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- All HBS Web (493)
- Faculty Publications (195)
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- All HBS Web (493)
- Faculty Publications (195)
- May 2001 (Revised May 2015)
- Case
Compagnie Lyonnaise de Transport (A)
By: Michael Tushman and Michael J. Roberts
Describes the issues surrounding the funding of a centralized research service that supports two related divisions. The company has a very decentralized and financially driven culture, and the centralized service is used unequally, setting up a conflict.
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Keywords:
Business Divisions;
Organizational Culture;
Relationships;
Conflict Management;
Balance and Stability;
Transportation Industry;
France
Tushman, Michael, and Michael J. Roberts. "Compagnie Lyonnaise de Transport (A)." Harvard Business School Case 401-040, May 2001. (Revised May 2015.)
- 08 Dec 2009
- First Look
First Look: Dec. 8
gravity the law of integrity just is, and if you violate the law of integrity as we define it, you get hurt just as if you try to violate the law of gravity with no safety device. The personal and organizational benefits of honoring one's...
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Keywords:
Martha Lagace
- 11 Jul 2005
- Research & Ideas
The New International Style of Management
deceptive veneer of familiarity, cultural gulfs and local differences often remain hidden. There is an increasingly international style of management.— John Quelch, HBS Amid these conflicting realities, however, Harvard Business School...
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by Garry Emmons
- Article
Corporate Culture and Analyst Catering
By: Joseph Pacelli
This study examines the relation between financial institutions’ corporate culture and the quality of analysts’ research services. Using data collected from the Financial Industry Regulatory Authority, I measure the weakness of financial institutions’ corporate culture...
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Keywords:
Analysts;
Corporate Culture;
Global Settlement;
Financial Institutions;
Organizational Culture;
Conflict of Interests;
Performance;
Quality
Pacelli, Joseph. "Corporate Culture and Analyst Catering." Journal of Accounting & Economics 67, no. 1 (February 2019): 120–143.
- January 1992
- Case
Johnson & Johnson: Hospital Services
The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management's efforts to...
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Keywords:
Organizational Structure;
Organizational Culture;
Management Systems;
Environmental Sustainability;
Conflict and Resolution
Pearson, Andrall E. "Johnson & Johnson: Hospital Services." Harvard Business School Case 392-050, January 1992.
- 19 Jul 2004
- Research & Ideas
Why Innovations Sit on the Shelf
Several managers praised this as an excellent idea, but it was never implemented. It was apparent that conflicts between the sales department and the distribution department were to blame—but no one was willing to confront the View Details
- 09 Feb 2004
- Research & Ideas
Got a New Strategy? Now Make it Happen
Despite widespread rhetoric about the need for organizational agility, an astonishing number of businesses stay stuck in neutral when they need to implement a new strategy. Consider the situation that Lynne Camp faced in July 2000. Camp,...
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by Michael Beer & Russell A. Eisenstat
- 12 Jul 2011
- First Look
First Look: July 12
PublicationsBlending Quantitative and Qualitative Methods in Organizational Research Authors:Amy C. Edmondson and Tiona Zuzul Publication:In Encyclopedia of Strategic Management, edited by D. Teece and M. Augier. London: Palgrave,...
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Carmen Nobel
- 11 Jan 2016
- Research & Ideas
Is Group Loyalty a Force for Good or Evil?
or where they are crossing ethical boundaries for the good of their own group.” Gino and colleagues write about this paradox in a new paper forthcoming in the journal Organizational Behavior and Human Decision Processes with a decidedly...
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by Michael Blanding
- Web
Power and Influence - Course Catalog
to help you develop your own influence style and understand political dynamics as they unfold around you. By focusing on specific expressions of power and influence, this course provides you with the opportunity to observe effective and ineffective uses of power in...
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- March – April 2008
- Article
Interorganizational Trust, Governance Choice, and Exchange Performance
By: Ranjay Gulati and Jackson Nickerson
This paper looks at when and how preexisting interorganizational trust influences the choice of governance and in turn the performance of exchange relationships. We theorize that preexisting interorganizational trust complements the choice of governance mode (make,...
