Jean-François Harvey

• PostDoc Position at Harvard University

When turning ideas into innovation, current theories argue that a clear problem is essential throughout the innovation process because it enhances several team dynamics while generating and implementing ideas. However, such clarity can also hinder a team's ability to pivot or adapt their project when needed. To address this tension, we conducted a...

When Amy received the invitation to write an essay for Small Group Research, she wanted to collaborate with one of her former students, and Jean-François was thrilled when offered the opportunity. They had followed and contributed to team learning research—separately and together—and both relished the opportunity to reflect on the challenges and op...

Dans un contexte de transformation où les rôles et responsabilités des employés de première ligne ne cessent d’augmenter et de se complexifier, le temps devient une denrée rare. Or, l’engagement de ces mêmes employés est crucial pour la réussite des efforts de changement d’une organisation. Relevant de ces enjeux, notre étude vise donc à comprendre...

Research in impression management has primarily examined how self-promotion affects one’s image, neglecting the potential benefits of feedback on the underlying image that is being impression managed. This study bridges this gap by integrating impression management with social–cognitive theory to explore how self-promotion can enhance feedback from...

Supervisors may experience time differently from their subordinates, and little is known about the interplay between the time pressures experienced by supervisors and their teams. Focusing on team creativity as the outcome of interest, we explore how teams with varying time pressures function alongside the distinct time pressures experienced by the...

Organizations must excel at what they do well while also learning new ways of operating to achieve long‐term success. Work teams may thus find themselves pursuing contradictory objectives to support the organization's strategy. We investigated teams' goal orientation (in)congruence and its impact on task meaningfulness and, ultimately, performance,...

Introduction Managers assume a pivotal role during periods of organizational change, yet there exists a notable gap in our understanding of how their emotional exhaustion may impact their capacity to generate readiness to change within their teams. Grounded in the conservation of resources theory (COR), this study explores the crossover effect of m...

Depuis toujours, mener une transformation stratégique est un défi d’envergure pour les organisations. Empreint d’ambiguïté, ce projet génère souvent de la résistance et des réactions inconscientes de la part des équipes de travail. Or, la conscience de soi et la régulation émotionnelle des gestionnaires peuvent jouer un rôle décisif dans le process...

How can teams make sense of a complex organizational transformation and be ready to change? These questions must be addressed as organizations turn towards team-based structures to become more reactive. During organizational transformations, we argue team reflexivity enables team members to share interpretations of changes, leading to the developme...

Although the speed, scale, and scope of ChatGPT’s impact may be unique, the underlying phenomenon — an emerging technology transforming vast parts of business and society — is not. But harnessing the power of emerging technology requires a new approach. Unlike traditional methods for innovation, such as design thinking, ChatGPT poses a fundamentall...

Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities—notably reflexive, experimental, vicarious, and contextual learning—most effectively over time. In this article, we integrate research on teamwork episodes with in...

Strategic change in organizations prompts pervasive ambiguity. As change initiatives cascade down the hierarchy, they can be met with habitual, inertial responses that ultimately generate negatively charged emotions—or they can prompt novel, experimental behaviors that forestall them. What remains unclear, however, is which factors drive teams, and...

Scanning the environment for information about competitors, technology trends, or customer needs allows firms to sense opportunities and threats, which supports dynamic capabilities and helps firms remain competitive over time. There has been significant theoretical development on the cognitive antecedents of dynamic capabilities—so-called dynamic...

As more jobs require employees to continually learn and adapt, empowering employees to adopt learning goals becomes a competitive advantage. Although research has identified key leadership behaviors that empower employees, the relationship between managers and empowered employees is ongoing and dynamic. Therefore, it is important to understand how...

Though leader agreeableness has been associated with follower ratings of leader effectiveness, the relationship between leader agreeableness and team task performance is more tenuous. We propose that leader agreeableness stifles team leaders' effectiveness by moderating the efficacy of their constructive feedback to the team. We argue that feedback...

Purpose This study aims to empirically examine the relationship between the leader characteristic of humility and the informal learning of team members. It also evaluates the role of leader authenticity in mediating that relationship. Design/methodology/approach Data were collected on 518 salespeople reporting to 66 managers in a time-lagged study...

Despite the recent surge of research on leader humility, it is still unclear how and when teams benefit from it. Drawing on social cognitive theory, we propose a moderated mediation model that we test using multisource, time‐lagged data collected from 71 teams in a university‐affiliated hospital. We find that humble leaders indirectly enhance team...

La rétroaction constitue un des principaux leviers dont disposent les gestionnaires pour améliorer la performance de leurs équipes. Or, certaines rétroactions sont plus efficaces que d’autres. Regard sur celles qui ont le pouvoir de mobiliser les employés.

Charismatiques et visionnaires, des leaders nous marquent souvent en raison de leur personnalité flamboyante, de leur éloquence et de leur assurance. Faut-il alors s’étonner que plusieurs gestionnaires soient réticents à se comporter avec humilité ? Et pourtant, une majorité d’employés apprécient les dirigeants qui osent en faire preuve.

