E
Ethan Bernstein
Researcher at Harvard University
Publications - 37
Citations - 1324
Ethan Bernstein is an academic researcher from Harvard University. The author has contributed to research in topics: Transparency (behavior) & Organizational performance. The author has an hindex of 12, co-authored 34 publications receiving 1041 citations.
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The Transparency Paradox: A Role for Privacy in Organizational Learning and Operational Control
TL;DR: Using data from embedded participant-observers and a field experiment at the second largest mobile phone factory in the world, located in China, the authors theorize and test the implications of transparent data.
The Transparency Paradox
TL;DR: Li et al. as mentioned in this paper introduced the notion of a transparency paradox, whereby maintaining observability of workers may counterintuitively reduce their performance by inducing those being observed to conceal their activities through codes and other costly means, while creating zones of privacy may, under certain conditions, increase performance.
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The impact of the ‘open’ workspace on human collaboration
Ethan Bernstein,Stephen Turban +1 more
TL;DR: This is the first study to empirically measure both face-to-face and electronic interaction before and after the adoption of open office architecture, and the results inform the understanding of the impact on human behaviour of workspaces that trend towards fewer spatial boundaries.
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Making Transparency Transparent: The Evolution of Observation in Management Theory
TL;DR: The current popularity of the term "transparency" provides the occasion for a thorough review, which finds a shift in the object of observation from organizational outcomes to the detailed individual activities within them, a shift from people observing the technology to technology observing people, and a split in the field, with managers viewing observation almost entirely from the observer's perspective as discussed by the authors.
Journal Article
Beyond the Holacracy Hype
TL;DR: The authors’ research and experience suggest that elements of self-organization can be valuable tools for companies of all kinds, and they look at circumstances where it makes more sense to blend the new approaches with traditional models.