Professor Margaret Neale studies teams and networks.
- Winners Don't Take All
(CD-ROM available for purchase)
Professor Margaret Neale
- Summer Institute for Entrepreneurship
- Leading Change and Organizational Renewal executive program
- Managing Teams for Innovation and Success executive program
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Hot Topics
Teams & Networks
Little in business is accomplished without collaboration. Success is often a team effort and the effectiveness of individuals can be increased by the networks they have at their disposal. Research by Business School faculty probes topics such as global teams that meet in cyberspace or how talking to people you don't know well may increase your effectiveness.
Research on Teams and Networks
People in the Minority May Know Themselves Better
One benefit of knowing you're in the minority is a clearer sense of self, says marketing Professor S. Christian Wheeler. Business organizations, which have been shown to improve their decision making when diverse ideas are present, may therefore want to think about more structured ways for encouraging naysayers to speak up.
Peers Influence Decision to Become an Entrepreneur
Why do some geographic areas — such as California’s Silicon Valley — produce so many entrepreneurial companies? The answer may be workplace peers. Working with former entrepreneurs makes individuals more likely to start their own businesses, says Professor Jesper Sørensen of the Stanford Graduate School of Business.
Social Networks Can Cloud Your Judgment
People who are closely connected to their peers through social networks tend to overestimate how much other people agree with them, according to research by Business School Professor Frank Flynn, and doctoral student Scott Wiltermutht. (requires registration)
Better Decisions Through Teamwork
The U.S. Supreme Court benefits from differences of opinions among the justices. Research that included studying how teams make decisions says when a narrow majority exists, pressure of the minority forces the majority to make think with more complexity and to consider diverse evidence. [Details]
Diverse Backgrounds and Personalities Can Strengthen Groups
Groups with diverse functional expertise, education, or personality can increase performance by enhancing creativity or group problem-solving. In contrast, more visible diversity, such as race, gender, or age, can have negative effects unless it’s managed properly, says Margaret Neale.
Workers Fear Cooperating in Virtual Teams May Make Them Obsolete
Virtual teams, fostered by today's information technology, may extract an unexpected price: People who add their hard-won knowledge to a common pool may become alienated from the organization and even fear that they are sowing the seeds for their own replacement. [Details]
When the CEO Leaves, Do Others Follow?
The departure of the CEO doesn't necessarily mean the entire top management is in jeopardy, says Prof. Paul Oyer. What really matters when top corporate leadership changes is how much the CEO and the top-level executive have invested in their relationship. (October 2003) [Details]
Teams that Span Time Zones Face New Work Rules
As global virtual teams become more of a reality, so do the corresponding logistics and cultural barriers they raise. Managers are tackling these challenges out of necessity, some armed with ideas from Professor Margaret Neale. [Details]
Why Managers Won't Let Go
Giving people more responsibility for making decisions in their jobs can boost morale and have good economic effects for a firm. Yet many American managers refuse to delegate responsibility. [Details]