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Jennifer A. Chatman - Haas School of Business, University of California, Berkeley. Berkeley, CA, US

Jennifer A. Chatman Jennifer A. Chatman

Associate Dean for Learning Strategies | Paul J. Cortese Distinguished Professor of Management | Haas School of Business, University of California, Berkeley

Berkeley, CA, UNITED STATES

World-renowned researcher, teacher & consultant on leveraging organizational culture for firm performance and leading high-performance teams

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Areas of Expertise (3)

Organizational Culture and Firm Performance

Norms in Diverse Groups

Leadership and the Impact of Leader Attributes on Team Performance

About

Jennifer Chatman is the Paul J. Cortese Distinguished Professor of Management and a faculty member in the Management of Organizations (MORS) Group at Berkeley Haas. In her research, teaching, and consulting work, she focuses on how organizations can leverage culture for strategic success and how diverse teams can optimize performance. Her award-winning research has shown, for example, how emphasizing innovation in the context of a strong culture increases firms' financial success, how narcissistic leaders create organizational cultures lower in collaboration and integrity, and how norms to cooperate can cause members to blur differences among them, even if those differences are useful for group performance—suggesting that collaboration should be calibrated in diverse teams.

Chatman is the Co-Director of the Berkeley Culture Initiative, the Associate Dean for Learning Strategies at the Haas School of Business, an Editor for the journal Research in Organizational Behavior, and runs the Leading Strategy Execution Through Culture executive education program. She has served in many other leadership roles at Haas and UC Berkeley over the years. Chatman earned her PhD at Berkeley Haas, and her BA in Psychology from UC Berkeley.

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Leadership and Culture - Dr. Jennifer Chatman

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Education (2)

Haas School of Business, UC Berkeley: PhD, Business Administration

UC Berkeley: BA, Psychology

Honors & Awards (15)

Teaching Honors

Member of Berkeley Haas "Club 6" for high teaching scores (2019 & each year since 1993) Named on Poets & Quants “World’s Best B-School Professor” list (2012) Cheit Teaching Award for Teaching Excellence, Berkeley-Columbia Executive MBA Program (2007) Cheit Teaching Award Honorable Mention, FTMBA, EWMBA & PhD programs (1994, 1996, 1997, 1998) Outstanding Teacher of the Year Award, 2nd place, Kellogg Graduate School of Management Evening MBA program (1991)

"Outstanding Publication in Organizational Behavior," Academy of Management

2020 For "Chatman, J. A., Greer, L. L., Sherman, E., & Doerr, B. (2019). Blurred lines: How the collectivism norm operates through perceived group diversity to boost or harm group performance in Himalayan mountain climbing. Organization Science, 30(2), 235-259." This award recognizes one paper chosen from those published in the OB domain in a particular year.

Harvard Business School Paul Lawrence Seminar Speaker

2019 "This seminar is “intended to “bring a luminary in the field of Organizational Behavior to Harvard Business School to honor the life, scholarship, and legacy of Paul Lawrence.”

“Best Paper of the Year” Runner Up, The Leadership Quarterly

2019 For “O’Reilly, C., Chatman, J., & Doerr, B. (2018). See you in court: How CEO narcissism increases firms’ vulnerability to lawsuits. The Leadership Quarterly, 29 (3): 365-442."

“Best Paper of the Year,” Group and Organization Management

2015 For “The Promise and Problems of Organizational Culture: CEO Personality, Culture, and Firm Performance.”

Inducted as a Fellow of the Academy of Management

2006

“Most Influential Paper Award,” 1997-2000, Academy of Management, Conflict Management Division

2005 For “Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes” published in Administrative Science Quarterly, 1998, 43 (4): 749-780.

Accenture Award

2004 For the article that “made the most important contribution to improving the practice of management,” in California Management Review for “Leading by Leveraging Culture.”

L.L. Cummings Scholar Award, Academy of Management Organizational Behavior Division

1998 Awarded for “outstanding achievement to one researcher in early mid-career.”

Administrative Science Quarterly Award for Scholarly Contribution

1997 For “the article that had the most impact on the field of organizational behavior over the past five years,” for Mixing and matching people and organizations: Selection and socialization in public accounting firms.

