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All HBS Web
(1,347)
- News (181)
- Research (959)
- Multimedia (3)
- Faculty Publications (303)
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- 02 Jan 2024
- What Do You Think?
Do Boomerang CEOs Get a Bad Rap?
boomerang CEO? Other competitors in the industry? Other organizations in general? Performance expectations? Critics of the notion of bringing back a former CEO can back up their arguments with a large-scale...
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by James Heskett
- July 2016
- Case
'Golden Leash' Pay for Directors at The Dow Chemical Company
By: Ian Gow, Suraj Srinivasan and Neeraj Goyal
In November 2014, The Dow Chemical Company was faced with the prospect of a proxy battle with prominent hedge fund and activist investor Third Point Management. The activist had criticized Dow’s recent performance and advocated that the company split itself to maximize...
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Keywords:
Motivation and Incentives;
Governing and Advisory Boards;
Executive Compensation;
Investment Activism;
Chemical Industry
Gow, Ian, Suraj Srinivasan, and Neeraj Goyal. "'Golden Leash' Pay for Directors at The Dow Chemical Company." Harvard Business School Case 117-029, July 2016.
- February 1997 (Revised June 1999)
- Background Note
Committed and Flexible Resources
By: Robert S. Kaplan
Stresses the difference between costs committed in advance of knowing actual demand (committed costs) and cost incurred proportional to demand. Committed costs appear fixed since their supply is independent of the amount actually used. Flexible resources are supplied...
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Keywords:
Cost
Kaplan, Robert S. "Committed and Flexible Resources." Harvard Business School Background Note 197-078, February 1997. (Revised June 1999.)
- March 2011
- Module Note
Quantitative Analysis of Competitive Position: Customer Demand and Willingness to Pay
By: David J. Collis
This note is designed to provide strategists with tools to perform two critical customer-related analyses: determining willingness to pay — the estimation of how much a given customer would be willing to pay for a particular product or service; and demand estimation —...
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Keywords:
Price;
Demand and Consumers;
Competitive Advantage;
Management Analysis, Tools, and Techniques;
Market Participation;
Segmentation
Collis, David J. "Quantitative Analysis of Competitive Position: Customer Demand and Willingness to Pay." Harvard Business School Module Note 711-495, March 2011.
- May 2011 (Revised March 2013)
- Supplement
Marshall & Gordon: Designing an Effective Compensation System (B)
By: Heidi K. Gardner and Kerry Herman
CEO Kelly Browne wrestles with the design and roll-out of a new compensation system to promote the collaboration necessary for supporting her firm's new strategy. Marshall Gordon International, a global public relations (PR) firm, has recently expanded its service...
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Keywords:
Globalization;
Executive Compensation;
Management;
Organizational Culture;
Performance;
Groups and Teams;
Behavior;
Corporate Strategy;
System
Gardner, Heidi K., and Kerry Herman. "Marshall & Gordon: Designing an Effective Compensation System (B)." Harvard Business School Supplement 411-099, May 2011. (Revised March 2013.)
- October 13, 2021
- Editorial
How Companies Can Improve Employee Engagement Right Now
By: Daniel Stein, Nick Hobson, Jon M. Jachimowicz and Ashley Whillans
A year and a half into the pandemic, employees’ mental “surge capacity” is likely diminished. Managers must take proactive steps to increase employee engagement, or risk losing their workforce. Engaged employees perform better, experience less burnout, and stay in...
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Keywords:
Employee Retention;
Employee Engagement;
Employee Relationship Management;
Work-Life Balance
Stein, Daniel, Nick Hobson, Jon M. Jachimowicz, and Ashley Whillans. "How Companies Can Improve Employee Engagement Right Now." Harvard Business Review (website) (October 13, 2021).
- 08 Sep 2014
- Research & Ideas
The Strategic Way To Hire a Sales Team
hoc process at many firms. Most adopt a simple decision rule: look at the best reps, and try to hire more like them. But you'll never have enough stars for all sales positions and, in fact, don't want stars in all jobs. In any organization, some activities exhibit high...
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by Carmen Nobel
- Article
DEA Model with Shared Resources and Efficiency Decomposition
By: Yao Chen, Juan Du, H. David Sherman and Joe Zhu
Data envelopment analysis (DEA) has proved to be an excellent approach for measuring performance of decision making units (DMUs) that use multiple inputs to generate multiple outputs. In many real world scenarios, DMUs have a two-stage network process with shared input...
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Chen, Yao, Juan Du, H. David Sherman, and Joe Zhu. "DEA Model with Shared Resources and Efficiency Decomposition." European Journal of Operational Research 207, no. 1 (November 2010): 339–349.
- 2021
- Working Paper
Soliciting Advice Rather Than Feedback Yields More Developmental, Critical, and Actionable Input
By: Hayley Blunden, Jaewon Yoon, Ariella S. Kristal and Ashley V. Whillans
Asking for feedback is a popular way to solicit third-party input at work. However, feedback seeking is only weakly related to performance, and employees often report that the feedback that they receive is unhelpful. Addressing this discrepancy, across six studies...