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Keywords:
Corporate Governance;
Organizational Culture;
Performance Improvement;
Conflict and Resolution;
Trust
Gulati, Ranjay, and Jackson Nickerson. "Interorganizational Trust, Governance Choice, and Exchange Performance." Organization Science 19, no. 2 (March–April 2008): 1–21.
- 31 Jan 2012
- First Look
First Look: Jan. 31
negative emotions, lower intrinsic motivation, and less favorable perceptions of the organization-with negative consequences for performance. These actions include signaling low expectations for innovation; switching strategic direction too frequently; miscoordination...
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Keywords:
Sean Silverthorne & Carmen Nobel
- 01 Dec 2010
- News
Eight Join HBS Faculty
capital markets and firms’ social, environmental, and governance performance. Lakshmi Ramarajan, an assistant professor in the Organizational Behavior Unit, also had ties to HBS before joining the faculty. After earning her doctorate in...
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- June 2001
- Supplement
GE's Early Dispute Resolution Initiative (B)
By: Michael A. Wheeler and Gillian Morris
Early Dispute Resolution (EDR) has proved successful at GE. Yet, when Michael McIlwrath, new counsel at an Italian subsidiary, attempted to translate it to his company, problems arose. He had to gain internal acceptance, and explain the concept of early mediation to a...
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Keywords:
Business Subsidiaries;
Globalization;
Lawsuits and Litigation;
Organizational Culture;
Performance Effectiveness;
Problems and Challenges;
Conflict of Interests;
Complexity;
Italy;
New York (state, US)
Wheeler, Michael A., and Gillian Morris. "GE's Early Dispute Resolution Initiative (B)." Harvard Business School Supplement 801-453, June 2001.
- January 2011
- Case
Founder-CEO Succession at Acer
By: Noam T. Wasserman, Michael Shih-ta Chen and Keith Chi-ho Wong
Stan Shih, founder-CEO of Acer, Inc., had proactively chosen and transitioned the "perfect" successor as CEO, but was now faced with major problems. Over the last two years, his heir apparent, Leonard Liu, had made the changes he had been hired to make, including...
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Keywords:
Business Startups;
Entrepreneurship;
Cross-Cultural and Cross-Border Issues;
Management Style;
Management Succession;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure;
Conflict Management
Wasserman, Noam T., Michael Shih-ta Chen, and Keith Chi-ho Wong. "Founder-CEO Succession at Acer." Harvard Business School Case 811-062, January 2011.
- 2019
- Working Paper
Self-Interest: The Economist's Straitjacket
By: Robert Simons
This paper examines contemporary economic theories that focus on the design and management of business organizations. In the first part of the paper, a taxonomy is presented that describes the different types of economists interested in this subject—market economists,...
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Keywords:
Self-interest;
Economist;
Moral Philosophers;
Regulation;
Capture;
Organization Design;
Economy Theory;
Organization Theory;
Management Theory;
Commitment;
Controls;
Governance;
Customers;
Conflict of Interests;
Business or Company Management;
Competition;
Organizational Design;
Business Education;
Agency Theory;
Economics;
Theory;
Boundaries
Simons, Robert. "Self-Interest: The Economist's Straitjacket." Harvard Business School Working Paper, No. 16-045, October 2015. (Revised January 2019.)
- 01 Dec 2000
- News
Books
Code of Change. Despite its importance, Beer and Nohria assert that the process of change remains poorly understood, and only a third of corporate change initiatives succeed. After encountering widely divergent assumptions by leading executives about View Details
- 13 Mar 2007
- First Look
First Look: March 13, 2007
Working PapersInitiating Divergent Organizational Change: The Enabling Role of Actors' Social Position Author:Julie Battilana Abstract This study addresses the paradox of embedded human agency, or the contradiction between actors'...
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Keywords:
Martha Lagace
- 01 Sep 2011
- News
Coming Full Circle
“Mutiny is a rare and extreme example, but my findings also apply to situations where it becomes necessary to manage conflict or create buy-in for organizational change,” she adds. Merryman cites HBS...
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- 02 Apr 2019
- Research Event
Women Pay a Higher Career Price in Today's Always-On Work Culture
to be breadwinners supports spending long hours at the office. Women, in contrast, face career penalties such as loss of promotion for using corporate accommodations that help them balance different roles. Companies hold on to the “hegemonic narrative” that work-life...
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