Schwabacher Research Award, Haas School of Business

1996

Ascendant Scholar Award, Western Academy of Management

1994

Best Paper Award, Academy of Management Organization and Management Theory Division

1991 For “Assessing the relationship between industry characteristics and organizational culture: How different can you be?”

Outstanding Paper Based on a Dissertation Award, Academy of Management Organizational Behavior Division

1989 For “Mixing and Matching People and Organizations: Selection and Socialization in Public Accounting Firms.”

Phi Beta Kappa

1980

Selected External Service & Affiliations (14)

  • Simpson Manufacturing (NYSE: SSD) Board of Directors Outside Director (2004 – present), and Chair of the Compensation and Leadership Committee (2009 – present)
  • Prospect Sierra School (Trustee, Chair of Compensation Working Group) - 2006-present
  • Young Presidents Organization (YPO) faculty member (2017-present)
  • Greater Good Science Center, University of California, Faculty Board Member (2011 – present)
  • Healthcare Business Women’s Association, Advisory Board Member (2011 – 2014)
  • The Trium Group, Academic Affiliate (2004 – present)
  • Ashesi University, Ghana, Africa Advisory Board Member (1999 – 2005)
  • UC Berkeley Center for Health Research Advisory Board Member (2003 – 2006)
  • Center for Executive Development at Haas Advisory Board Member (1996 – 1998)
  • East Bay Outreach Program, University of California Faculty Advisor (1995 – 1999)
  • Editorial Boards: Academy of Management Annual Reviews Editorial Committee (2005 – 2007); Academy of Management Journal (1989 – 1993); Academy of Management Review (1997 – 1999; 2002 – 2009); Administrative Science Quarterly (1992 – 2002); Annual Review of Organizational Psychology and Organizational Behavior (2013-2016); California Management Review (1994 – present) Journal of Applied Psychology (1998 – 1999); The Leadership Quarterly (2017 to present)
  • Association Memberships: Fellows of the Academy of Management (inducted 2006); Academy of Management American Psychological Association; American Psychological Society; Society for Organizational Behavior
  • Executive Development (partial list): Leading High Performance Cultures (faculty director); Berkeley Executive Leader Program (former faculty director); Women's Executive Leader Program; New Manager Boot Camp; various custom programs
  • Consulting (partial list): Cisco Systems, Clorox, The Coca-Cola Company, Conoco-Phillips, Daimler (Mercedes), Draper, Richards, Kaplan Foundation, Franklin Templeton Investor Services, Gallo Winery, Genentech, Goldman Sachs, Kaiser Permanente, Mars Inc., New York Life, Novartis, OSIsoft, PG&E, Pixar, Portland Trail Blazers, Prudential, PricewaterhouseCoopers, Qualcomm, Raiders Football, Roche, Salesforce, Sandia National Laboratory, Schneider Electric, Sony, Statoil, Wolters Kluwer, United Capital, U.S. Treasury

Positions Held (2)

At Haas since 1993

2019 – present, Associate Dean of Learning Strategies, Berkeley Haas 2019 – present, Editor, Research in Organizational Behavior 2018 – present, Founder and Co-Director, Berkeley Haas Culture Initiative 2001 – present, Paul J. Cortese Distinguished Professor of Management 2001 – 2004, Director, Haas School of Business PhD Program 2001 – 2002, Marvin Bower Fellow, Harvard Business School 1997 – 2000, Harold Furst Professor of Management Philosophy and Values, Haas School of Business 1993 – 2001, Assistant and Associate Professor, Haas School of Business 1987 – 1993, Assistant and Associate Professor of Organization Behavior, Kellogg Graduate School of Management, Northwestern University 1991 – 1992, Visiting Associate Professor and Research Psychologist, Institute of Personality and Social Research and Visiting Professor, Haas School of Business

