Sameer

Research Expertise and Interest

culture, cognition, social networks, social capital, organizational sociology, formal organizations, social influence

Research Description

Sameer B. Srivastava is E.T. Grether Professor of Business Administration and Public Policy at UC Berkeley's Haas School of Business and 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 social network 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. Sameer holds AB magna cum laude, MBA, AM, and PhD degrees from Harvard University.

Featured in the Media

Please note: The views and opinions expressed in these articles are those of the authors and do not necessarily reflect the official policy or positions of UC Berkeley.
January 27, 2020

HBR: The new analytics of culture

San Francisco Business Times
Matthew Corritore, Amir Goldberg and Sameer B. Srivastava, Harvard Business Review
Presenting a new big-data method of measuring organizational culture, associate business professor Sameer Srivastava, co-director of the Berkeley-Stanford Computational Culture Lab, and his co-authors write: "Our recent studies have focused on cultural fit versus adaptability, cognitive diversity and the effects of diversity on organizational performance." Discussing the details and implications of their method, they conclude that the strategy could help employers in three distinct ways. First, it will help them hire candidates who demonstrate cultural adaptability. Second, it would help leadership understand how to encourage and manage diverse perspectives. And third, it could help leadership foster an agreed-upon culture that's both diverse and consensual.
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