Photo of Martine Haas

Martine Haas

Associate Professor of Management

Research Interests: global collaboration, teamwork, knowledge sharing, information technology use, human & intellectual capital

Links: CV

Contact Information

Address: 2024 SHDH, 3620 Locust Walk, Philadelphia, PA 19104
Office: (215) 746-1973
Office Fax: (215) 898-0401


Professor Martine Haas received her Ph.D. in Organizational Behavior from Harvard University, an M.A. in International Relations from Yale University, and a B.A. in Human Sciences from Oxford University. She is an Associate Professor of Management at the University of Pennsylvania’s Wharton School. Previously, she served as an assistant professor at Cornell University’s School of Industrial & Labor Relations, and as a visiting professor at London Business School.

Professor Haas’s work focuses on collaboration in global, knowledge-intensive organizations. Her research and teaching interests include global teams, knowledge sharing, information technology use, managing human capital, implementing strategic capabilities, field research methods, and the sociology & social psychology of organizations. She has published articles in leading academic and practitioner journals including the Academy of Management Journal, Administrative Science Quarterly, Management Science, Organization Science, Strategic Management Journal, and Harvard Business Review. Her research has received prestigious scholarly awards including the Academy of Management’s William H. Newman Award for outstanding dissertation-based research and the Academy of International Business’s Best Paper Award.

She currently serves as an Associate Editor for the Academy of Management Journal and on the Executive Committee of the Organization & Management Theory Division of the Academy of Management. She also currently serves or has recently served on the Editorial Review Boards of the Administrative Science Quarterly, Journal of International Business Studies, and Organization Science, and as an Associate Editor for the new Journal of Organizational Design.

Professor Haas is an award-winning teacher who has taught courses in global strategy, general management, and organizational behavior to executives, PhD students, MBA students, and undergraduates. She has worked for McKinsey & Company in London and for the international aid agency Oxfam, and as a consultant to a range of organizations including the World Bank, the BBC, and the Tate Gallery of Modern Art.


