Skip to main content
Matthew Lee.jpg

Mark Mortensen

Associate Professor of Organisational Behaviour

Biography

Mark Mortensen is an Associate Professor of Organisational Behaviour at INSEAD.
Mark Mortensen is co-directing Developing Emerging Leaders.

His area of expertise is organisational collaboration, with an emphasis on two increasingly prevalent ways of organisng that do not fit traditional models of team dynamics: globally distributed (virtual) and project-based work. In his research, he has investigated the nature of conflict in distributed collaborations and its relationship to identity, context, and communication; the impact of dispersion structure – in the form of balance, imbalance, and isolation – on collaboration dynamics; and the effects of first-hand experience – gained through site visits and expatriate assignments – on trust. He has also explored the interpersonal effects of working in multiple, partially-overlapping, fluidly-shifting projects, developing a fundamentally new model of collaboration.

Professor Mortensen's research has been recognised by the academic community through awards including the William H. Newman Award, Organisational Behaviour Division Best Dissertation-Based Paper Award, and Runner-up OCIS Division Best Paper Award from the Academy of Management; and the Best Paper Award Finalist nomination by the Interdisciplinary Network of Groups Researchers. His research has been published in top peer-reviewed academic journals including the Organization Science, Management Science, Academy of Management Review, Journal of Organizational Behavior, and International Journal of Conflict Management. His works has been featured in multiple edited volumes, practitioner journals such as the MIT-Sloan Management Review, Harvard Business Review Online, and IESE Insight; and in media outlets including the Economist, The Boston Globe, and The Globe and Mail.

Professor Mortensen teaches the Organisational Behaviour core course in the INSEAD MBA programme. He directs the Global Leadership Programme for DNV GL and teaches modules on Team Dynamics and Virtual Teams; Power, Networks, and Influence; and Organisational Change. He has taught in open Executive Education programmes including Consulting and Coaching for Change, Managing Global Virtual Teams, Manufacturing in a Global Network, and Strategic R&D Management, as well as in the customised programmes for Associated British Foods, Astellas Pharmaceuticals, Bayer / Bayer Crop Science, HCL, KONE, Lundbeck A/S, Ma’aden, Maersk Oil, Manulife Financial, Merck KGaA, MetInvest Holdings, Oliver Wyman, pwc, Takeda Pharmaceuticals, United Technologies, and the World Economic Forum.

Professor Mortensen consults widely on issues of team dynamics, global collaboration, power and social networks, and organisational change. He has worked with companies such as First Solar, Generalized Reinsurance, Goldman Sachs/Pine Street, Maersk Oil, and Merck KGaA.

Prior to joining INSEAD, Professor Mortensen was on the faculty of the MIT-Sloan School of Management, and before that, the Desautels School of Management at McGill University. Professor Mortensen holds a PhD in Management Science and Engineering from Stanford University, and an MS from Stanford University and a BA from Colby College, both in Computer Science.

Latest posts

Sort by

Leadership & Organisations

How to Show Compassion Without Compromising on Performance

M. Mortensen, H. K. Gardner

Many leaders think they have to choose between delivering results and supporting employees’ needs. They don’t – but doing both sustainably requires careful navigation.

Leadership & Organisations

Has Hybridity Killed Teamwork?

C. N. Hadley, M. Mortensen

The time has come to check whether the benefits of teamwork still outweigh the costs.

Leadership & Organisations

Three Steps to Optimising Your Firm’s Hybrid Work Strategy

Mark Mortensen

You need a strong process to reconcile the needs and wants of your various stakeholders.

Leadership & Organisations

Without Psychological Safety, Hybrid Work Won’t Work

M. Mortensen, A. C. Edmondson

People managers have their work cut out for them.
1 comment

Leadership & Organisations

Four Ways Today’s Teams Are Making Us Lonely

M. Mortensen, C. Hadley

They say it’s lonely at the top. But in the workplace, even team members are feeling lonely.

Leadership & Organisations

Teams in Evolution – and Revolution – After the Pandemic

H. Bresman, M. Mortensen

How sensemaking can help you cope with unplanned, constant changes in your team.