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- Faculty Publications (330)
- March 2001 (Revised July 2007)
- Background Note
Power and Influence: Achieving Your Objectives in Organizations
By: Kathleen L. McGinn and Elizabeth Long Lingo
Power is the potential to mobilize energy. This rather neutral definition does not address the issues of how to exercise power or to what ends. The answers to these questions determine the ultimate value of an individual's power. This note is written to help readers...
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Keywords:
Organizational Culture;
Personal Development and Career;
Power and Influence;
Social and Collaborative Networks;
Value
McGinn, Kathleen L., and Elizabeth Long Lingo. "Power and Influence: Achieving Your Objectives in Organizations." Harvard Business School Background Note 801-425, March 2001. (Revised July 2007.)
- March 2001 (Revised September 2005)
- Case
Ritz-Carlton Hotel Company, The
By: Sandra J. Sucher and Stacy McManus
In just seven days, the Ritz-Carlton transforms newly hired employees into "Ladies and Gentlemen Serving Ladies and Gentlemen." The case details a new hotel launch, focusing on the unique blend of leadership, quality processes, and values of self-respect and dignity,...
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Keywords:
Customer Satisfaction;
Innovation and Invention;
Leadership;
Brands and Branding;
Product Launch;
Service Operations;
Performance Improvement;
Problems and Challenges;
Quality;
Status and Position;
Culture;
Value Creation;
Accommodations Industry;
Service Industry
Sucher, Sandra J., and Stacy McManus. "Ritz-Carlton Hotel Company, The." Harvard Business School Case 601-163, March 2001. (Revised September 2005.)
- November 2000 (Revised March 2001)
- Case
Iggy's Bread of the World
By: Kathleen L. McGinn and Alexis Lefort
In January 1994, Igor and Ludmilla Ivanovic opened the doors of their bakery, Iggy's Bread of the World. This case describes their unusual mission statement and the way in which they try to bring a social consciousness mentality to a for-profit business. Six years...
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Keywords:
Growth Management;
Mission and Purpose;
Organizational Culture;
Restructuring;
Family Business;
Power and Influence;
Food and Beverage Industry;
Retail Industry;
Massachusetts
McGinn, Kathleen L., and Alexis Lefort. "Iggy's Bread of the World." Harvard Business School Case 801-282, November 2000. (Revised March 2001.)
- July 2000
- Case
Dawn Riley at America True (C)
By: Linda A. Hill and Kristin Doughty
Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in August 1999 to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform....
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Keywords:
Management Style;
Leadership;
Behavior;
Groups and Teams;
Organizational Culture;
Problems and Challenges;
Sports;
Gender;
Management Teams;
New Zealand
Hill, Linda A., and Kristin Doughty. "Dawn Riley at America True (C)." Harvard Business School Case 401-008, July 2000.
- June 2000 (Revised July 2000)
- Case
ORIX KK
By: Malcolm S. Salter and Andrew Eggers
Describes the challenges facing a Japanese financial services company as it attempts to maintain its ability to attract and retain talented employees. The CEO's ideas of corporate governance and evidence from the competitive labor environment suggest the need for more...
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Keywords:
Corporate Governance;
Compensation and Benefits;
Motivation and Incentives;
Management Analysis, Tools, and Techniques;
Geographic Location;
Financial Services Industry;
Japan
Salter, Malcolm S., and Andrew Eggers. "ORIX KK." Harvard Business School Case 800-272, June 2000. (Revised July 2000.)
- June 2000 (Revised October 2017)
- Case
IDEO
By: Stefan Thomke and Ashok Nimgade
Describes IDEO, the world's leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A...
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- May 2000 (Revised December 2018)
- Case
SMA: Micro-Electronic Products Division (A)
By: Michael Beer and Michael Tushman
The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in...
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Keywords:
Change Management;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure;
Conflict and Resolution;
Business Strategy
Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (A)." Harvard Business School Case 400-084, May 2000. (Revised December 2018.)
- May 2000 (Revised December 2018)
- Supplement
SMA: Micro-Electronic Products Division (B)
By: Michael Beer and Michael Tushman
Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case.
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Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (B)." Harvard Business School Supplement 400-085, May 2000. (Revised December 2018.)
- March 2000 (Revised July 2001)
- Case
Microsoft: Competing on Talent (A)
By: Christopher A. Bartlett and Meg Wozny
Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and...
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Keywords:
Human Resources;
Retention;
Recruitment;
Competitive Advantage;
Motivation and Incentives;
Business Startups;
Talent and Talent Management
Bartlett, Christopher A., and Meg Wozny. "Microsoft: Competing on Talent (A)." Harvard Business School Case 300-001, March 2000. (Revised July 2001.)
- 2001
- Article
From Guilford to Creative Synergy: Opening the Black Box of Team Level Creativity
By: T. R. Kurtzberg and T. M. Amabile
Previous research, from Guilford's founding tradition to more modern research on individual creativity and general group processes, falls short of adequately describing team-level creativity. Alhough researchers have addressed brainstorming in groups with mixed...
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Kurtzberg, T. R., and T. M. Amabile. "From Guilford to Creative Synergy: Opening the Black Box of Team Level Creativity." Special Issue on Commemorating Guilford's 1950 Presidential Address Creativity Research Journal 13, nos. 3/4 (2001).
- December 1999
- Article
Changes in the Work Environment for Creativity during Downsizing
By: T. M. Amabile and Regina Conti
This study examined the work environment for creativity at a large high-technology firm before, during, and after a major downsizing. Creativity and most creativity-supporting aspects of the perceived work environment declined significantly during the downsizing but...
