---
id: "entity-tsedal-neeley"
type: "entity"
entityType: "person"
canonicalName: "Tsedal Neeley"
aliases: ["Tsedal Neely"]
source_timestamps: ["¶14"]
tags: ["researcher", "remote-work"]
related: ["contrarian-overcommunication-flaw"]
sources: ["tail1"]
sourceVaultSlug: "hbr-seg-tail1"
originDay: 1
articleStem: "hbr-tail-108-decision-revolves-around-hq"
sourceUrl: "https://hbr.org/2026/05/what-global-companies-lose-when-decision-making-revolves-around-headquarters"
sourceTitle: "What Global Companies Lose When Decision-Making Revolves Around Headquarters"
---
# Tsedal Neeley

## Tsedal Neeley

**Role in this source:** *Cited researcher* whose work supplies the evidentiary backbone for the article's most counter-conventional argument.

**How Livermore uses her:** Neeley's research demonstrates that practices like **regular check-ins, town halls, and overlapping meeting hours** succeed at increasing the *frequency* of communication but **fail to fix the underlying structural pattern** in which an individual's location disproportionately shapes their access to — and influence over — information. This directly underwrites [[contrarian-overcommunication-flaw]] and reinforces [[concept-time-zone-bias]] and [[quote-where-you-sit]].

**Profile / enrichment:** Tsedal Neeley is a professor at **Harvard Business School** whose research centers on **global teams, remote work, language, and digital transformation**. Her book *Remote Work Revolution* and earlier work on global collaboration provide evidence that location and language shape access to information and influence — and that structural changes, not merely more communication, are required. Canonical reference: her HBS faculty page.