Mark Mortensen
Bio and Publications
​Mark Mortensen is the owner/principal consultant of Global Works Consulting and is an Associate Professor and the chair of Organisational Behaviour at INSEAD

Research

Mark's research explores collaboration in today’s global work context, focusing on alternative structures of organizing: collaborations and teams that are global and virtual, matrixed, overlapping, and dynamically allocated. His research is field-based, relying primarily on data collected through interviews and surveys with real organizations

Publications

Mark is a regular contributor to management education journals such as the Harvard Business Review, MIT-Sloan Management Review, and IESE Insight; and has been featured as an expert in media outlets including the Financial Times, Economist, Boston Globe, and Globe and Mail. His research has been published in top peer-reviewed academic journals including Organization Science, Management Science, the Academy of Management Review, the Journal of Organizational Behavior, and the International Journal of Conflict Management as well as in multiple edited volumes

Awards and Professional Recognition

Mark's research has been recognized by the academic community through multiple awards from the Academy of Management and Interdisciplinary Network of Groups Researchers (INGRoup) – the preeminent professional associations for organizational scholars and researchers of groups and teams respectively. He is a multi-time recipient of the Dean’s commendation for Excellence in MBA teaching at INSEAD. In recognition of his contribution to the field, Mark has been asked to serve on the editorial review boards of top academic journals such as Organization Science and Academy of Management Journal. He was also elected to board positions at both AoM and INGRoup

Teaching

Mark teaches in a range of executive education programs at INSEAD. He has taught in open enrolment programs including: Consulting and Coaching for Change, Managing Global Virtual Teams, Manufacturing in a Global Network, and Strategic Research and Development Management programs and in custom programs for Allied British Foods, Astellas pharmaceuticals, Bayer and Bayer Crop Science, DNV GL, Janssen pharmaceuticals, KONE, Lundbeck A/S, Maersk Oil, Manulife Financial, Holcim Ltd., Merck KGaA, Merck Millipore, Ma’aden, MetInvest Holdings, Oliver Wyman Consulting, pwc, Takeda pharmaceuticals, United Technologies corporation, and the World Economic Forum. Professor Mortensen also teaches in the Organisational Behaviour core in the INSEAD MBA program.

Academic Positions Held

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Associate Professor
Organisational Behaviour
INSEAD Business School
2011-present
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Richard Leghorn Career Development Professor
Organizational Studies Group
MIT-Sloan School of Management
2005-2011
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Assistant Professor
Organizational Behavior
McGill University School of Management
2003-2006

Selected Honors and Distinctions

  • ​INGRoup; Best Paper Award Finalist, INGRoup 2013 Conference
  • INSEAD; Deans’ Commendation for Excellence in MBA Teaching
  • MIT-Sloan; Richard S. Leghorn (1939) Career Development Professorship in the Management of Technological Innovation
  • Academy of Management; William H. Newman Award for outstanding paper based on a dissertation       
  • Academy of Management; Best Dissertation-Based Paper Award; Organizational Behavior (OB) division
  • Academy of Management; Best Paper Award Runner-Up; Organizational Communication and Information Systems (OCIS) division

Peer-Reviewed Publications

  1. Mortensen, M. (2014) Constructing the team: Why do teams disagree on their boundaries and what does it mean? Organization Science, 25(3), 909-931.
    ​A version of this paper won the AoM-wide Newman, and the OB-Area Awards for the Best Dissertation-Based Paper at the 2004 AoM conference
  2. Caya, O., Mortensen, M., Pinsonneault, A. (2013) Virtual teams demystified: An integrative framework for understanding virtual teams; International Journal of E-Collaboration, 9(2), 1-33.
    Selected by the editorial board as the best article published in 2013.
  3. Mortensen, M. & Neeley, T. B. (2012) Reflected knowledge and trust in global collaboration, Management Science, 58(12), 2207–2224.
  4. Wilson, J. M., Crisp, C. B., Mortensen, M. (2012) Extending construal level theory to distributed groups: Understanding the effects of virtuality, Organization Science, 24(2) 629-644.
  5. Wageman, R., Gardner, H., Mortensen, M. (2012) The changing ecology of teams: New directions for teams research, Journal of Organizational Behavior, 33(3), 15-25. 1
  6. Wageman, R., Gardner, H., Mortensen, M. (2012) Teams have changed: Catching up to the future; Industrial and Organizational Psychology, 5(1), 48-52.
  7. O’Leary, M., Mortensen, M., & Woolley, A. W. (2011) Multiple team membership: A theoretical model of its effects on productivity and learning for individuals and teams, Academy of Management Review, 36(3), 461-478.
  8. O’Leary, M. & Mortensen, M. (2010) Go (con)figure: The role of competing subgroups in geographically dispersed teams, Organization Science, 21(1), 115-131.1
  9. Hinds, P. and Mortensen, M. (2005) Understanding conflict in geographically distributed teams: An empirical investigation, Organization Science, 16(3), 290-310.
    A version of this paper was the runner up for the OCIS-Division Best Paper Award 2001 AoM Conference
  10. Mortensen, M., & Hinds, P. (2001). Conflict and shared identity in geographically distributed teams. International Journal of Conflict Management, 12(3), 212-238.

Works in Edited Volumes and Conference Proceedings

  1. Bertolotti, F., Mattarelli, E., Mortensen, M., O’Leary, M., & Incerti, V. (2013) How many teams should we manage at once? The effect of Multiple Team Membership, collaborative technologies, and polychronicity on team performance. Proceedings of International Conference on Information Systems.
  2. O’Leary, M., Woolley, A. W., & Mortensen, M. (2011) Multiple team membership: MTM in multi-team systems, In S. Zaccaro, M. Marks, and L. De Church (Eds.), Multi-Team Systems: An Organization Form for Dynamic and Complex Environments. Psychology Press.
  3. Mortensen, M., Woolley, A. W., & O'Leary, M. B. 1 (2007). Conditions enabling effective Multiple team membership. In K. Crowston & S. Sieber & E. Wynn (Eds.), Virtuality and Virtualization, Vol. 236: 215-228. Boston: Springer.
  4. Mortensen, M. (2004). Antecedents and consequences of team boundary disagreement.
    Academy of Management Best Papers Proceedings.
  5. Mortensen, M. & Hinds, P. (2002). Fuzzy teams: Boundary disagreement in distributed and collocated teams. In P. Hinds, & S. Kiesler (Eds.), Distributed Work. Cambridge, MA: MIT Press.
  6. Mortensen, M., & Hinds, P. (2001). Conflict and shared identity in geographically distributed teams.
    Academy of Management Best Paper Proceedings.

Editorial Boards and Professional Service

Editorial Boards
  • Organization Science
  • Academy of Management Journal
  • Academy of Management Discoveries
Professional Service
  • Associate Editor: AoM OCIS Division
  • Board of Directors, Interdisciplinary Network of Groups Researchers (INGRoup)
  • Representative-at-Large. AoM OCIS Division
  • Division Best Competitive Paper Award Committee: Organizational Behavior Division
  • Program Committee. International Workshop on Intercultural Collaboration
  • Chair, Doctoral Dissertation Award Committee: AoM OCIS Division
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