Research Interests: global collaboration, human & intellectual capital, information technology use, knowledge sharing, teamwork
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 has recently served 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 lead an annual trip to South Africa for 70+ executive MBA students for the past 3 years. 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 and M. Mortensen (2018), Rethinking Teams: From Bounded Membership Groups to Dynamic Participation Hubs, Organization Science, 29, pp. 341-355.
Prithwiraj Choudhury and Martine Haas (2018), Scope versus Speed: Team Diversity, Leader Experience, and Patenting Outcomes for Firms, Strategic Management Journal, 39, pp. 977-1002.
Martine Haas and Jonathon Cummings (2017), Team Innovation Cycles, Handbook of Group and Organizational Learning (L. Argote & J. Levine, eds), Forthcoming.
Martine Haas and M. Mortensen (2016), The Secrets of Great Teamwork, Harvard Business Review, June Issue, pp. 70-76.
J. Birkinshaw and Martine Haas (2016), Increase Your Return on Failure, Harvard Business Review, May issue, pp. 88-93.
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), pp. 377-393.
X. Zhu, J. N. Cummings, Martine Haas, An Integrative Conceptualization of Group Expertise: Depth, Interpersonal Breadth, and Intrapersonal Breadth.
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), pp. 680-711.
Martine Haas and 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, pp. 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), pp. 649-657.
We all spend much of our lives in organizations. Most of us are born in organizations, educated in organizations, and work in organizations. Organizations emerge because individuals can't (or don't want to) accomplish their goals alone. Management is the art and science of helping individuals achieve their goals together. Managers in an organization determine where their organization is going and how it gets there. More formally, managers formulate strategies and implement those strategies. This course provides a framework for understanding the opportunities and challenges involved in formulating and implementing strategies by taking a "system" view of organizations,which means that we examine multiple aspects of how managers address their environments, strategy, structure, culture, tasks, people, and outputs, and how managerial decisions made in these various domains interrelate. The course will help you to understand and analyze how managers can formulate and implement strategies effectively. It will be particularly valuable if you are interested in management consulting, investment analysis, or entrepreneurship - but it will help you to better understand and be a more effective contributor to any organizations you join, whether they are large, established firms or startups. This course must be taken for a grade.
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.
When you work for a multinational business, you often have to share information with co-workers around the world. But that frequently doesn't work as well as it could.Knowledge @ Wharton - 2015/09/24