Areas of Expertise (6)
Culture and Cognition
Research Design and Methods
Sameer B. Srivastava is the Harold Furst Chair in Management Philosophy and Values at Berkeley Haas. He is also affiliated with UC Berkeley Sociology.
His research unpacks the complex interrelationships among the culture of social groups, the cognition of individuals within these groups, and the connections that people forge within and across groups. Much of his work is set in organizational contexts, where he uses computational methods to examine how culture, cognition, and networks independently and jointly relate to career outcomes. His work has been published in scholarly journals such as American Journal of Sociology, American Sociological Review, Administrative Science Quarterly, Management Science, and Organization Science. It has been covered in media outlets, including The New York Times, The Economist, Fortune, The Wall Street Journal, Financial Times, and Forbes. He teaches a popular MBA elective course, Power and Politics in Organizations, and co-directs the Berkeley-Stanford Computational Culture Lab.
Srivastava has also served as a partner at the global management consultancy Monitor Group (now Monitor Deloitte). He holds AB, AM, MBA, and PhD degrees from Harvard University.
Harvard University: PhD, Organizational Behavior/Sociology
Harvard University: AM, Sociology
Harvard Business School: MBA
Harvard College: AB Magna Cum Laude, Economics
Honors & Awards (6)
Barbara and Gerson Bakar Faculty Fellowship, Haas School of Business
Recognition for faculty members “with a record of accomplishment and a very bright future” 2015
“Club 6” Member, Haas School of Business
Recognition for teaching excellence 2012-present
Best Paper Award, Wharton People Analytics Conference
2015 & 2016
Best Paper Award, Kellogg Computational Social Science Summit
Schwabacher Fellowship, Haas School of Business
State Farm Companies Foundation Doctoral Dissertation Award
Selected External Service & Affiliations (1)
- Editorial Boards: American Sociological Review, Administrative Science Quarterly, Academy of Management Review
Positions Held (1)
At Haas since 2012
2018 - Present, Associate Professor, Haas School of Business 2012 – 2018, Assistant Professor, Haas School of Business 1993 – 1997; 1999-2007, Partner, Monitor Group, a global management consultancy
Media Appearances (15)
It’s Time to Get Rid of Employee Surveys
The Wall Street online
Some companies create chat rooms and monitor them closely to learn what employees think about policies and practices. Assoc. Prof. Sameer Srivastava along with Amir Goldberg at Stanford have done groundbreaking work assessing and measuring the culture of organizations by studying the language employees use in their electronic communications, such as emails, Slack messages and Glassdoor reviews.
Want women to succeed in the workplace? Help them find a mentor
Tampa Bay Times online
Mentorship is especially important for women, who benefit more than men do if their mentor has a high status, according to research by Assoc. Prof. Sameer Srivastava, Harold Furst Chair in Management Philosophy and Values and co-director of the Computational Culture Lab.
Three crucial strategies for effective mentoring
Associations Now online
Mentoring matters, and for young women it matters even more. A study by Assoc. Prof. Sameer Srivastava, the Harold Furst Chair in Management Philosophy and Values and co-director of the Computational Culture Lab, found that women gained more social capital from affiliation with a high-status mentor than their male counterparts did.
Are you a 'cultural fit' for your job? Machines can now tell
Algorithms can sift through applicants to indicate who would be a good workplace fit—which has its advantages, but isn’t without pitfalls. For one thing, it doesn't take into consideration an employee's ability to adapt, which is often what organizations should really be looking for, said Assoc. Prof. Sameer Srivastava, the Harold Furst Chair in Management Philosophy and Values and co-director of the Computational Culture Lab.
Mentoring gets a reboot as more women professionals break into top leadership: Mentoring Monday
Studies show women who have a mentor get more promotions, achieve higher pay, and report being happier with their jobs. A 2015 study by Assoc. Prof. Sameer Srivastava, the Harold Furst Chair in Management Philosophy and Values and co-director of the Computational Culture Lab, found that women gained more social capital than men did from a connection with a high-status mentor.
The New Analytics of Culture
Harvard Business Review online
New methods for assessing and measuring organizational culture allow researchers to measure how culture actually influences employees' thoughts and behavior at work, writes Assoc. Prof. Sameer Srivastava, the Harold Furst Chair in Management Philosophy and Values and Co-Director of the Computational Culture Lab. Srivastava uses big-data processing to mine the ubiquitous “digital traces” of culture in electronic communications, such as emails, Slack messages, and Glassdoor reviews.