Nonprofit organizations are increasingly relying on temporary project teams to carry out their activities. Time is of the essence with such endeavors. Diverse individuals join a project team and work through several phases in order to reach their goal. Because team needs will fluctuate over time, the focus of leadership is also likely to change. Un...

Ne pas se sentir à la hauteur malgré les succès obtenus, l’expérience accumulée et toute l’expertise acquise : c’est ce que ressentent de nombreuses femmes dans le monde des affaires. Alors qu’on entend de plus en plus parler du syndrome de l’imposteur, peu d’études scientifiques existent sur ce sujet. Tour d’horizon.

L’environnement d’affaires étant de plus en plus incertain, les équipes de travail sont de moins en moins stables. Elles sont souvent créées de façon ponctuelle, selon les circonstances et les projets. Comment s’orchestre la formation de ces équipes temporaires alors que la réussite d’une entreprise repose sur la capacité de ses dirigeants à souten...

In this paper, we consider how the four key team emergent states for team learning identified by Bell et al. (2012), namely psychological safety, goal orientation, cohesion, and efficacy, operate as a system that produces the team’s learning climate (TLC). Using the language of systems dynamics, we conceptualize TLC as a stock that rises and falls...

Do teams with motivation to learn actually engage in the behaviors that produce learning? Though team learning orientation has been found to be positively related to team learning, we know little about how and when it actually fosters team learning. It is obviously not the only factor that may impact learning in teams. Team psychological safety, or...

How does one learn and build credibility simultaneously? Such is the challenge faced by an increasing number of professionals, who must quickly get to grips with new assignments while displaying sufficient knowledge to be regarded as experts. If they do not, they will be unable to exert influence over the situation. To address this puzzle, we draw...

Les termes « créativité » et « innovation » font maintenant partie du quotidien de la plupart des professionnels et des dirigeants. Ces concepts s’expriment habituellement par le truchement de deux modèles : centré-problème et centré-solution 1 . Quels défis de gestion accompagnent ces modèles, notamment lorsqu’il est question de collaborer au-delà...

Cross-boundary teaming, within and across organizations, is an increasingly popular strategy for innovation. Knowledge diversity is seen to expand the range of views and ideas that teams can draw upon to innovate. Yet, case studies reveal that teaming across knowledge boundaries can be difficult in practice, and innovation is not always realized. T...

Can a consortium of 16 organizations, including multinational corporations, local government agencies, and startups, turn a rundown Paris suburb into a “smart” (ecologically viable, high-tech, livable) neighborhood? This case explores how Bouygues Immobilier led such a project involving Alstom, Bouygues Energies & Services, Bouygues Telecom, EDF (E...

Quel est le point commun entre Fujitsu, une grande entreprise japonaise du monde des technologies de l’information, et TechShop, une jeune PME californienne ? La volonté de cultiver les communautés locales d’inventeurs et d’entrepreneurs. Comment les leaders qui souhaitent mener des projets collaboratifs susceptibles de dépasser leurs frontières or...

OVERVIEW: Drawing on a case study at Ubisoft, a major creative firm in the videogame industry, this article shows how a firm can nurture and engage with its knowing communities to fuel the front end of innovation. Actions taken by management can catalyze four types of knowing community activities: unscripted internal activities, which are emergent,...

Non-traditional experts, as an ever-growing group of workers in the post-industrial economy, face what we call the “expert-novice” paradox. They must achieve both knowledge and credibility at the same time, proving competent in new situations even as they discover them. To help resolve this paradox, they use “leverage work”: a set of tactics that d...

Although interest in dynamic capabilities has grown rapidly in recent years, the study of its micro-foundations has remained fixated on the role of managers, particularly their entrepreneurial attributes and cognitive abilities. This research has generated organizational processes that stem from individualistic models of decision-making, and overlo...

Les différentes normes et approches de gestion auxquelles les établissements de santé et de services sociaux choisissent d'adhérer amènent leur lot de défis transfor-mationnels : élargir sa vision de l'équipe; penser globalement et de façon plus durable; adopter des modes de travail collaboratif; remettre en question les façons de faire et de pense...

Les gestionnaires sont de plus en plus convaincus que la generation et le developpement d’idees representent des enjeux prioritaires pour l’organisation. Gerer strategiquement les idees permet a leur organisation d’innover plus souvent, plus rapidement ou plus radicalement. Cela peut contribuer, d’une part, a maintenir des parts de marche ou a en g...

This paper explores the purposeful design and development of a community of practice within a professional bureaucracy. The view of communities of practice has shifted from fundamentally organic entities to ones that can be deliberately designed and developed and they have frequently been presented as a panacea for knowledge sharing and creation, a...

Purpose The purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge‐intensive organization. Design/methodology/approach The case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of...

Etant donne que toute innovation provient d’un processus creatif qui, lui, decoule de l’utilisation et de la transformation de connaissances explicites et tacites, une organisation voulant innover doit se demarquer sur ce qui est tres difficile, voire impossible, a imiter : la gestion de ses connaissances, et plus particulierement le partage de cel...