There’s No “You” in Team: How a Word Swap Defuses Workplace Conflict
New Columbia Business School Study Shows Pronoun Use Influences Receptiveness In Conflict-Laden Interactions
New Columbia Business School Study Shows Pronoun Use Influences Receptiveness In Conflict-Laden Interactions
The former CEO of AT&T Business shares why inclusive leadership is critical for creating lasting transformational change.
Use of AI tools like ChatGPT can impact whether hiring managers can assess true expertise via resumes and cover letters, new Columbia Business School research reveals
As calls for accountability in corporate diversity, equity, and inclusion grow louder, a new Columbia Business School study explores which companies disclose diversity goals, why the timing of those disclosures matters, and which types of goals are seen as more credible.
Professors Stephan Meier and Todd Jick share their latest insights on how AI is reshaping the workplace and transforming the future of work, and why a human-centric approach is key to success.
Despite equal representation in MBA programs, women remain underrepresented in US private equity. A report by Professor Michael Ewens finds that achieving gender parity requires firms to attract, retain, and promote more women and offers strategies to support this goal.
The gender wage gap partly stems from men and women selecting different types of jobs. A Columbia Business School study explores how the importance of meaning at work influences career choices differently for men and women.
New Research Puts Fortune 500 Companies Under the Microscope, Measuring How Black Consumers Perceive Corporate Dedication to Allyship
Professor Abrahamson studies the creation, spread, use and rejection of innovative techniques for managing organizations and their employees. He is best known for his work on fads and fashions in management techniques. He is also an expert on the management of organizational change. He has explored the topic of change management in Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout (Harvard Business School Press, 2005), which won a Best Book of the Year award from Strategy and Business.
Wei Cai joined Columbia University in 2020. Her research interests revolve around management accounting, organizational culture, and diversity and inclusion. Her research broadly investigates how to measure and manage key organizational capital. For example, she examines how corporate leaders and managers can deliberately design and shape organizational culture, and improve organizational outcomes through innovative management control systems. She uses multiple research methods including statistical analyses of archival data sources, field experiments, and surveys.
Professor Feldberg served as Dean of Columbia Business School for 15 years from 1989 to 2004. He is currently on leave of absence serving as a Senior Advisor to Morgan Stanley. He has been a visiting professor at the Cranfield School of Management in England, the Sloan School of Management at Massachusetts Institute of Technology and at INSEAD in France. After graduating from Columbia, Professor Feldberg was employed by B. F. Goodrich Company in Akron, Ohio. In 1972, he was appointed dean of the University of Cape Town's Graduate School of Business.
Bruce Kogut is the Sanford C. Bernstein & Co. Professor of Leadership and Ethics at Columbia Business School. He teaches courses on Governance, Governance and Ethics, and Business Strategies and Solving Social Problems. He has taught in executive programs in the US, Europe, and China.
Hitendra Wadhwa is an Adjunct Professor of Business at Columbia Business School and founder of the Mentora Institute. He teaches Columbia's most popular MBA leadership class on Personal Leadership & Success. He also teaches MBA and Executive Education programs on Driving Strategic Impact and Leading from the Inside Out, and has received the Executive-MBA Commitment to Excellence Award, the Dean's Award for Teaching Excellence, the Lear Award for Service to Students, and the Columbia Marketing Association Award for the Most Dynamic and Engaging Professor.
Modupe Akinola is the Barbara and David Zalaznick Professor of Business at Columbia Business School and Faculty Director the Bernstein Center for Leadership and Ethics. Prior to pursuing a career in academia, Professor Akinola worked in professional services at Bain & Company and Merrill Lynch. Professor Akinola examines how organizational environments- characterized by deadlines, multi-tasking, and other attributes such as having low status- can engender stress, and how this stress can have spill-over effects on performance.
Gaia Marchisio, Ph.D., is a family-enterprise researcher, consultant, educator, speaker, and writer with 25+ years of impact across global family enterprises, academic institutions, corporations, public-sector organizations, and others.
Shai Davidai is Assistant Professor in the Management Division of Columbia Business School. His research examines people’s everyday judgments of themselves, other people, and society as a whole. He studies the psychological forces that shape, distort, and bias people’s perceptions of the world and their influence on people’s judgments, preferences, and choices. His topics of expertise include the psychology of judgment and decision making, economic inequality and social mobility, social comparisons, and zero-sum thinking.
