Publications

11 Apr 2014
Working Paper Summaries

Learning By Thinking: How Reflection Improves Performance

Keywords: by Giada Di Stefano, Francesca Gino, Gary Pisano & Bradley Staats

Article

Advertising, the Matchmaker

By: Bharat N. Anand and Ron Shachar

We empirically study the informational role of advertising in matching consumers with products when consumers are uncertain about both observable and unobserved program attributes. Our focus is on the network television industry, in which the products are television... View Details

Keywords: Advertising; Information; Consumer Behavior; Television Entertainment; Risk and Uncertainty; Product; Decision Choices and Conditions; Advertising Industry

April 2022 (Revised May 2022)
Case

Mastercard Labs (A) (Abridged)

By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley

When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify... View Details

25 Jun 2009
Working Paper Summaries

Why Do Countries Adopt International Financial Reporting Standards?

Keywords: by Karthik Ramanna & Ewa Sletten; Accounting

July 2004
Supplement

World Vision International: The AIDS Initiative

By: Christopher A. Bartlett

Management discusses the organizational and governance challenges of operating a global network of partner organizations. Then key managers reflect on the decision World Vision must make on the AIDS Hope Initiative--a new strategic direction that challenges many of the... View Details

Keywords: Health Care and Treatment; Goals and Objectives; Corporate Social Responsibility and Impact; Problems and Challenges; Core Relationships; Welfare; Value; Health Industry

September 2019 (Revised September 2019)
Case

Facebook Fake News in the Post-Truth World

By: John R. Wells, Carole A. Winkler and Benjamin Weinstock

In August 2019, Mark Zuckerberg, founder and CEO of Facebook, was surrounded by controversy. The first major storm of protest followed the surprise election of Donald Trump as President of the United States on November 8, 2016; many put the blame at the door of fake... View Details

Keywords: Facebook; Fake News; Mark Zuckerberg; Donald Trump; Algorithms; Social Networks; Partisanship; Social Media; App Development; Instagram; WhatsApp; Smartphone; Silicon Valley; Office Space; Digital Strategy; Democracy; Entry Barriers; Online Platforms; Controversy; Tencent; Agility; Social Networking; Gaming; Gaming Industry; Computer Games; Mobile Gaming; Messaging; Monetization Strategy; Advertising; Digital Marketing; Business Ventures; Acquisition; Mergers and Acquisitions; Business Growth and Maturation; Business Headquarters; Business Organization; For-Profit Firms; Trends; Communication; Communication Technology; Forms of Communication; Interactive Communication; Interpersonal Communication; Talent and Talent Management; Crime and Corruption; Voting; Demographics; Entertainment; Games, Gaming, and Gambling; Moral Sensibility; Values and Beliefs; Initial Public Offering; Profit; Revenue; Geography; Geographic Location; Global Range; Local Range; Country; Cross-Cultural and Cross-Border Issues; Globalized Firms and Management; Globalized Markets and Industries; Governing Rules, Regulations, and Reforms; Government and Politics; International Relations; National Security; Political Elections; Business History; Recruitment; Selection and Staffing; Information Management; Information Publishing; News; Newspapers; Innovation and Management; Innovation Strategy; Technological Innovation; Knowledge Dissemination; Human Capital; Law; Leadership Development; Leadership Style; Leading Change; Business or Company Management; Crisis Management; Goals and Objectives; Growth and Development Strategy; Growth Management; Management Practices and Processes; Management Style; Management Systems; Management Teams; Managerial Roles; Marketing Channels; Social Marketing; Network Effects; Market Entry and Exit; Digital Platforms; Marketplace Matching; Industry Growth; Industry Structures; Monopoly; Media; Product Development; Service Delivery; Corporate Social Responsibility and Impact; Mission and Purpose; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Public Ownership; Problems and Challenges; Business and Community Relations; Business and Government Relations; Groups and Teams; Networks; Rank and Position; Opportunities; Behavior; Emotions; Identity; Power and Influence; Prejudice and Bias; Reputation; Social and Collaborative Networks; Status and Position; Trust; Society; Civil Society or Community; Culture; Public Opinion; Social Issues; Societal Protocols; Strategy; Adaptation; Business Strategy; Commercialization; Competition; Competitive Advantage; Competitive Strategy; Corporate Strategy; Customization and Personalization; Diversification; Expansion; Horizontal Integration; Segmentation; Information Technology; Internet and the Web; Mobile and Wireless Technology; Applications and Software; Information Infrastructure; Valuation; Advertising Industry; Communications Industry; Entertainment and Recreation Industry; Information Industry; Information Technology Industry; Journalism and News Industry; Media and Broadcasting Industry; Service Industry; Technology Industry; Telecommunications Industry; Video Game Industry; United States; California; Sunnyvale; Russia

December 2011
Article

Platform Envelopment

By: Thomas R. Eisenmann, Geoffrey Parker and Marshall Van Alstyne

Due to network effects and switching costs in platform markets, entrants generally must offer revolutionary functionality. We explore a second entry path that does not rely upon Schumpeterian innovation: platform envelopment. Through envelopment, a provider in one... View Details

