Martine Haas

Martine Haas
  • The Lauder Professor
  • Professor of Management
  • Anthony L. Davis Director, Joseph H. Lauder Institute for Management & International Studies

Contact Information

  • office Address:

    Lauder 212
    256 S37th St
    Philadelphia, PA 19104

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

Links: CV, All course related inquiries: mgmt-courseinfo@wharton.upenn.edu

Overview

Professor Martine Haas is the Lauder Professor and Professor of Management at the Wharton School, and the Anthony L. Davis Director of the Joseph H. Lauder Institute for Management and International Studies at the University of Pennsylvania (https://lauder.wharton.upenn.edu/the-faculty/)

She received her Ph.D. in Organizational Behavior from Harvard University, an M.A. in Sociology from Harvard University, an M.A. in International Relations from Yale University, and a B.A. in Human Sciences from Oxford University. Before joining the Wharton School in 2007, she served as a faculty member at Cornell University’s School of Industrial & Labor Relations and as a visiting faculty member 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 Temple/AIB Best Paper Award.

She has 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 has also  served on the Editorial Review Boards of the Academy of Management Review, Administrative Science Quarterly, Journal of International Business Studies, and Organization Science, and as an Associate Editor for the 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 led an annual trip to South Africa for 50+ executive MBA students for several years, and currently leads the Wharton Global Faculty Development Program, which trains management scholars from around the world. She has worked for McKinsey & Company in London and for the international aid agency Oxfam, and advised a range of organizations including the World Bank, the BBC, and the Tate Gallery of Modern Art.

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Research

  • 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.

  • 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.

  • 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, pp. 273-298.

Teaching

Current Courses

  • MGMT101 - Intro To Management

    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.

    MGMT101001

    MGMT101002

    MGMT101003

Past Courses

  • MGMT101 - INTRO TO MANAGEMENT

    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.

  • MGMT953 - SEM RES 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.

Awards and Honors

  • Wharton Teaching Excellence Award, Spring, 2018
  • Wharton Teaching Contributions Award, Spring, 2019
  • European Academy of Management Best Paper Award, 2018
  • Associate Editor, Academy of Management Journal, 2013-2016
  • Extraordinary Service to the Editorial Review Board, Organization Science, 2014
  • Associate Editor, Journal of Organization Design, 2012-2013
  • Extraordinary Service to the Editorial Review Board, Organization Science, 2013
  • 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
  • International Relations Award for Academic Excellence, Yale University, 1993

In the News

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

Knowledge @ Wharton

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Latest Research

Martine Haas and M. Mortensen (2018), Rethinking Teams: From Bounded Membership Groups to Dynamic Participation Hubs, Organization Science, 29, pp. 341-355.
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