Dr. Bradford's interests are in the areas of leadership, interpersonal influence, and executive teams. In all of these, he has focused on the question, "What does it take to achieve high performance?" The results have suggested that, especially in knowledge-based organizations, excellence is most likely when leaders build strong teams where the members' role is significantly expanded so that they share responsibility for the management of the unit (including making the core decisions jointly and holding each other accountable for performance). His recent work on influence has led to exploring the conditions for a "feedback rich organization" where team members, through a structured process, give each other face-to-face feedback to improve individual and team performance.[View Profile]

Charles O’Reilly’s research includes studies of leadership, organizational culture and demography, the management of human resources, and the impact of change and innovation on firms. He has published widely in his field, including the books Winning Through Innovation: a Practical Guide to Leading Organizational Change and Renewal with M. Tushman (Harvard Business School Press, 2002) and Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People with J. Pfeffer (Harvard Business School Press, 2000). His recent work investigates how managers can design organizations that can generate streams of innovation and deal with disruptive technological change.[View Profile]

Jeffrey Pfeffer has published extensively in the fields of organizational theory and human resource management. His current research focuses on the relationship between time and money, power and leadership in organizations, economics language and assumptions and their effects on management practice, how social science theories become self-fulfilling, barriers to turning knowledge into action and how to overcome them, and evidence-based management: what it is, barriers to its use, and how to implement it.[View Profile]

Hayagreeva Rao has published widely in the fields of management and sociology and studies the social and cultural causes of organizational change. In his research, he studies three sub-processes of organizational change: a) creation of new social structures, b) the transformation of existing social structures, and c) the dissolution of existing social structures. His recent work investigates the role of social movements as motors of organizational change in professional and organizational fields.[View Profile]