Be Wary of Future of Work Predictions
Thrive Global online
In 2010 I founded an enterprise software platform called WorkMarket to enable companies to manage their on-demand labor. At the time on-demand labor accounted for about 25% of the labor force. The general consensus among labor “experts” was that by 2020, 50% of the labor force would be on-demand labor. Given what we do at WorkMarket, this was a very beneficial forecast!
Diversity Doesn't Have To Come With Productivity Trade-Offs
Research by Assoc. Prof. Sameer Srivastava, Harold Furst Chair in Management Philosophy and Values, suggests that organizations can have both a multiplicity of ideas as well as cultural alignment on organizational values. A company that checks all of the diversity boxes can see about two new additional product announcements over 10 years, which means the benefits of diversity are clear if not immediate.
Why people stay with the same company for decades
Financial Times online
A new piece of research from the University of California, Berkeley and Stanford business school, has looked into what helps people fit into companies and what makes them stay.
Why mentoring matters, and how to get started
New York Times online
While mentoring benefits all participants, it is especially important for young women. Work by Sameer Srivastava found that women gained more social capital from affiliation with a high-status mentor than their male counterparts did.
The high costs of staff turnover
Work by Sameer Srivastava found that new employees who are slow to learn corporate lingo are more likely to get fired, and that employees who veer away from the culture in their messages are more likely to quit for another job.
Three Ways to Build Resilience Against Gender Bias
INSEAD Knowledge online
Sameer Srivastava, Harold Furst Chair in Management Philosophy and Values, and his co-authors hypothesized that a social belonging intervention might help women in tech feel less like outsiders, and therefore be better able to create a central place for themselves within the workplace. However, their research found that the intervention made no significant difference on women’s measured outcomes, either positive or negative.
Top MBAs Share Their Favorite Classes
Poets and Quants online
"Moore’s classmate, Hady Barry, experienced a similar bombshell during her Power and Politics course taught by Sameer Srivastava. Before business school, Barry had avoided workplace politics, considering it a dirty practice. After completing the course, she came away with a more nuanced view of how to play the game. “The reality is that no one is immune to the power plays within an organization,” she admits. “This class taught me to approach politics in the workplace with less negativity. I now know which sources I can derive power from and how to use it to advance my career.”
The Telltale Sign a New Hire Isn’t Fitting In
The Wall Street Journal online
"New hires don’t always fit in—despite companies’ best efforts to assess their cultural suitability..."
Why The Queen Bee Theory Is BS
Fast Company online
The path to executive leadership can be paved with stumbling blocks for women. The business case for women in the C-suite is strong. But the impact of being promoted into roles that don’t directly impact the bottom line, or are completely overlooked, add layers to the glass ceiling.
Working Papers (5)
Dampening the Echo: Receptiveness to Opposing Views, Majority-Minority Distance, and Network Homogeneity
Reschke, Brian P., Julia A. Minson, Hannah Riley Bowles, Mathijs de Vaan, and Sameer B. Srivastava
Situated Cultural Fit: Value Congruence, Perceptual Accuracy, and the Interpersonal Transmission of Culture
Lu, Richard, Jennifer A. Chatman, Amir Goldberg, and Sameer B. Srivastava
Expressly Different: Discursive Diversity and Team Performance
Lix, Katharina, Amir Goldberg, Sameer B. Srivastava, and Melissa A. Valentine
The Limits of Brief Social Psychological Interventions: Evidence from a Field Experiment
Mobasseri, Sanaz, Sameer B. Srivastava, and Laura J. Kray
Distinguishing Round from Square Pegs: Predicting Hiring Based on Pre-Hire Language Use
Stein, Sarah K., Amir Goldberg, and Sameer B. Srivastava
Selected Papers & Publications (9)
Matthew Corritore, Amir Goldberg, and Sameer B. Srivastava
Srivastava, Sameer B, Amir Goldberg, V Govind Manian and Christopher Potts
Doyle, Gabriel, Amir Goldberg, Sameer B. Srivastava, and Michael C. Frank
Goldberg, Amir, Sameer B. Srivastava, V. Govind Manian, William Monroe, and Christopher Potts
Liu, Christopher C., Sameer B. Srivastava, and Toby E. Stuart
Srivastava, Sameer B. and Eliot Sherman
Liu, Christopher C. and Sameer B. Srivastava
Srivastava, Sameer B.
Srivastava, Sameer B. and Mahzarin R. Banaji
Power and Politics in Organizations
Strategy in Competitive Markets
Berkeley Executive Education
Boot Camp for Experienced Managers
Berkeley Executive Education
Women’s Executive Leadership Program
Berkeley Executive Education
Berkeley Executive Leadership Program
Berkeley Executive Education
Research in Macro-Organizational Behavior