  • Martine Haas, M. Mortensen (2016), The Secrets of Great Teamwork, Harvard Business Review, June Issue.
  • J. Birkinshaw, Martine Haas (2016), Increase Your Return on Failure, Harvard Business Review, May issue.
  • G. George, C. Corbishley, J. Khayesi, Martine Haas, L. Tilhanyi (2016), From the Editors: Bringing Africa In: Promising Directions for Management Research, Academy of Management Journal, 59 (2), 377 - 393.
  • X. Zhu, J. N. Cummings, Martine Haas (2016), An Integrative Conceptualization of Group Expertise: Depth, Interpersonal Breadth, and Intrapersonal Breadth, Handbook of Group and Organizational Learning (L. Argote & J. Levine, eds), forthcoming.
  • Martine Haas, P. Criscuolo, G. George (2015), Which Problem to Solve? Online Knowledge Sharing and Attention Allocation in Organizations, Academy of Management Journal, 58 (3), 680 - 711.
  • Martine Haas, W. Ham (2015), Microfoundations of Knowledge Recombination: Peripheral Knowledge and Breakthrough Innovation in Teams, Advances in Strategic Management (Special Issue on Cognition & Strategy, edited by W. Ocasio and G. Gavetti), 32, 47 - 87.
  • D. Van Knippenberg, L. Dahlander, Martine Haas, G. George (2015), From the Editors: Information, Attention, and Decision Making, Academy of Management Journal, 58 (3), 649 - 657.
  • A.C. Edmondson, Martine Haas, J. Macomber, T. Zuzul (2015), The Role of Megaprojects and Multiplier Firms in Leading Change for Sustainability, Leading Sustainable Change: An Organizational Perspective (R. Henderson, R. Gulati, & M. Tushman, eds.), Chapter 11, 273 - 298.
  • Martine Haas, J. N. Cummings (2015), Barriers to Knowledge Seeking within MNC Teams: Which Matter Most?, Journal of International Business Studies, 46 (1), 36 - 62.
  • G. George, Martine Haas, A. Pentland (2014), From the Editors: Big Data and Management, Academy of Management Journal, 57 (2), 321 - 326.
  • J. Cummings, Martine Haas (2012), So Many Teams, So Little Time: Time Allocation Matters in Geographically Dispersed Teams, Journal of Organizational Behavior, 33, 316 - 341.    Abstract
  • Martine Haas (2010), The Double-Edged Swords of Autonomy and External Knowledge: Team Effectiveness in a Multinational Organization, Academy of Management Journal, 53: 989-1008.    Abstract
  • Martine Haas, S. Park (2010), To Share or Not to Share? Reference Group Norms and Information Withholding Among Life Scientists, Organization Science, 21: 854-872.    Abstract
  • Martine Haas, M. Banerjee (2008), Transnational Teams in Knowledge-Intensive Organizations, Handbook of 21st Century Management, 2, 34 - 43. Sage Publications.    Abstract
  • Martine Haas, M. T. Hansen (2007), Different Knowledge, Different Benefits: Toward a Productivity Perspective on Knowledge Sharing in Organizations, Strategic Management Journal, 28: 1133-1153.    Abstract
  • Martine Haas (2006), Knowledge Gathering, Team Capabilities, and Project Performance in Challenging Work Environments, Management Science, 52: 1170-1184.    Abstract
  • Martine Haas (2006), Acquiring and Applying Knowledge in Transnational Teams: The Roles of Cosmopolitans and Locals, Organization Science, 17: 313-332.    Abstract
  • Martine Haas, M. T. Hansen (2005), When Using Knowledge Can Hurt Performance: An Empirical Test of Competitive Bidding in a Management Consulting Company, Strategic Management Journal, 26: 1-24.    Abstract
  • Martine Haas (2005), Cosmopolitans and Locals: Status Rivalries, Deference, and Knowledge in international Teams. In E.A. Mannix, M.A. Neale, and M.C. Thomas-Hunt (eds), Research on Managing Groups and Teams, 7: 201-227.    Abstract
  • M. Orenstein, Martine Haas (2005), Globalization and the Development of Welfare States in Central and Eastern Europe. In M. Glatzer and D. Rueschemeyer (eds), Globalization and the Development of Welfare States    Abstract
  • M. T. Hansen, Martine Haas (2001), Competing for Attention in Knowledge Markets: Electronic Document Dissemination in a Management Consulting Company, Administrative Science Quarterly, 46: 1-28.    Abstract

Awards And Honors

  • Associate Editor, Academy of Management Journal, 2014
  • Extraordinary Service to the Editorial Review Board, Organization Science, 2013
  • Associate Editor, Journal of Organization Design, 2013-2014
  • Extraordinary Service to the Editorial Review Board, Organization Science, 2012
  • Journal of Organizational Behavior Award for Best Paper Published in 2012 - runner up, 2012
  • University of Pennsylvania Greek Week Undergraduate Teaching Certificate of Excellence, Spring, 2012
  • Wharton MBA Core Teaching Award (“Goes Above and Beyond the Call of Duty"), Spring, 2011
  • Best Reviewer Award, Academy of International Business, 2010
  • Temple/AIB Best Paper Award, Academy of International Business, 2010
  • Carolyn Dexter Best International Paper Award - finalist, Academy of Management, 2008
  • Haynes Prize for the Most Promising Scholar Under 40 - finalist, Academy of International Business, 2008
  • Cummings Scholar Award for Early/Mid-Career Achievement - finalist, Academy of Management, 2006
  • William H. Newman Award for Best Paper based on a Dissertation, Academy of Management, 2005
  • George S. Dively Award for Outstanding Academic Performance, Harvard University, 2001

In The News

  • Research Roundup: Cross Subsidization at Hospitals, Building Better Teams and the Alcohol Bias, Knowledge@Wharton  -  07/18/2012 



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    This course is an introduction to the critical management skills involved in planning, structuring, controlling and leading an organization. It provides a framework for understanding issues involved in both managing and being managed, and it will help you to be a more effective contributor to organizations that you join. We develop a "systems" view of organizations, which means that we examine organizations as part of a context, including but not limited to environment, strategy, structure, culture, tasks, people and outputs. We consider how managerial decisions made in any one of these domains affect decisions in each of the others.