Keywords: Digital Platforms; Business and Stakeholder Relations; Economic Systems; Development Economics; Business or Company Management; Business Strategy; Network Effects; Information Technology Industry; Technology Industry

March 2021 (Revised March 2024)
Case

M-KOPA: Empowering Lives

By: V. Kasturi Rangan, Wale Lawal and Pippa Tubman Armerding

The Pay As You Go solar power company in East Africa had sales of $71 million in 2019. It wished to grow to $300 million by 2025. M-KOPA, founded by three entrepreneurs in 2011, had grown nicely in Kenya and Uganda to reach nearly 750,000 households with an innovative... View Details

Keywords: Mobile Payment; Go-to-market Strategy; Business At The Base Of The Pyramid; Business Growth; Social Entrepreneurship; Renewable Energy; Business Model; Growth and Development Strategy; Expansion; Marketing Strategy; Developing Countries and Economies; Kenya; Uganda; Nigeria

Career Coach

Doug Lester

a career. Coaching sessions with Doug can range from broadly conceptual, touching on issues related to meaning in work and life, to highly focused and tactical, including formulating effective networking... View Details

Keywords: Auto/Transportation/Logistics; Consumer Products; Education; Emerging Markets; Entertainment / Media; Entrepreneurship; Government; Health Care; Hospitality; Insurance; Publishing / Communications / Advertising; Real Estate; Retail; Social Enterprise; Technology

Entry into Platform-based Markets

This paper examines the relative importance of platform quality, indirect network effects, and consumer expectations on the success of entrants in platform-based markets. We develop a theoretical model and find that an entrant's success depends on the strength of... View Details

03 Mar 2020
News

From Disruption to Collision: The New Competitive Dynamics

May 20, 2024
Article

Porter’s Five Forces and Competitive Advantage in Web3

By: Scott Duke Kominers and Liang Wu

Competitive strategy — the art of crafting and executing plans to achieve an advantageous position in the market — is integral to any business, and especially relevant for platforms because it determines their ability to achieve network effects and scale. But web3... View Details

Keywords: Five Forces Framework; Competitive Strategy; Business Strategy; Network Effects; Digital Transformation

24 Sep 2019
Blog Post

Launching a Career in Clean Energy

Established in 2010, the HBS Business & Environment Initiative (BEI) works to deepen understanding of the environmental challenges facing business leaders and inspire new ideas and practical, effective solutions. BEI has established a... View Details

July 1997
Article

National Champions and Corruption: Some Unpleasant Interventionist Arithmetic

By: Alberto Ades and Rafael Di Tella

We present a hold-up model of investment where active industrial policy promotes both corruption and investment. Since corruption deters investment, the effect of industrial policy on investment is lower than when corruption is absent. We find evidence suggesting that... View Details

Keywords: Crime and Corruption

2023
Article

Exploiting Discovered Regression Discontinuities to Debias Conditioned-on-observable Estimators

By: Benjamin Jakubowski, Siram Somanchi, Edward McFowland III and Daniel B. Neill

Regression discontinuity (RD) designs are widely used to estimate causal effects in the absence of a randomized experiment. However, standard approaches to RD analysis face two significant limitations. First, they require a priori knowledge of discontinuities in... View Details

Keywords: Regression Discontinuity Design; Analytics and Data Science; AI and Machine Learning

July 2024
Case

Rockefeller Philanthropy Advisors: Bringing Systematic Investment to Philanthropy

By: Lauren Cohen, Hao Gao, Alexander Bischoff and Sophia Pan

Melissa Berman, CEO of Rockefeller Philanthropy Advisors (RPA), evaluated her client’s philanthropy project and its mediocre performance. RPA was a segment of the Rockefeller Family Office’s Philanthropy Department, becoming an independent charity in 2002. Consistently... View Details

Research Summary

Dynamics of Platform Competition: Exploring the Role of Installed Base, Platform Quality and Consumer Expectations

Researchers debate the role of installed base, platform quality and consumer expectations in driving the success of platforms. We analyze these three factors in a dynamic model where a new entrant with superior quality competes with an incumbent platform, and... View Details

January–February 2019
Article

Why Some Platforms Thrive and Others Don't

By: Feng Zhu and Marco Iansiti

In the digital economy, scale is no guarantee of continued success. After all, the same factors that help an online platform expand quickly—such as the low cost of adding new customers—work for challengers too. What, then, allows platforms to fight off rivals and grow... View Details

Keywords: Digital Platforms; Competition; Network Effects; Competitive Strategy

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May–June 2021
Article

Capturing Value in Platform Business Models that Rely on User-Generated Content

By: Hemang Subramanian, Sabyasachi Mitra and Sam Ransbotham

Business models increasingly depend on inputs from outside traditional organizational boundaries. For example, platforms that generate revenue from advertising, subscription, or referral fees often rely on user-generated content (UGC). But there is considerable... View Details

Keywords: Business Model; Network Effects; Mergers and Acquisitions; Valuation; Risk and Uncertainty