Photo of Martine Haas

Martine Haas

Associate Professor

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
Email: mrhaas@wharton.upenn.edu
Office: (215) 746-1973
Office Fax: (215) 898-0401

Overview

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 scholarly journals including the Academy of Management Journal, Administrative Science Quarterly, Management Science, Organization Science, and the Strategic Management Journal. Her academic research has received 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.

Research


  • Martine Haas, J. Cummings (Working), Which Differences Matter Most? A Person-Position Framework for Understanding Knowledge Seeking in Multinational Teams.
  • P. Criscuolo, Martine Haas, G. George (Working), With Whom Do I Share? The Effects of Skill Complementarity and Observability on Knowledge Exchange in Electronic Communities of Practice.
  • Martine Haas, Wendy Ham (Working), Peripheral Knowledge and Innovation in Work Groups: The Relevance of Irrelevant Knowledge.
  • 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.    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, 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

  • Extraordinary Service to the Editorial Review Board, Organization Science, 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 

Courses

Current

  • MGMT101 - Introduction To Management

    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.

    MGMT101001  ( Syllabus

    MGMT101002  ( Syllabus

    MGMT101003  ( Syllabus

Previous

  • MGMT101 - Introduction To Management

    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.

  • MGMT953 - Seminar on Research Methods

    This is an introductory doctoral seminar on research methods in management. We examine basic issues involved in conducting empirical research for publication in scholarly management journals. We start by discussing the framing of research questions, theory development, the initial choices involved in research design, and basic concerns in empirical testing. We then consider these issues in the context of different modes of empirical research (including experimental, survey, qualitative, archival, and simulation). We discuss readings that address the underlying fundamentals of these modes as well studies that illustrate how management scholars have used them in their work, separately and in combination.