Publications
Publications
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(4,485)
- Faculty Publications (846)
- September 2007
- Article
Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research
By: Michael L. Tushman, Amy Fenollosa, Dan McGrath, Charles A. O'Reilly and Adam Michael Kleinbaum
As professional schools, business schools aspire to couple research rigor with managerial relevance. There has been, however, a concern that business schools are increasingly uncoupled from practice and that business school research lacks real world relevance. This... View Details
Keywords: Business Education; Executive Education; Learning; Teaching; Management; Practice; Research
- 2007
- Chapter
Collaborative R&D in Management: The Practical Experience of Fenix and TruePoint in Bridging the Divide Between Scientific and Managerial Goals
By: Michael Beer and Niclas Adler
The gap between theory and practice has been of concern to both practitioners and academics, yet other than pleas to close the gap with more accessible writing by academics and more interest in research by practitioners few systematic efforts have been made to close... View Details
- 1 Aug 2007
- Conference Presentation
Redundant Communication: Redundancy as a Strategic Practice in Project Management Work
By: P. M. Leonardi, T. Beyene and E. M. Gerber
- July 2007 (Revised July 2008)
- Case
The Beijing Dream
By: Arthur I Segel, Voon Siang Lee, Jialei Tian and Ying Laura Wang
The purchase of a single-family home is generally the major investment for most young couples in China. Shows in detail the process that a young couple goes through in late April 2007 to find, finance, and close on an apartment in Beijing within what they believe to be... View Details
- 2007
- Working Paper
Innovation through Global Collaboration: A New Source of Competitive Advantage
By: Alan MacCormack, Theodore Forbath, Peter Brooks and Patrick Kalaher
Many recent studies highlight the need to rethink the way we manage innovation. Traditional approaches, based on the assumption that the creation and pursuit of new ideas is best accomplished by a centralized and collocated R&D team, are rapidly becoming outdated.... View Details
- June 2007 (Revised March 2010)
- Case
Managing Orthopaedics at Rittenhouse Medical Center
By: Richard M.J. Bohmer, Robert S. Huckman, James Weber and Kevin J. Bozic
Considers the issues associated with running multiple business models–a private practice and an academic faculty practice--within the confines of the orthopaedics department of a single medical center. Students assume the role of Neela Wilson, Executive Director of... View Details
- May 2007 (Revised March 2010)
- Case
Maria Sharapova: Marketing a Champion (A)
By: Anita Elberse and Margarita Golod
In July 2004, a then 17-year-old Maria Sharapova won Wimbledon, arguably the most prestigious tennis tournament in the world. Max Eisenbud, Sharapova's agent at International Management Group (IMG), knew the championship would lead to a flood of new opportunities. What... View Details
- May 2007
- Article
Inner Work Life: Understanding the Subtext of Business Performance
By: Teresa M. Amabile and Steven J. Kramer
Anyone in management knows that employees have their good days and their bad days and that, for the most part, the reasons for their ups and downs are unknown. Most managers simply shrug their shoulders at this fact of work life. But does it matter, in terms of... View Details
- March 2007 (Revised October 2008)
- Case
The Vancouver 2010 Olympics
By: Anita Elberse, Catherine Anthony and Joshua Callahan
It is February 2007, exactly three years before Vancouver hosts the 2010 Winter Olympics. Judy Rogers, City Manager for the City of Vancouver and a member of the Board of Directors for Vancouver's Organizing Committee (VANOC), is keen to ensure the Games will have a... View Details
- March 2007 (Revised February 2009)
- Background Note
How to Crack a Strategy Case
By: Stephen P. Bradley, David J. Collis, Kevin P. Coyne, Andrei Hagiu, Mikolaj Jan Piskorski, Jan W. Rivkin and John R. Wells
Addresses a common concern among strategy students: "How should I tackle this case?" Describes a process for diagnosing a strategic situation, then generating, evaluating, and choosing among strategic options. View Details
- March 2007 (Revised April 2007)
- Case
The University of Utah and the Computer Graphics Revolution
By: H. Kent Bowen and Courtney Purrington
Computer science departments were new to universities in the 1960s, and the one created at the University of Utah by David Evans and Ivan Sutherland had a research mission to invent the field of computer graphics. Details the research process that led to many of the... View Details
- March 2007 (Revised June 2007)
- Case
Wal-Mart, 2007
By: David B. Yoffie and Michael Slind
In 2007, Wal-Mart faced challenges to its historically high growth rate. Lagging same-store sales and setbacks overseas led the company to consider strategic shifts. Wal-Mart was the world's largest retailer, but competition had become particularly acute as the company... View Details
- January 2007
- Case
Robert E. Rubin (A)
By: Nitin Nohria, Robert Steven Kaplan and Nicole Davison
Bob Rubin was a businessman given the task of setting up and running the National Economic Council for the Clinton Administration. Unfamiliar with management in a political climate, Rubin worked hard to design, staff, and position the Council to make better economic... View Details
- 2007
- Other Unpublished Work
Management Practices across Europe, the U.S. and Asia
By: Nicholas Bloom, Christos Genakos, Raffaella Sadun and John Van Reenen
- December 2006 (Revised January 2007)
- Case
Infosys in India: Building a Software Giant in a Corrupt Environment
By: Rawi E. Abdelal, Rafael M. Di Tella and Prabakar (PK) Kothandaraman
Shortly after Infosys was founded in 1981, its managers faced a major turning point when they made a decision to operate without giving in to the petty corruption rife in the Indian economy. Within just a few years, that decision had truly defined the company. Over the... View Details
- September 2006 (Revised February 2008)
- Case
Philips Electronics N.V.
By: Jay W. Lorsch and Alexis Chernak
Looks at the multinational company, Philips Electronics, which is headquartered in the Netherlands, as an example of a company with a two-tiered board. The company is governed by both a supervisory board and a board of management. Examines the role, dynamic, and best... View Details
- 11 Aug 2006 - 15 Aug 2006
- Conference Presentation
A Match Made in Heaven? Joining Leadership Competencies to the Process of Organizational Change
By: Julie Battilana, M.J. Gilmartin, A.-C. Pache, M. Sengul and J. Alexander
- August 2006 (Revised September 2008)
- Case
Duane Morris: Balancing Growth and Culture at a Law Firm
By: Boris Groysberg and Robin Abrahams
After nearly 100 years as a mid-size regional law firm, Duane Morris entered a period of spectacular growth led by CEO Sheldon Bonovitz. Originally founded by Quakers, the firm had a distinct organizational culture featuring a number of unique or unusual business... View Details
- July 2006 (Revised August 2007)
- Case
Charles Veillon, S.A. (A)
By: Lynn S. Paine and Aldo Sesia
The top management team at Charles Veillon, a Swiss mail-order company, is considering whether to work with a human rights organization to monitor the labor practices of its suppliers. A particular concern is avoiding child labor and other forms of workplace coercion.... View Details
- May 2006
- Exercise
Improving Performance: Boat Building Exercise
By: Steven C. Wheelwright and Kerry Herman
Provides a framework for team problem solving and process improvement following concepts widely attributed to Toyota Motor Co. View Details