edge when specialists collaborate
across functional boundaries. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10001

Stop Spending, Start Managing: Strategies to Transform Wasteful Habits

Efforts to solve complex problems often drain time and money without truly resolving anything. In this
book, the authors explain 5 traps that lead to this wasteful “action without traction” and recommend ways
to avoid them. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10734

Why Should Anyone Work Here?: What It Takes to Create an Authentic Organization
To be successful, leaders must design organizations to attract the right people, keep them, and inspire
them to do their best work. Using vivid examples, this book illustrates the kind of strong, attractive
workplace culture that leads to sustained high performance.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #13959

Wiser: Getting Beyond Groupthink to Make Groups Smarter

Authors Cass Sunstein and Reid Hastie explain the distinct problems that groups encounter when making
decisions as well as provide straightforward methods and advice for making groups smarter.
AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #2299

Chapters

Becoming a Team Player: Your Most Important Assignment

A team is only as strong as the collective performance of those involved, with each team member needing
to be committed, collaborative, and competent. This chapter examines what it means to be an effective
team player. FROM Harvard Business Essentials: Creating Teams with an Edge, HARVARD BUSINESS REVIEW PRES #7010BC

Creativity and Creative Groups: Two Keys to Innovation

Encouraging creativity is key to successful innovation. This chapter debunks myths about creativity and
discusses the role of individual creativity and creative groups. It also offers 6 steps employees can take to
be more creative themselves and encourage creativity in their work groups.
FROM Harvard Business Essentials: Managing Creativity and Innovation, HARVARD BUSINESS REVIEW PRESS #7256BC

10 Organizational Behavior • 2019 *Reviews available to registered Educators

Organizational Capacity for Change Dimension 5: Systems Thinking
This chapter focuses on the 5th of 8 dimensions of organizational capacity for change: systems thinking.
The author explains the concept of systems and explores methods for navigating through them. The
chapter also covers the relationship between systems thinking and organizational change, organizational
learning “delusions,” and practices for building systems thinking within organizations.
FROM Building Organizational Capacity for Change, BUSINESS EXPERT PRESS #BEP083

The Theory Behind the Practice: A Brief Introduction to the Adaptive Leadership Framework
The world is changing, and the challenges of adapting and remaining competitive are urgent. Leaders must
be equipped to handle adaptive challenges and build the adaptive capacity of their organizations. This
chapter offers an introduction to the theory of adaptive leadership.
FROM The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World,
HARVARD BUSINESS REVIEW PRESS #3241BC

What Is Leadership?: The CEO’s Role in Larger, Complex Organizations

In this chapter, Michael E. Porter and Nitin Nohria present the results of their in-depth study of the CEO’s
role in the context of large, complex organizations. They identify several core functions that CEOs must
fulfill, as well as the constraints placed upon them, and describe how CEOs can work effectively within
these constraints.
FROM Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium,
HARVARD BUSINESS REVIEW PRESS #6151BC

Find more Books and Chapters at hbsp.harvard.edu/books-chapters

SIMULATIONS
Online simulations present real-world management challenges for students and
encourage classroom interaction and discussion. Results are available immediately for
a comprehensive debrief session. All simulations include a detailed Teaching Note.
Change Management: Power and Influence V2
In the second release of this single-player simulation, students face the challenge of implementing an
enterprise-wide, strategic change initiative. To understand how power and influence affect the ability to
bring change to an organization, students take the role of a middle manager or the CEO at a manufacturing
firm considering adopting a sustainability program. Students choose among up to 18 change levers as they
attempt to move members of the organization from awareness to adoption. TN SEAT TIME: 90 MINUTES #4345
“This simulation was a very useful exercise to not only try out different types of influence
levers, but also to explore how to effectively time and sequence those efforts as well—all
in the context of a major organizational change initiative.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Global Collaboration Simulation: Tip of the Iceberg

This online simulation teaches students about the challenges of global collaboration and leading global
teams. Communicating via chat, teams of 4 or 5 students work together to prepare a venture capital
presentation. Students are assigned the role of a native English speaker or a nonnative English speaker, and
the 2 sides quickly realize how communication challenges between them can interfere with work goals.
TN SEAT TIME: 30-60 MINUTES #7101

UPDATED! Leadership and Team Simulation: Everest V3

In this award-winning simulation, students learn group dynamics and leadership through the dramatic
setting of a Mount Everest expedition. Students are assigned 1 of 5 roles on a team of hikers; as they
attempt a climb to the summit, they must reach individual goals while also sharing information to maximize

TN Teaching Note Available hbsp.harvard.edu 11

group achievement. The new version of the simulation retains the same core experience and learning
objectives while featuring a new design, more flexibility for different class sizes, new team challenges,
and other new features for students and faculty.
TN SEAT TIME: 90 MINUTES #8867 *ALSO AVAILABLE IN SPANISH #7000-HTM-SPA

