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The Cybernetic Teammate: A Field Experiment on Generative AI and Teamwork
- Fabrizio Dell’Acqua
  Corresponding Author
  Fabrizio Dell’Acqua
  [email protected]
  https://orcid.org/0000-0002-1998-0542
  Harvard Business School, Harvard University, Boston, Massachusetts 02134; and HBS AI Institute, Harvard University, Boston, Massachusetts 02163
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- Charles Ayoubi
  Charles Ayoubi
  [email protected]
  https://orcid.org/0000-0002-0752-3328
  ESSEC Business School, 95000 Cergy, France
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  ,
- Hila Lifshitz
  Hila Lifshitz
  [email protected]
  https://orcid.org/0000-0002-3461-003X
  HBS AI Institute, Harvard University, Boston, Massachusetts 02163; and Warwick Business School, University of Warwick, Coventry CV4 7AL, United Kingdom
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  ,
- Raffaella Sadun
  Raffaella Sadun
  [email protected]
  https://orcid.org/0000-0002-0987-8923
  Harvard Business School, Harvard University, Boston, Massachusetts 02134; and HBS AI Institute, Harvard University, Boston, Massachusetts 02163
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- Ethan Mollick
  Ethan Mollick
  [email protected]
  https://orcid.org/0000-0001-6231-496X
  The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104
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- Lilach Mollick
  Lilach Mollick
  [email protected]
  The Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania 19104
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- Yi Han
  Yi Han
  [email protected]
  Procter & Gamble, Cincinnati, Ohio 45202
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- Jeff Goldman
  Jeff Goldman
  [email protected]
  Procter & Gamble, Cincinnati, Ohio 45202
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- Hari Nair
  Hari Nair
  [email protected]
  Procter & Gamble, Cincinnati, Ohio 45202
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- Stew Taub
  Stew Taub
  [email protected]
  Procter & Gamble, Cincinnati, Ohio 45202
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- Karim R. Lakhani
  Karim R. Lakhani
  [email protected]
  https://orcid.org/0000-0002-5535-8304
  Harvard Business School, Harvard University, Boston, Massachusetts 02134; and HBS AI Institute, Harvard University, Boston, Massachusetts 02163
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Published Online:June 12, 2026
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Abstract
We examine how artificial intelligence (AI) impacts three core pillars of collaboration—performance enhancement, expertise integration, and social engagement—through a preregistered field experiment with 791 professionals at Procter & Gamble, a global ...
Revisiting Stock Market Signals as a Lens for Patent Valuation
- Ashish Arora
  Ashish Arora
  [email protected]
  https://orcid.org/0000-0001-5097-8646
  Fuqua School of Business, Duke University, Durham, North Carolina 27708; and NBER, Cambridge, Massachusetts 02138
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- Sharon Belenzon
  Corresponding Author
  Sharon Belenzon
  [email protected]
  https://orcid.org/0000-0002-3690-3872
  Fuqua School of Business, Duke University, Durham, North Carolina 27708; and NBER, Cambridge, Massachusetts 02138
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- Elia Ferracuti
  Elia Ferracuti
  [email protected]
  https://orcid.org/0000-0001-7325-5141
  Fuqua School of Business, Duke University, Durham, North Carolina 27708
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- Jay Prakash Nagar
  Jay Prakash Nagar
  [email protected]
  https://orcid.org/0000-0002-3866-4107
  Fuqua School of Business, Duke University, Durham, North Carolina 27708
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Published Online:June 10, 2026
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Abstract
Estimating the private value of patents is important, yet challenging. By developing a method based on stock market returns to produce estimates of individual patent values, Kogan et al. [Kogan L, Papanikolaou D, Seru A, Stoffman N (2017) Technological ...
Working in the Age of Ubiquitous Scrutiny: How External Monitoring Legitimates Organizational Monitoring
- Elizabeth A. Hood
  Corresponding Author
  Elizabeth A. Hood
  [email protected]
  https://orcid.org/0000-0002-6576-5237
  University of Southern California, Marshall School of Business, Los Angeles, California 90089
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- Jacqueline N. Hood
  Jacqueline N. Hood
  [email protected]
  https://orcid.org/0000-0002-8773-2778
  University of New Mexico, Anderson School of Management, Albuquerque, New Mexico 87106
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- Lyndon E. Garrett
  Lyndon E. Garrett
  [email protected]
  https://orcid.org/0000-0002-7955-0907
  Melbourne Business School, Carlton, Victoria 3053, Australia
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Published Online:June 9, 2026
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Abstract
Extant research finds that workers often develop negative or ambivalent perceptions of organizational monitoring and thus engage in acts of resistance. However, this work largely assumes that organizational monitoring occurs in isolation, overlooking how ...
Outsiders at the Helm: When Institutional Outsiderness Helps or Hurts Public Leaders’ Crisis Management Performance
- Lin Jiang
  Lin Jiang
  [email protected]
  https://orcid.org/0000-0002-0722-5806
  Muma College of Business, University of South Florida, Tampa, Florida 33620
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- Dong Liu
  Dong Liu
  [email protected]
  https://orcid.org/0000-0001-9229-5421
  Scheller College of Business, Georgia Institute of Technology, Atlanta, Georgia 30308
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  ,
- Yan Yu
  Corresponding Author
  Yan Yu
  [email protected]
  https://orcid.org/0000-0002-0979-3890
  School of Information, Renmin University of China, Beijing 100872, China
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Published Online:June 5, 2026
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Abstract
Institutional outsiders have become increasingly common in public administrations, coinciding with a growing prevalence of public crises. Yet we know little about whether and under what conditions leaders with limited political experience perform well or ...
Exploring Leaders’ Mindfulness in Navigating Organizational Paradoxical Tensions
- Gail Fairhurst
  Corresponding Author
  Gail Fairhurst
  [email protected]
  http://orcid.org/0000-0001-9225-8284
  University of Cincinnati, Communication, Cincinnati, Ohio, United States
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- Sophia Town
  Sophia Town
  [email protected]
  Fordham University, Gabelli School of Business, New York, New York, United States
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- Sarah Tracy
  Sarah Tracy
  [email protected]
  Arizona State University, Hugh Downs School of Human Communication, Tempe, Arizona, United States
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Published Online:June 3, 2026
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Abstract
This study focuses on the role of mindfulness in organizational leaders’ responses to paradoxical tensions. We arrive at this focus by interpreting the organizational paradox literature as suggesting two primary ways that leaders mindfully engage ...

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