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Keywords:
Organizational Culture;
Situation or Environment;
Creativity;
Resignation and Termination;
Employees;
Business or Company Management;
Motivation and Incentives;
Management Practices and Processes;
Crisis Management;
Groups and Teams;
Communication;
Announcements;
Interpersonal Communication
Amabile, T. M., and Regina Conti. "Changes in the Work Environment for Creativity during Downsizing." Academy of Management Journal 42, no. 6 (December 1999): 630–640.
- September 1999 (Revised May 2003)
- Case
Deloitte & Touche (A): A Hole in the Pipeline
By: Rosabeth M. Kanter and Jane Roessner
Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan...
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Keywords:
Strategic Planning;
Organizational Culture;
Accounting;
Gender;
Organizational Change and Adaptation;
Loss;
Change Management;
Jobs and Positions;
Resignation and Termination;
Accounting Industry;
United States
Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (A): A Hole in the Pipeline." Harvard Business School Case 300-012, September 1999. (Revised May 2003.)
- September 1999 (Revised May 2003)
- Case
Deloitte & Touche (B): Changing the Workplace
By: Rosabeth M. Kanter and Jane Roessner
Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different...
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Keywords:
Strategic Planning;
Organizational Culture;
Accounting;
Gender;
Organizational Change and Adaptation;
Loss;
Change Management;
Jobs and Positions;
Resignation and Termination;
Accounting Industry;
United States
Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (B): Changing the Workplace." Harvard Business School Case 300-013, September 1999. (Revised May 2003.)
- April 1999 (Revised March 2002)
- Case
Gerald Weiss
By: Brian J. Hall and Carleen Madigan
Gerald Weiss left Wall Street for the promise of a CFO position at a well-established corporation. He was given a 10-year options package with a guaranteed floor of $12 million and unlimited upside. To ensure the entire package would be worth at least $12 million after...
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Keywords:
Management Teams;
Resignation and Termination;
Executive Compensation;
Organizational Culture;
Agreements and Arrangements;
Stock Options;
Conflict and Resolution;
New York (city, NY)
Hall, Brian J., and Carleen Madigan. "Gerald Weiss." Harvard Business School Case 899-258, April 1999. (Revised March 2002.)
- October 1998 (Revised December 1998)
- Case
CompUSA The Computer Superstore
By: Ananth Raman and Anna Sheen McClelland
Examines the CompUSA organization, focusing especially on the operations and the company culture. Highlights the economics of PC retailing and the importance of a responsive supply chain for their product category. The description of company culture emphasizes the role...
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Keywords:
Supply Chain;
Organizational Culture;
Motivation and Incentives;
Supply Chain Management;
Computer Industry;
Retail Industry;
United States
Raman, Ananth, and Anna Sheen McClelland. "CompUSA The Computer Superstore." Harvard Business School Case 699-026, October 1998. (Revised December 1998.)
- September 1998 (Revised April 2001)
- Case
Sealed Air Taiwan (A)
By: Lynn S. Paine and Robert J. Crawford
The general manager for U.S.-based Sealed Air Corp.'s Taiwan subsidiary must decide whether he's hired the right person to bridge the gap between Sealed Air's corporate culture and Taiwan's business culture. This case details Bob Kayser's experiences in trying to...
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Keywords:
Organizational Change and Adaptation;
Organizational Culture;
Cross-Cultural and Cross-Border Issues;
Relationships;
Service Operations;
Motivation and Incentives;
Management Skills;
Compensation and Benefits;
Taiwan;
United States
Paine, Lynn S., and Robert J. Crawford. "Sealed Air Taiwan (A)." Harvard Business School Case 399-058, September 1998. (Revised April 2001.)
- September–October 1998
- Article
How to Kill Creativity
By: T. M. Amabile
The article addresses the topic of business creativity, its benefits, and how managers can inspire it. The author's research shows that it is possible to develop the best of both worlds: organizations in which business imperatives are attended to and creativity...
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Keywords:
Creativity;
Situation or Environment;
Motivation and Incentives;
Organizational Culture;
Management Practices and Processes
Amabile, T. M. "How to Kill Creativity." Harvard Business Review 76, no. 5 (September–October 1998): 76–87.
- April 1998 (Revised May 2000)
- Case
Guidant Corporation: Shaping Culture Through Systems
By: Robert L. Simons and Antonio Davila
Guidant is a successful IPO start-up selling pacemakers and defibrillators. The case describes how managers install systems to balance innovation and control. Three parts of a shareholder value strategy are described. Controls include incentive systems, beliefs...
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Keywords:
Innovation Strategy;
Corporate Strategy;
Motivation and Incentives;
Planning;
Risk Management;
Management Systems;
Business Strategy;
Value Creation;
System;
Service Industry;
Financial Services Industry;
Medical Devices and Supplies Industry
Simons, Robert L., and Antonio Davila. "Guidant Corporation: Shaping Culture Through Systems." Harvard Business School Case 198-076, April 1998. (Revised May 2000.)
- December 1997 (Revised October 2006)
- Case
Merck Sharp & Dohme Argentina, Inc. (A)
By: Lynn S. Paine and Hal Hogan
Describes the efforts of the new managing director of Merck's subsidiary for Argentina, Uruguay, and Paraguay to transform the organization and its culture. Focuses on a critical decision: whether to offer the son of a high-ranking official in the government's national...
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Keywords:
Business or Company Management;
Ethics;
Decision Making;
Organizational Change and Adaptation;
Organizational Culture;
Leadership;
Cross-Cultural and Cross-Border Issues;
Conflict of Interests;
Argentina;
Uruguay;
Paraguay
Paine, Lynn S., and Hal Hogan. "Merck Sharp & Dohme Argentina, Inc. (A)." Harvard Business School Case 398-033, December 1997. (Revised October 2006.)