“Excellent tool to observe the leadership and teamwork in action. Participants get really
involved in the simulation and they behave like in a real life experience.”
REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

New Venture Simulation: The Food Truck Challenge

In this online simulation, students work in small teams to try to run a successful food truck. Teams attempt
to maximize profit over several simulated weeks while considering the trade-offs between analysis,
experimentation, and scale. The simulation teaches students about the value of learning by doing,
prototyping, and willingness to fail. It is ideal for discussions of innovation, product development, design
thinking, team learning, lean startup, marketing, and organizational learning. TN SEAT TIME: 30 MINUTES #7201

Organizational Behavior Simulation: Judgment in a Crisis

In this single-player simulation, students must respond to a high-stakes product crisis. Matterhorn Health
has launched the GlucoGauge blood glucose monitor with high expectations, but customers are reporting
accuracy problems with the device. Acting as product managers, students receive a rapid series of emails,
video messages, and voicemails about the problem. They must quickly process this information, assess
the situation, and make recommendations about how to respond. Created by Michael A. Roberto, the co-
author of Leadership and Team Simulation: Everest, this simulation explores cognitive bias and decision-
making during a crisis. TN SEAT TIME: 60 MINUTES #7077

NEW! Organizational Behavior Simulation: Leveraging Networks

This fast-paced group simulation teaches students about the structural properties of social networks.
Students are placed into networks of 7 to 10 players, with the goal of obtaining certain key resources from
other members of their network. Students can trade and communicate only with people they are directly
connected to, and some will have more advantageous network positions than others. This immersive
exercise teaches students about network structures and properties, social capital, reciprocity, and the
power of networking. TN SEAT TIME: 20 MINUTES #8682

Find more Simulations at hbsp.harvard.edu/simulations

TEACHING GUIDES

Case Startup Kit

The Case Startup Kit recommends cases ideal for teaching as a “first case” for aspiring case teachers, with
cases selected for their brevity, ease of use, and teachability. Each case comes with a Teaching Note.

CASES FOR ORGANIZATIONAL BEHAVIOR INCLUDE:

ƒƒ Coach K: A Matter of the Heart #406044
ƒƒ Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) #409003
ƒƒ Medisys Corp.: The IntensCare Product Development Team #4059
ƒƒ RL Wolfe: Implementing Self-Directed Teams #4063
ƒƒ Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant #2189

Find more Case Startup Kit selections at hbsp.harvard.edu/casestartupkit

12 Organizational Behavior • 2019 *Reviews available to registered Educators

Course Modules
Course Modules offer a road map to the best teaching materials, with recommendations on how to
organize them. Each module suggests 4 to 6 items plus alternate options.

POPULAR MODULES IN ORGANIZATIONAL BEHAVIOR INCLUDE:

ƒƒ Interpersonal Relationships
ƒƒ Leading Change
ƒƒ Leading Teams
ƒƒ Organizational Culture
ƒƒ Organizational Structure

Find more Course Modules at hbsp.harvard.edu/coursemodules

HARVARD MANAGEMENTOR™
Delivered entirely online, Harvard ManageMentor™ is the leading business reference from business experts,
featuring 44 self-paced modules that address the full spectrum of management issues. Many modules are
also available in Spanish, Portuguese, Mandarin, and French.

MODULES IN ORGANIZATIONAL BEHAVIOR INCLUDE:

ƒƒ Career Management #9005 ƒƒ Persuading Others #9036
ƒƒ Difficult Interactions #9014 ƒƒ Stress Management #9045
ƒƒ Diversity #9017 ƒƒ Team Leadership #9046
ƒƒ Feedback Essentials #9019 ƒƒ Team Management #9048
ƒƒ Global Collaboration #9021 ƒƒ Virtual Teams #9050
ƒƒ Leading and Motivating #9027

Find more Harvard ManageMentor™ modules at hbsp.harvard.edu/hmm

VIDEO SHORTS
These free, short videos are all under 10 minutes long and illustrate a case’s central learning objective. The
streaming video is available to registered Premium Educators at hbsp.harvard.edu.

CASES WITH VIDEO SHORTS INCLUDE:

ƒƒ Anne Mulcahy: Leading Xerox Through the Perfect Storm (A) #405050
ƒƒ Habitat for Humanity—Egypt #307001
ƒƒ King Arthur Flour #407012
ƒƒ Leadership in Law: Amy Schulman at DLA Piper #407033
ƒƒ Marie Trellu-Kane at Unis-Cite (A) #407106
ƒƒ One Firm One Future at Davis Langdon (A) #411006

Find more cases with Video Shorts at hbsp.harvard.edu/videoshorts

TN Teaching Note Available hbsp.harvard.edu 13

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which provide additional discounts on course 6. Students access the URL and
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