The Wharton School
Associate Professor of Management

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, knowledgeintensive 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 dissertationbased 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 awardwinning 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 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. 7076.

J. Birkinshaw and Martine Haas (2016), Increase Your Return on Failure , Harvard Business Review, May issue, pp. 8893.

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. 377393.

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. 680711.

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. 4787.

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. 649657.

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. 273298.

Martine Haas and J. N. Cummings (2015), Barriers to Knowledge Seeking within MNC Teams: Which Matter Most? , Journal of International Business Studies, 46 (1), pp. 3662.

Past Courses


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 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.

  • Associate Editor, Academy of Management Journal, 2017
  • Associate Editor, Journal of Organization Design, 2014
  • 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/MidCareer 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

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

Knowledge @ Wharton

  • The Real Reason Your Multinational Team Has Trouble Communicating, Knowledge @ Wharton 09/24/2015
  • How Seemingly Irrelevant Ideas Lead to Breakthrough Innovation, Knowledge @ Wharton 01/30/2013
  • Research Roundup: Cross Subsidization at Hospitals, Building Better Teams and the Alcohol Bias, Knowledge @ Wharton 07/18/2012
  • ‘Locals,’ ‘Cosmopolitans’ and Other Keys to Creating Successful Global Teams, Knowledge @ Wharton 09/02/2009
  • Does Knowledge Sharing Deliver on Its Promises?, Knowledge @ Wharton 11/14/2007

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