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In both practice and research, we are doing a better job at bringing attention to the problem of gender bias. But we haven't established enough tangible suggestions for how to challenge it. New research has begun to investigate the efficacy of "scripts" -a set of words or phrases such as "Can you repeat what you just said?" that would signal to a peer that he has crossed a line, whether knowingly or unknowingly.

This Harvard Business School case is about Harvard Kennedy School graduate, Phuc Huynh, who wants to establish Teach for Vietnam (TFV) in his home country and become an official Teach for All partner. It considers the concepts of giving back in one's career and the process of deciding whether to give up on a seemingly unattainable goal or whether to persevere and follow through on a dream, despite multiple obstacles.

Several psychological theories can help explain organizational behaviour, but many students are not exposed to the benefits that these types of concepts can provide. This note discusses a brief overview of some of the most relevant theories, which may help employees and leaders to better understand organizational behaviour.

A common assumption is that if we just put good people together, they will automatically develop into a strong team. Conversely, we assume that if we put a lot of low-performing people together, they will perform poorly. However, research tells us that it is not that simple. Teams are different from the sum of their parts, and they develop as they go. Scholars have been able to develop a well-accepted model that can help managers and employees build team effectiveness in the workplace: the input-mediator-outcome (IMO) team effectiveness framework. This note provides an overview of the well-supported IMO model of team effectiveness.

In August 2017, the Canadian country leader of Red Hat Inc., an open source software company, was reviewing the progress made by the Canadian subsidiary of the American multinational in bridging the gender gap. The subsidiary had met its target of increasing the ratio of women in its sales team from 5 per cent in August 2014 to 40 per cent in July 2017. The country leader was examining ways to leverage the takeaways from the four-year experience in reducing the gender gap in an effort to not only sustain the momentum but also go beyond gender parity.

After Dwyer and Gazin had bought the domain name www.witchsy.com and researched the construction of multiple-seller websites using Google, the entrepreneurs quickly realized they'd need to bring in outsiders to help. Turning to Craigslist to post ads on their required work and solicit resumes, Gazin and Dwyer eventually began engaging with various male developers willing to build the technical aspects of their site. Early on in these interactions, however, an upsetting pattern started to emerge wherein the entrepreneurs constantly felt they were faced with disrespect, condescension, and poor collaboration from their male contractors. Hoping to mitigate this treatment, Dwyer and Gazin decided to create a fake male colleague they could rope into their email interactions with outsiders. They named this "colleague" Keith Mann and gave him an email address and Twitter personality. As soon as Mann started to engage with contractors and developers over email, the entrepreneurs were amazed to see the different tone and respect that was paid to Mann. When Witchsy finally launched in the summer of 2016, Dwyer and Gazin didn't have to wait long to see markers of success-within a year, their platform already had 45,000 Instagram followers and was generating a monthly profit. Even though Mann had existed only by name over email and was put to rest shortly after the site's launch, Dwyer and Gazin looked back on their experience of building Witchsy and had to wonder, would they have succeeded without Mann? Why had they faced so much antagonism without him, and was there a way to make sense of it?

All workplaces have one thing in common: each of these organizations has its own unique culture. All organizations use these cultures to socialize their members and guide their behavior and values. Culture may manifest itself in the company's messaging, metaphors, language, or storytelling as well as in formal policies, including how workers are compensated, evaluated, and rewarded within the organization. The most important elements of culture, though, are invisible or even subconscious, including beliefs, rules, assumptions, and attitudes about what is right or wrong. This primer, which includes real-world business scenarios illustrating positive and negative cultural forces, is designed to empower students to become leaders who seek to improve every organization they join.

This case describes how Richard Lou, KEMET's Director of China Operations, was offered an opportunity from the U.S. headquarters to integrate the Batam Plant in Indonesia after he had led his Chinese team to successfully integrate the Shanghai Plant and the Nantong Plant. The opportunity gave Richard mixed feelings, for he was aware that the task of integrating the Indonesian plant, which had a very complicated background and had been suffering losses for many years, would be fraught-a make-or-break moment of his career. Should he rest on his laurels or rise to the challenge? Richard had to make a critical decision.

This case relates how Richard finally decided to accept the great challenge, and thus formed an integration team of experts in different functions, and got prepared in every aspect he could consider. However, on their journey to Indonesia, Richard was informed of a death-threat e-mail from someone at the Batam Plant. Should he put himself and his team at risk to fulfill the integration?

This case tells how Richard and the Chinese team decided to act. After arriving at the plant, Richard (the integration team leader), Jack Chen (the newly appointed General Manager of the Batam Plant), and other team members implemented a series of transformational initiatives, such as conducting comprehensive communications, adjusting the organizational structure, making the plant operations more efficient and controllable, training the leadership of the local team, and dealing with the business crisis caused by the strikes organized by the trade unions.

This case series tells a story of post-merger integration, depicting a string of challenges faced by Guangxi LiuGong Machinery Co., Ltd. during its cross-border M&A. As a large SOE specialized in R&D, manufacturing and construction equipment sales, LiuGong was one of China's most internationalized companies, setting a prime example for local peers in the construction machinery sector with global aspirations. The case series comprises two parts: Case (A) and Case (B). Case (A) introduces the background of LiuGong's globalization strategy, summarizes the acquisition of the civil construction machinery division of Polish state-owned firm HSW as well as its wholly-owned subsidiary Dressta, and describes the integration process of LiuGong Poland, managed by former HR Director Teddy Wu, who was appointed General Manager of LiuGong Poland at a critical moment. China headquarters deployed him to Poland with a series of missions to carry out. After the acquisition, wholly-owned Dressta continued to operate independently, but its performance fell short of expectations, and a significant part of its operations overlapped with those of LiuGong Poland. One of the first major decisions Wu faced was to determine whether merging Dressta with LiuGong Poland was necessary.

