Publications
Publications
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- All HBS Web
(3,493)
- Faculty Publications (675)
- 2011
- Chapter
Developing an Effective Organization: Intervention Method, Empirical Evidence, and Theory
By: Michael Beer
The field of organization development is fragmented and lacks a coherent and integrated theory and method for developing an effective organization. A 20-year action research program led to the development and evaluation of the Strategic Fitness Process (SFP)-a platform... View Details
- Article
From Thinking Too Little to Thinking Too Much: A Continuum of Decision Making.
By: Dan Ariely and Michael I. Norton
Due to the sheer number and variety of decisions that people make in their everyday lives-from choosing yogurts to choosing religions to choosing spouses-research in judgment and decision making has taken many forms. We suggest, however, that much of this research has... View Details
- 2011
- Article
Group Size and Incentives to Contribute: A Natural Experiment at Chinese Wikipedia
By: Michael Zhang and Feng Zhu
In this paper, we examine the causal relationship between group size and incentives to contribute in the setting of Chinese Wikipedia, the Chinese language version of an online encyclopedia that relies entirely on voluntary contributions. The group at Chinese Wikipedia... View Details
- Article
Temporal View of the Costs and Benefits of Self-Deception
By: Zoe Chance, Michael I. Norton, Francesca Gino and Dan Ariely
Researchers have documented many cases in which individuals rationalize their regrettable actions. Four experiments examine situations in which people go beyond merely explaining away their misconduct to actively deceiving themselves. We find that those who exploit... View Details
- Article
The Artful Dodger: Answering the Wrong Question the Right Way
By: Todd Rogers and Michael I. Norton
What happens when speakers try to "dodge" a question they would rather not answer by answering a different question? In 4 studies, we show that listeners can fail to detect dodges when speakers answer similar-but objectively incorrect-questions (the "artful dodge"), a... View Details
- December 2010
- Case
Leadership, Culture, and Transition at lululemon
By: Michael Tushman, Ruth Page and Tom Ryder
The case examines leadership and organizational change within a strong culture context through a multimedia study of lululemon, a specialty retailer of high-end athletic apparel. Video segments trace the company's history from its founding in 1998 as a single retail... View Details
- November 2010
- Case
Gilt Groupe
By: Michael J. Roberts, William A. Sahlman and Tamara Obradov
The case explores decisions faced by Gilt Groupe co-founders in 2009 regarding how rapidly to grow, which growth strategies to pursue and how much capital to raise. View Details
- November 2010 (Revised January 2011)
- Case
Computerized Provider Order Entry at Emory Healthcare
By: Richard G. Hamermesh, F. Warren McFarlan, Mark Keil, Andrew Katz, Michael Morgan and David LaBorde
The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to implement computerized provider order entry (CPOE) across all of its hospitals and the challenges they faced in doing so. Issues such as standardization of care,... View Details
- September 2010 (Revised February 2013)
- Background Note
The Cage-Free Egg Movement
By: Michael W. Toffel and Stephanie van Sice
Describes the social movement confronting conventional egg production techniques (battery cages) based on animal welfare concerns, and some merits and drawbacks of cage-free alternatives. Highlights animal rights activist campaigns, political and regulatory responses,... View Details
- September 2010
- Article
How Firms Respond to Being Rated
By: Aaron K. Chatterji and Michael W. Toffel
While many rating systems seek to help buyers overcome information asymmetries when making purchasing decisions, we investigate how these ratings also influence the companies being rated. We hypothesize that ratings are particularly likely to spur responses from firms... View Details
- September 2010
- Article
Making Self-Regulation More Than Merely Symbolic: The Critical Role of the Legal Environment
By: Jodi L. Short and Michael W. Toffel
Using data from a sample of U.S. industrial facilities subject to the federal Clean Air Act from 1993 to 2003, this article theorizes and tests the conditions under which organizations' symbolic commitments to self-regulate are particularly likely to result in improved... View Details
- August 2010 (Revised March 2012)
- Case
The UCLA Medical Center: Kidney Transplantation
By: Michael E. Porter, Jennifer F Baron, Jacob Mathew Chacko and Robin Jian Tang
In 2010, organ transplantation remained among the few sets of medical conditions in the U.S. for which bundled payments were a dominant reimbursement model, and for which patient health outcomes were universally measured and reported. In 1986, UCLA Medical Center was... View Details
- 2011
- Working Paper
Managerial Practices That Promote Voice and Taking Charge among Frontline Workers
By: Julia Adler-Milstein, Sara J. Singer and Michael W. Toffel
Process-improvement ideas often come from frontline workers who speak up by voicing concerns about problems and by taking charge to resolve them. We hypothesize that organization-wide process-improvement campaigns encourage both forms of speaking up, especially voicing... View Details
- April 2010
- Case
Globalization at Komatsu
The case captures the challenges Komatsu, the second largest manufacturer of the earth moving equipment faced during the past five decades as it sought to globalize its operations. By 2007, it had become the second largest manufacturer of the earth moving equipment... View Details
- March 2010 (Revised October 2011)
- Case
Highland District County Hospital: Gastroenterology Care in Sweden
By: Michael E. Porter, Jennifer F Baron and Martin Rejler
Sweden's Highland District County Hospital, similar to a community hospital in the US, undertook a major restructuring to integrate care delivery for medical conditions served by the Department of Medicine. Each subspecialty within the Department would form a single,... View Details
- March 2010
- Article
Sudden Stops: Determinants and Output Effects in the First Era of Globalization, 1880–1913
By: Michael D. Bordo, Alberto Cavallo and Christopher Meissner
We study the determinants and output effects of sudden stops in capital inflows during an era of intensified globalization from 1880 to 1913. Higher levels of exposure to foreign currency debt and large current account deficits associated with reliance on foreign... View Details
- February 2010 (Revised September 2011)
- Case
Local Motors: Designed by the Crowd, Built by the Customer
By: Michael I. Norton and Jeremy Dann
In the wake of the meltdown among U.S. auto manufacturers in 2009, Jay Rogers, CEO of Local Motors, has a new approach for the automotive industry: decide which models are produced through online design competitions, and then allow customers to "build their own cars"... View Details
- December 2009 (Revised May 2012)
- Case
Koo Foundation Sun Yat-Sen Cancer Center: Breast Cancer Care in Taiwan
By: Michael E. Porter, Jennifer F Baron and C. Jason Wang
Taiwan's Koo Foundation Sun Yat-Sen Cancer Center has developed an integrated, team-based care delivery model for breast cancer care that is being expanded to other cancer types in 2009. A decade earlier, President and CEO Dr. Andrew Huang and the Center had worked... View Details
- November – December 2009
- Article
Learning by Design: Developing an Engine for Transforming Your Company
By: Michael Beer and Magnus Finnstrom
Traditional leadership development programs often fail to achieve the desired results because they don't focus on learning linked to the company's business strategy and the real day-to-day challenges facing managers. The experience of Sweden-based industrial... View Details