This report focuses on how corporate cultures in mining companies influence how well those companies manage conflict with local communities. It reflects the second stage of a research project initiated by the Corporate Social Responsibility Initiative at Harvard Kennedy School and conducted in collaboration with the Centre for Social Responsibility in Mining at the Sustainable Minerals Institute of The University of Queensland in Australia. The project’s first phase engaged with experts in the extractive industries at the global level to identify aspects of corporate culture that appear critical to the effective management of conflict with communities. Phase Two of the research took those global level findings and tested them within the more focused context of the mining industry in Peru. Peru was selected since it is both a major center of mining and a country in which the lack of socioeconomic advancement for mine-affected communities has led to protest, destruction of property and suspended mine development. The research recognized that factors external to mining companies can have a significant influence on the success of conflict management efforts; however, it started from a working assumption that the culture within a company also plays a substantial role. The project sought to test this assumption by identifying some general lessons that might be of use to mining and other extractive companies. The findings are based on in-depth interviews conducted by the project team in 2011 with individuals from a range of internal functions and departments at five different mine sites in Peru.

Why the act of giving will get you a long way in business

Wharton professor, Adam Grant, talks about why those who give are happier and will be the winners of the corporate world
See story here
Buy Adam’s book here

People from multinational corporations head off and volunteer for weeks or months in another country, leaving their work behind for others to do. Referred to as Global Pro Bono or International Corporate Volunteering, is this a feel-good thing, or is it really business-related? If you listen to executives at companies that sponsor international corporate volunteering (ICV), these are powerful initiatives for developing employees as leaders to solve global challenges, gaining expertise in emerging markets where the companies want to enter, and building capacity in regions where companies want to expand their businesses and sales. If you listen to Deirdre White, CEO of PYXERA Global, the NGO that facilitates ICV programs for dozens of multinational corporations, she has a vision for ICV 2.0 which will bring even greater benefits to companies and the world.

See full story here

Managers not MBAs


I have prepared this website in response to requests for information on my background and my writings.

To the right, you can click to some of my papers, interviews, and talks, including several videos. Some of my personal interests are also included (short stories and beaver sculptures). There are also links to two of my books, one of which (The Flying Circus) can be seen in full.

Above is a direct link to the full text of my e-pamphlet, about Rebalancing Society. You can also connect below to several programs we have developed for practicing managers; I am involved in both design and delivery.

Click on top to see the list of all my articles (including direct links to most), commentaries, and books, as well as a résumé and contact information.

I am currently completing a monograph entitled Managing the Myths of Health Care, and we are preparing a MOOC for edX about “Social Learning for Social Action.” Mihaela Firsirotu, Yvan Allaire, and I have been preparing a collection entitled “Canadians on Balance.”

Prendo’s Managing Stakeholders simulation is derived from a simulation that was originally commissioned by Shell. The simulation has been used across many industries and also by numerous public sector organisations. It brings to life the universal leadership challenge of gaining buy-in and approval across a range of interested parties that are likely to have different and often conflicting interests. This capability is increasingly regarded as the key factor that determines the success of initiatives.

The simulation has been used in project and general management contexts and also a range of leadership courses. It also brings to life many of the issues associated with corporate responsibility, including how to define the ultimate success criteria of projects and the value of reputation.

The simulation is typically used within ½ and 1 day workshops, for between 9 and 50 participants.

  1. Janice M. Beyer2

+Author Affiliations

  1. 1Harrison M. Trice is Professor of Organizational Behavior in the New York State School of Industrial and Labor Relations, Cornell University.

  2. 2Janice M. Beyer is Professor of Organization and Human Resources in the School of Management, State University of New York at Buffalo.


Studies of organizational culture often focus on discrete cultural forms and fail to place phenomena studied within an overarching conception of culture. Overlap and confusion in terminology occur across studies. To alleviate these problems, this paper offers distinguishing definitions and advocates studying rites and ceremonials, which consolidate multiple cultural forms. The paper also presents, illustrates, and discusses a typology of rites and ceremonials and examines the implications of cultural studies for research and practice.

Access paper here

Access HBR artice on Triple-Strength Leadership here

The Intersector is a space where a collaboration between the government, business and non-profit sectors enables leaders to share expertise, resources, and authority to solve many of society’s pressing problems.

The Intersector Project is a non-profit organization dedicated to advancing cross-sector collaboration.

Our toolkit provides the knowledge and practical skills to enable leaders in every sector to design and implement successful intersector solutions. Our case studiesshow the leadership and tools that make intersector collaboration possible across the United States and in a variety of issues, such as environmental conservation, economic development, health, and community revitalization.

See Intersector website here

White paper describing “How IBM engages the workforce of a globally integrated enterprise.”

Forbes story on New Rules for Global Business Leaders

The Corporate Service Corps was launched in 2008 to help provide IBMers with high quality leadership development while delivering high quality problem solving for communities and organizations in emerging markets. The program empowers IBM employees as global citizens by sending groups of 10 – 15 individuals from different countries with a range of skills to an emerging market for four week community-based assignments. During the assignment, participants perform community-driven economic development projects working at the intersection of business, technology, and society.

This program increases IBM’s understanding and appreciation of growth markets while creating global leaders who are culturally aware and possess advanced teaching skills. The Corporate Service Corps offers a triple benefit: leadership development for the IBMers, leadership training and development for the communities, and greater knowledge and enhanced reputation in the growth markets for IBM.

Since its launch in 2008, the Corporate Service Corps has had a positive impact of the lives of more the 140,000 people through skills transfer and capacity building. Many thousands more have been positively impacted through the services of the organizations the Corporate Service Corps has supported. The Corporate Service Corps program has sent over 2400 participants on over 200 teams to more than 30 countries around the world. The participants come from over 50 countries and have served communities in Argentina, Brazil, Cambodia, Chile, China, Colombia, Egypt, Ethiopia, Ghana, India, Indonesia, Kazakhstan , Kenya, Malaysia, Mexico, Morocco, Nigeria, Peru, The Philippines, Poland, Romania, Russia, Senegal, South Africa, Sri Lanka, Taiwan, Tanzania, Thailand, Tunisia, Turkey, Vietnam, UAE and Ukraine . The program continues to expand to new locations each year.

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