Supplement to case CB0101 Case (B) describes Wu's new critical issue after the merger - whether or not to retain the former Dressta's President.

Alex Honnold is the world's most accomplished free climber. To many, climbing sheer vertical faces of rock- like the famed El Capitan- without a rope is viewed as not simply risky, but reckless. Honnold contrasts this sentiment by presenting his perspective on risk taking and the challenges of living a fulfilled life.

The legal availability and use of marijuana is on the rise. More than half the states in the country allow its use for medical purposes, eight of which also permit it for recreational purposes. The manufacture, sale, and use of marijuana is largely a cash business because it is still against the federal Controlled Substance Act. Most banks will not allow such businesses to open a bank account as a result. This case addresses the ethical issues faced by a CPA who is asked to accept the client's request to hold back reporting 25% of the cash sales as taxable income, arguing that since it is a cash business no one would be the wiser. The tax accountant does not want to go along with the firm's request as she knows it would be wrong to do so. She values honesty and integrity in tax reporting and is concerned about violating the AICPA rules of professional conduct, especially the acts discreditable rule. In preparation for a meeting with her superiors, the tax accountant considers ways to effectively voice her values by responding to the likely reasons and rationalizations she might encounter. The associate teaching note addresses the stakeholders, how to build a coalition to support her position, and the most powerful and persuasive responses she can make to positively influence her superiors.

In March 2018, a report on workplace harassment issues was brought to the chief executive officer of Nike, Inc. (Nike), Mark Parker. The report was a result of a covert survey conducted by the female employees at Nike headquarters in Beaverton, Oregon, after the company's human resources (HR) department failed to respond to the women's repeated complaints. Soon, several senior executives left Nike. Although Parker took several steps to strengthen HR, some employees wondered whether the women's complaints had been handled appropriately. Nevertheless, according to experts, the behaviour the women described did not amount to harassment in legal terms. Was Parker's response to the survey a matter of reputation management or of genuine ethical concern? Why did the HR department not respond to the female employees' complaints earlier? If a case of harassment in legal terms could not be made against the executives, should they have been let go? If senior executives like Edwards committed or condoned harassment, should Parker allow those executives to receive severance packages?

In March 2018, Cricket Australia (formerly the Australian Cricket Board) banned the Australian cricket captain from the sport for a year due to his involvement in a premeditated attempt at ball tampering in a test match against South Africa. He was also banned from any leadership positions in the sport for at least a year thereafter and faced financial losses on account of these bans. Australian fans and political leaders were outraged at the ball-tampering scandal and the captain's involvement. Other cricketers felt that the penalties were severe and disproportionate. What led the captain to engage in "premeditated" foul play? Could he have played the game differently? Will he be able to lead the Australian cricket team again?

Supplement to case W18869

Centric Cleveland was a business unit of Centric Consulting, a full-service management consulting and technology solutions firm. The firm had been founded with the intention of being different from other consulting firms with regard to building internal and external relationships, developing and supporting employees, adjusting for work-life balance, and being devoted to community service. But in 2015, Centric Cleveland was experiencing rapid growth, which was challenging the company's ability to sustain its unique corporate culture. How could Centric Cleveland sustain its culture and core values as it grew and gained more employees? What changes needed to be made to meet rising expectations for personal well-being and meaningfulness among millennials and generation Z hires? When culture was becoming a popular selling feature to potential new hires in the consulting sector, what could Centric Cleveland do to remain unique and stay competitive?

Senior Change Manger Fredrick Martin and the UVA HR leadership team are tasked with the implementation of Ufirst, a project that will merge more than 70 HR programs and 11 distinct HR offices in both the academic division and the health system into a single, seamless HR. Ufirst will also leverage new technology that will provide self-serve HR to approximately 30,000 employees. It is an ambitious and complex project for the university, and the first in a new strategic effort to streamline university operations to make them more efficient, less costly, and best in class. Martin's experience is in the corporate context. Academia presents novel problems because of its complex governance structure. Change in the academic context requires buy-ins from many different stakeholders who could "opt-out, " which could prolong decision-making and derail implementation. Martin and his team must also contend with complex regulations governing hiring and workforce management. Martin needs to figure out how to support the needed change to a new culture where HR professionals are strategic partners with the people they serve rather than transactional experts. They needed to demonstrate to a large university community the power of collaboration and integration to revitalize HR.

Humility as a virtue of leadership has attracted increased attention in recent years. We introduce the concept of a humble organizational culture and define it as a culture that promotes humility as a key success factor and a source of competitive advantage, and one that institutionalizes six values and norms: (1) employee development, (2) mistake tolerance, (3) transparency, (4) accurate awareness, (5) recognition, and (6) openness. We position a company culture of humility as key to extraordinary success in the marketplace. Humility in individuals includes a willingness to see the self accurately and a propensity to put oneself and others in perspective. In this article, we offer a set of recommendations to help executives build a company culture of humility that supports the six behavioral norms and values that create the foundation for a firm's competitive advantage. We collected information on organizational cultures of humility for a sample of Fortune 500 firms using data from company mission statements, company websites, and news articles.