Corporate and Organizational Boards

2004 – present, Simpson Manufacturing (NYSE: SSD) Board of Directors Outside Director, and Chair of the Compensation and Leadership Committee (2009 – present) 2006 - present, Prospect Sierra School (Trustee, Chair of Compensation Working Group) Young Presidents Organization (YPO) faculty member (2017-present) 2011 – 2014, Greater Good Science Center, University of California, Faculty Board Member 2011 – 2014, Healthcare Business Women’s Association, Advisory Board Member 2004 – present, The Trium Group, Academic Affiliate 1998 – 2006, BrassRing Systems Inc. Advisory Board Member 2001 – 2004, Thinkshed Advisory Board Member 2002 – 2006, Unicru Advisory Board Member, formerly Guru Worldwide 1999 – 2005, Ashesi University, Ghana, Africa Advisory Board Member 2003 – 2006, UC Berkeley Center for Health Research Advisory Board Member 1996 – 1998, Center for Executive Development at Haas Advisory Board Member 1995 – 1999, East Bay Outreach Program, University of California Faculty Advisor 1998 – 1999, Institute for Management Studies Advisory Board Member

Media Appearances (15)

7 Patronizing Phrases at Work To Avoid—And What To Say Instead

Well + Good  online

2020-07-21

Some language used at work can come off as patronizing, even unintentionally. While we may have good intentions, others don’t have access to our intentions, only to our behaviors, said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.

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The Economy Is Reeling. The Tech Giants Spy Opportunity.

New York Times  online

2020-06-13

Pushing hard during a downturn has proven a successful strategy for large tech companies in the past. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, said Apple pushed R&D for two years during the early 2000s. That led the company, which nearly went bankrupt in the late 1990s, to create both the iPod and iTunes, out of which came the iPhone and an amazing growth streak.

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What's the future of remote working?

ABC7  online

2020-05-25

How might remote work affect whether companies choose to stay in California or relocate to places like Nevada? "I think organizations are going to get a lot more savvy about what kinds of work can be done remotely," said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.

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Will the Bay Area ever go back to the office or is work-from-home here to stay?

Santa Cruz Sentinel  online

2020-05-18

Many business owners and managers have become surprisingly adaptable, thanks in part to video conferencing and other technological tools that help workers collaborate and meet virtually. "I think most organizations would say, 'Wow, we can do a lot more remotely than we thought,' " said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management.

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The 5 signs of narcissistic leaders (and what you can do about them)

Management Today  online

2020-05-14

Research by Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, has found that when leaders are narcissists, they change corporate culture for the worse.

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Looking forward: How can we safely reopen the economy?

UC Berkeley News  online

2020-05-01

To do that, leaders need to be realistic, consistent and deliberate, said Jennifer Chatman, professor of management and associate dean of learning strategies at Berkeley Haas. “The mental calculus of leadership is even more vital now because you need to anticipate how people are going to react to what you say and what you do,” Chatman said.

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How Narcissistic Leaders Destroy from Within

Insights by Stanford Business  online

2020-04-30

Boards tend to select CEOs who seem confident and full of charisma. Sometimes they’re as good as their promise, but others turn out to be not just confident but arrogant and entitled. Research co-authored by Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, has found that when leaders are narcissists, they change corporate culture for the worse.

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Collaboration’s Downside: Individuals Take Too Much Credit

UCLA Anderson Review  online

2020-04-15

Over-claiming credit in the collaborative process can be demotivating in today’s teamwork-centered organizations. Research from Prof. Juliana Schroeder and Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, suggests that maintaining an accurate claim of responsibility is paramount for team functionality.

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Pandemiquette: A guide to manners in the age of coronavirus

San Francisco Chronicle  online

2020-03-28

When epidemiologists tell us the kindest thing we can do for our fellow human is to avoid them like the plague, manners inevitably take a hit. It’s an "exogenous shock" to our norms, said Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management. "What you’re seeing now is that people are negotiating what those new norms should be."

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Interview with a psychologist: Suddenly in the home office

Tagesschau (German)  online

2020-03-18

Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, offers tips for companies whose workers will be working from home. "Before you start thinking about logistics and technology, you need empathy," she said. "In the midst of all this uncertainty, companies and managers have to offer security." She added that managers should be honest about the future as well.

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Narcissistic CEOs Weaken Collaboration and Integrity

Stanford Business Insights  online

2019-11-04

Boards tend to select CEOs who seem confident and full of charisma. Sometimes they’re as good as their promise, but others turn out to be not just confident but arrogant and entitled. Research co-authored by Prof. Jennifer Chatman, the Paul J. Cortese Distinguished Professor of Management, has found that when leaders are narcissists, they change corporate culture for the worse.