Stephan Meier is currently the chair of the Management Division and the James P. Gorman Professor of Business at Columbia Business School. He holds a PhD in Economics from the University of Zurich, was previously a senior economist at the Center for Behavioral Economics and Decision-Making at the Federal Reserve Bank of Boston and taught courses on strategic interactions and economic policy at Harvard University and the University of Zurich. His research interest is in behavioral strategy.
Brad Aspel teaches MBA courses on Leadership Communication and is one of the Executive Coaches for the Executive Education program's Columbia Management Institute (CMI). He also teaches workshops on Communication & Presentation skills. Brad started his career as an actor (including five Broadway shows) and theatrical director with a particular focus on developing talent. He worked in Media & Entertainment for multiple companies with a focus on Children's Entertainment products.
Paul Ingram is the Kravis Professor of Business at the Columbia Business School. He has received Columbia’s highest recognition for teaching, the Presidential Award for Excellence in Teaching, as well as the Dean’s Award for Teaching Excellence, and thirteen teaching awards voted by graduating students at Columbia and Cornell Universities. He was the first professor from the Columbia Business School to serve as a Provost’s Senior Faculty Teaching Scholar, a role at Columbia University for exceptional teachers who are also distinguished researchers.
Michael Slepian is the Sanford C. Bernstein & Co. Associate Professor of Leadership and Ethics in the Management Division of Columbia Business School. His program of research examines secrecy and trust. He studies the psychology of secrets and how keeping secrets affects two important variables that govern social and organizational life: trust and motivation. He has studied the consequences of keeping secrets, including how they change our behavior, judgments and actions.
INSPIRE presents three novel insights about leadership, and about human nature more broadly.
Social movements are catalysts for crucial institutional changes. To succeed, they must coordinate members’ views (consensus building) and actions (mobilization). We study union leaders within Myanmar’s burgeoning labor movement. Union leaders are positively selected on both ability and personality traits that enable them to influence others, yet they earn lower wages. In group discussions about workers’ views on an upcoming national minimum wage negotiation, randomly embedded leaders build consensus around the union’s preferred policy.
In an ever-shifting work landscape, leaders can no longer ignore their most overlooked stakeholders—their employees.
In a data economy, transactions of goods and services generate data, which is stored, traded and depreciates. How are the economics of this economy different from traditional production economies? How do these differences matter for measurement of GDP, firm values, depreciation rates, welfare and externalities? We incorporate active experimentation and data as an
We study whether, and how, managers can increase government productivity in the context of public health provision. Using novel data from public hospitals in Chile, we document that top managers (CEOs) account for a significant amount of variation in hospital mortality. Using a difference-in-differences design, we show how the introduction of a competitive selection system for recruiting public hospital CEOs reduced hospital mortality by approximately 7%. The effect is not explained by a change in patient composition and is robust to several alternative explanations.
Nearly everyone keeps secrets, but only recently have we begun to learn about the secrets people keep in their everyday lives and the experiences people have with their secrets. Early experimental research into secrecy sought to create secrecy situations in the laboratory, but in trying to observe secrecy in real time, these studies conflated secrecy with the act of concealment. In contrast, a new psychology of secrecy recognizes that secrecy is far more than biting our tongues and dodging others’ questions.
Due to the Covid-19 pandemic, many employees have spent a considerable amount of time being forced to work from home (WFH). We draw on the Job Demands-Resources (JD-R) model and self-affirmation theory to study how the anticipation of returning to the physical workplace affects work engagement and burnout. We assumed that employees are conflicted about returning to work (RTW). Whereas they may look forward to RTW they also appreciate aspects of WFH which would have to be foregone.
Although organizations increasingly seek to communicate allyship with the Black community, their ally statements can receive vastly different responses from Black observers. We develop and test a theoretical model outlining key drivers of allyship evaluations among these perceivers. Drawing from signaling theory and integrating insights from the literature on identity safety, we reveal the costliness and consistency of ally statements as critical determinants of Black perceivers’ evaluations of organizations as allies.
In response to increasing societal divisions, an extensive literature has emerged examining the construct of receptiveness. This literature suggests that signaling receptiveness to others confers a variety of interpersonal benefits, such as increased persuasiveness. How do people signal their receptiveness to others? The current research investigates whether one of the most fundamental aspects of language—pronoun use—could shape perceptions of receptiveness.