Amy C. Edmondson is the Novartis Professor of Leadership and Management. The Novartis Chair was established to enable the study of human interactions that lead to the creation of successful business enterprises for the betterment of society. Edmondson's research examines leadership, learning and innovation in teams and organizations, and has been published in numerous academic and managerial articles. Her book Teaming: How organizations learn, innovate and compete in the knowledge economy (Jossey-Bass, 2012) emphasizes managing the activities that enable collaborative work across boundaries, rather than designing and managing stable teams. She is currently studying collaboration across boundaries focused on innovation in the built environment.
Collaboration Across Boundaries
Innovation in Teams and Organizations
Teaming: How Organisations learn, Innovate and Compete
Innovation in the Built Environment
Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy. Jossey-Bass, 2012;
Moingeon, B., and A. Edmondson. Organizational Learning and Competitive Advantage. London: Sage Publications, 1996;
Edmondson, A. A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller. New York: Van Nostrand Reinhold, 1992
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Asia/Middle East : On Request
Professor Edmondson teaches MBA and Executive Education courses in leadership, team effectiveness, and organizational learning, and a doctoral course in field research methods. She has served on 29 doctoral committees and is the author of more than 25 Harvard Business School case studies, including cases on Arup, The Cleveland Clinic, General Motors Powertrain, Prudential Financial, Simmons Mattress Company, YUM brands, IDEO product design, and NASA's failed Columbia mission. In 2003, the Academy of Management's Organizational Behavior Division selected Professor Edmondson for the Cummings Award for outstanding achievement in early mid-career, and in both 2000 and 2012 she received the OB division's annual awards for the best paper published in the prior year. Her article with Anita Tucker, "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" received the 2004 Accenture Award for significant contribution to management practice.
Before her academic career, Edmondson was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design and implement organizational change programs in a variety of Fortune 100 companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book, A Fuller Explanation, clarifies Fuller's mathematical contributions for anon-technical audience.
Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University.