Sameer B. Srivastava in lecture setting

Research Bio

Sameer B. Srivastava is the Ewald T. Grether Professor of Business Administration and Public Policy at UC Berkeley’s Haas School of Business. He is also affiliated with UC Berkeley Sociology. His research uses computational methods to: (1) unpack the complex interrelationships between group culture, individual cognition, and interpersonal networks; and (2) examine how they jointly relate to individual attainment and organizational performance. His work has been published in such journals as American Journal of Sociology, American Sociological Review, Administrative Science Quarterly, Management Science, and Organization Science. It has been covered in such media outlets as The New York Times, Fortune, The Wall Street Journal, Financial Times, and Forbes. He currently serves as Organizations Department Editor at Management Science and was previously a Senior Editor at Organization Science. Srivastava co-directs the Berkeley Center for Workplace Culture and Innovation and the Berkeley-Stanford Computational Culture Lab. At Haas, he teaches a popular MBA elective course, Power and Politics in Organizations. Srivastava has also served as a partner at a global management consultancy (Monitor Group; now Monitor Deloitte). He holds AB, AM, MBA, and PhD degrees from Harvard University.

Research Expertise and Interest

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

In the News

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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