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Amy C. Edmondson, HBS Faculty

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Amy C. Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School. The Novartis Chair was established to enable the study of human interactions that lead to the creation of successful business enterprises for the betterment of society. Edmondson’s research examines leadership, learning and innovation in teams and organizations, and has been published in numerous academic and managerial articles. Her emphasis is on teaming – the activities that comprise collaborative work across boundaries – rather than on stable team structures. She is currently studying collaborative innovation in the context of the built environment, with a particular focus on projects developing eco-districts and sustainable cities.

Professor Edmondson teaches MBA and Executive Education courses in leadership, team effectiveness, and organizational learning, and a doctoral course in field research methods. She has served on 26 doctoral committees and is the author of more than 25 Harvard Business School case studies, including cases on The Cleveland Clinic, General Motors Powertrain, Prudential Financial, Simmons Mattress Company, YUM brands, IDEO product design, Arup, and NASA's failed Columbia mission. In 2003, the Academy of Management's Organizational Behavior Division selected Professor Edmondson for the Cummings Award for outstanding achievement in early mid-career, and in 2000 selected her article, "Psychological safety and learning behavior in work teams," for its annual award for the best published paper in the field. Her article with Anita Tucker, "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" received the 2004 Accenture Award for significant contribution to management practice.

Before her academic career, Edmondson was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design and implement organizational change programs in a variety of Fortune 100 companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book, A Fuller Explanation, clarifies Fuller's mathematical contributions for anon-technical audience.

Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University.

 

Programs

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Leadership Decision Making

Leadership Decision Making: Optimizing Organizational Performance offers important new insights into leadership based on breakthrough scientific discoveries about decision making.  Click for Details.

 

 


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