Do Leaders Bridge Cultural Codes? Evidence From an Organizational Merger | Anjali Bhatt | RGE 2026
In "Do Leaders Bridge Cultural Codes? Evidence From an Organizational Merger," Anjali Bhatt, Assistant Professor of Business Administration at Harvard Business School, examines how cultural differences within organizations can become an overlooked form of polarization. Using a large-scale analysis of employee email communications following a corporate merger, she shows that cultural codes—the linguistic and behavioral norms that signal group identity—shape how employees interact across organizational boundaries. Bhatt finds that senior leaders and high-status employees are the least likely to adopt the cultural codes of other groups, while those who do engage in "code bridging" often face professional penalties, particularly from supervisors within their original group. She argues that overcoming organizational polarization requires treating cultural bridging as a collective responsibility rather than an individual act, while creating structures that protect and reward employees who help bridge divides across teams and organizational cultures.This presentation was recorded at the Race, Gender & Equity at Work Symposium 2026, hosted by the Harvard Business School Race, Gender & Equity Initiative.
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