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BOURMAULT Nishani

DBA, Management, Strategy

Nishani is an Assistant Professor in the People and Organizations Department at NEOMA Business School. She holds a doctorate from Harvard Business School and an undergraduate degree from Princeton University. Nishani’s research explores how deeply embedded norms shape the experience of both individuals and organizations during times of transition and change. She uses qualitative and quantitative research methods in her work. Some examples of her research include studying former Paris subway drivers and how norms of responsibility internalized in this occupation shape their experience when they are promoted to managers. Other research focuses on understanding the role that broader societal norms can play when organizations decide to change the types of organizational practices they use. Nishani focuses on the challenges of adopting less hierarchical practices as well as various compensation practices in the cultural context of France. Her research appears in journals such as Organization Science, Journal of Management Studies, and Harvard Business Review. Prior to joining academia, Nishani worked in finance trading fixed income products on Wall Street. 

Areas of research

  • Norms
  • Changes
  • Occupations
  • HRM practices

Recent academic contributions

  • BOURMAULT, N., J. SIEGEL, "Why Local Adaptation Sometimes Fails to be Effective for MNEs: Exploring the Dynamics of Collective Bonuses, Egalitarianism, and Informal Norms", Journal of Management Studies, August 2021
    DOI : 10.1111/joms.12757
  • BOURMAULT, N., M. ANTEBY, "Becoming a Manager Doesn’t Always Feel Like a Step Up", Harvard Business Review, March 2021
  • BOURMAULT, N., M.ANTEBY, "Unpacking the Managerial Blues: How Expectations Formed in the Past Carry into New Jobs", Organization Science, November 2020, vol. 31, no. 6, pp. 1452-1474
    DOI : 10.1287/orsc.2020.1361

Academic Journals

  • BOURMAULT, N., J. SIEGEL, "Why Local Adaptation Sometimes Fails to be Effective for MNEs: Exploring the Dynamics of Collective Bonuses, Egalitarianism, and Informal Norms", Journal of Management Studies, August 2021
    DOI : 10.1111/joms.12757
  • BOURMAULT, N., M. ANTEBY, "Becoming a Manager Doesn’t Always Feel Like a Step Up", Harvard Business Review, March 2021
  • BOURMAULT, N., M.ANTEBY, "Unpacking the Managerial Blues: How Expectations Formed in the Past Carry into New Jobs", Organization Science, November 2020, vol. 31, no. 6, pp. 1452-1474
    DOI : 10.1287/orsc.2020.1361

Academic conferences

  • SIRIWARDANE, N., "When Stepping up Also Means Stepping Down: Managerial Role Transitions for Members of High Reliability Occupations" in Academy of Management, 2016, Anaheim, United States
  • SIRIWARDANE, N., "When Stepping up Also Means Stepping Down: Managerial Role Transitions for Members of High Reliability Occupations" in EGOS Colloquium, 2015, Athens, Greece

Dissemination activity

  • SIRIWARDANE, N., "When Stepping up Also Means Stepping Down: Managerial Role Transitions for Members of High Reliability Occupations" in ESCP-­-SHO Research seminar, 2016, Paris, France
  • SIRIWARDANE, N., "When Stepping up Also Means Stepping Down: Managerial Role Transitions for Members of High Reliability Occupations" in Wharton’s People and Organizations Conference Round Table, 2015, Philadelphia, United States
  • SIRIWARDANE, N., "The Impact of Cultural Values on Multinational’s Organizational Practices" in Harvard Business School Student Research Symposium, 2014, Boston, United States