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People who sell for multilevel marketing companies look wildly successful on Facebook, but the reality is much more complicated

Business Insider  online

2019-08-06

"Multilevel marketing companies do have some similarities to cults," said Prof. Jennifer Chatman, Paul J. Cortese Distinguished Professor of Management. It's the way they use personal relationships to recruit as well as target people who are at a vulnerable point in their lives. "Even more than it being a job and a source of income, it's a source of relationship gratification," she said.

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The new CEO of $3.9 billion Snowflake says there's no room for 'distractions' like employee activism in his mission to fight Amazon and Microsoft

Business Insider  

2019-07-24

"One thing we know about the current generation of employees, particularly in Silicon Valley and tech, is that there is an orientation toward social issues" that they expect "will be addressed within corporate settings," said Berkeley Haas Prof. Jennifer Chatman.

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What mountain climbing expeditions tell us about teamwork

Fast Company  online

2019-07-19

A paper coauthored by Jennifer Chatman, Paul J. Cortese Distinguished Professor of Management, found that when the goal is simply to summit a mountain a collectivistic focus within the group is essential. But when circumstances turn dire and the goal shifts to mere survival, then differences within a group ought to be exploited.

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What Aspects of Company Culture Matter Most for Your Next Job

Thrive Global  online

2019-07-01

A job-seeker's approach to evaluating company culture should be mindful. Prof. Jennifer Chatman, Paul J. Cortese Distinguished Professor of Management, defines culture as “a set of norms and values that are widely shared and strongly held throughout the organization.”

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Selected Papers & Publications (12)

The mistaken preference for overclaiming credit in groups Under reviewF

Stein, D., Schatz, D., Schroeder, J., & Chatman, J.

2020

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Deciphering the cultural code: Perceptual congruence, behavioral conformity, and the interpersonal transmission of culture Under reviewF

Lu, R., Chatman, J., Goldberg, A., & Srivastava, S.

2020

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Cultures of genius at work: Organizational mindsets predict cultural norms, trust, and commitment Personality and Social Psychology BulletinF

Canning, E., Murphy, M., Emerson, K., Chatman, J., Dweck, C, & Kray, L.

2020

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Measuring organizational culture: Converging on definitions and approaches to advance the paradigm C. Newton & R. Knight (Eds.) Handbook of research methods for organizational culture. Edward Elgar Publishing: Cheltenham, UK.F

Chatman, J. & Choi, A

(in press)

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Transformational leader or narcissist? How organizations can prevent grandiose narcissists from destroying organizations and institutions California Management ReviewF

O'Reilly, C. & Chatman, J.

(in press)

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Perspectives on national and organizational culture Oxford Handbook of Culture and OrganizationsF

Chatman, J. & Gelfand, M.

2020

Blurred lines: How the collectivism norm operates through perceived group diversity to boost or harm group performance in Himalayan mountain climbing Organization ScienceF

Chatman, J., Greer, L., Sherman, E., & Doerr, B.

2019

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"See you in court": How CEO narcissism increases firms' vulnerability to lawsuits The Leadership QuarterlyF

O’Reilly, C., Doerr, B., & Chatman, J.

2018

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Paradigm lost: Reinvigorating the study of organizational culture Research in Organizational BehaviorF

Chatman, J. & O’Reilly, C.

2016

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Creativity from constraint: How the PC norm influences creativity in mixed-sex work groups Administrative Science QuarterlyF

Goncalo, J., Chatman, J., Duguid, M., & Kennedy, J.

2015

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Parsing organizational culture: The joint influence of culture content and strength on performance in high-technology firms Journal of Organizational BehaviorF

Chatman, J., Caldwell, D., O’Reilly, C., & Doerr, B.

2014

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Narcissistic CEOs and executive compensation The Leadership QuarterlyF

O'Reilly, C., Doerr, B., Caldwell, D., & Chatman, J.

2014

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Teaching (4)

Executive Leadership

Full-time MBA, Evening & Weekend MBA, and Executive MBA programs

Core Organizational Behavior

Full-time MBA, Evening & Weekend MBA, and Executive MBA programs

Micro Organizational Behavior

PhD Program

Executive Development

Courses on Leadership, Cultivating a Strategically Effective Culture, Power and Influence, and other custom topics