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- January 2020
- Article
Using Time-Driven Activity-Based Costing to Demonstrate Value in Perioperative Care: Recommendations and Review from the Society for Perioperative Assessment and Quality Improvement
By: O. Allin, R. D. Urman, A. F. Edwards, J. D. Blitz, K. J. Pfeifer, T. W. Feeley and A. M. Bader
A shift in health care payment models from volume toward value-based incentives will require deliberate input into systems development from both perioperative clinicians and administrators to ensure appropriate recognition of the value of all services...
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Keywords:
Value-based Health Care;
Outcomes;
Time-Driven Activity-Based Costing;
Health Care and Treatment;
Cost Management;
Value;
Activity Based Costing and Management
Allin, O., R. D. Urman, A. F. Edwards, J. D. Blitz, K. J. Pfeifer, T. W. Feeley, and A. M. Bader. "Using Time-Driven Activity-Based Costing to Demonstrate Value in Perioperative Care: Recommendations and Review from the Society for Perioperative Assessment and Quality Improvement." Journal of Medical Systems 44, no. 1 (January 2020).
- October 2016 (Revised February 2019)
- Module Note
Strategy Execution Module 5: Building a Profit Plan
By: Robert Simons
This module reading describes how to build a profit plan to reflect the strategy of a business in economic terms. After introducing the profit wheel, cash wheel, and ROE wheel, the module illustrates how to use a profit plan to assess the viability of different...
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Keywords:
Management Control Systems;
Implementing Strategy;
Execution;
Profit Planning;
Cash Flow Analysis;
Asset Utilization;
Return On Equity;
Business Planning;
Testing Strategy;
Analyzing Strategic Alternative;
Strategy;
Asset Management;
Cash Flow;
Investment Return;
Management Systems;
Profit
Simons, Robert. "Strategy Execution Module 5: Building a Profit Plan." Harvard Business School Module Note 117-105, October 2016. (Revised February 2019.)
- April 2011 (Revised May 2011)
- Supplement
AQR's Momentum Funds (B)
By: Daniel Baird Bergstresser, Lauren H. Cohen, Randolph B. Cohen and Christopher J. Malloy
This is a (B) case for AQR's Momentum Funds. It follows the first year of performance of the funds after launching, and gives students a critical inflection point for analyzing the nascent stages of a new product launch and the potential path dependence of the product...
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Keywords:
Change;
Decision Choices and Conditions;
Investment Funds;
Product Launch;
Product;
Performance;
Perspective;
Strategy
Bergstresser, Daniel Baird, Lauren H. Cohen, Randolph B. Cohen, and Christopher J. Malloy. "AQR's Momentum Funds (B)." Harvard Business School Supplement 211-075, April 2011. (Revised May 2011.)
- 20 Jun 2023
- Research & Ideas
Looking to Leave a Mark? Memorable Leaders Don't Just Spout Statistics, They Tell Stories
general subject of shopping, for example, the study notes. Statistics are better for immediate action. But, there is a scenario in which statistics actually perform better than stories. That is when the aim is to urge or prompt immediate...
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by Scott Van Voorhis
- Research Summary
Top Management Teams
Michael Roberto is studying how senior management teams function, and how chief executives lead these teams effectively. Many chief executives can identify their top management team, but this set of executives does not necessarily perform critical tasks and make...
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- 2008
- Chapter
Overcoming Barriers to Collaboration: Psychological Safety and Learning in Diverse Teams
By: A. Edmondson and Kate Roloff
We review research on psychological safety and team learning to identify core ideas and findings in these closely related literatures and to propose a model in which a negative relationship between team member diversity and team collaboration is moderated by...
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Keywords:
Interpersonal Communication;
Groups and Teams;
Social and Collaborative Networks;
Performance Improvement;
Learning;
Diversity
Edmondson, A., and Kate Roloff. "Overcoming Barriers to Collaboration: Psychological Safety and Learning in Diverse Teams." In Team Effectiveness in Complex Organizations: Cross-disciplinary Perspectives and Approaches, edited by E. Sales, G. G. Goodwin, and C. S. Burke.Organizational Frontiers Series. Mahwah, NJ: Lawrence Erlbaum Associates, 2008.
- January 2010 (Revised February 2010)
- Case
IBM Retail Business Assessment at Dillard's, Inc.: Managing Staffing Levels to Improve Conversion
This case illustrates the challenges associated with matching staffing levels with variable workload in retail stores and highlights how decisions related to staffing and scheduling affect operational performance and the quality of labor at the stores. The case...
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Keywords:
Customer Satisfaction;
Employees;
Market Transactions;
Service Delivery;
Service Operations;
Performance Improvement;
Retail Industry
Ton, Zeynep. "IBM Retail Business Assessment at Dillard's, Inc.: Managing Staffing Levels to Improve Conversion." Harvard Business School Case 610-051, January 2010. (Revised February 2010.)
- 2012
- Working Paper
Expertise Dissensus: A Multi-level Model of Teams' Differing Perceptions about Member Expertise
By: Heidi K. Gardner and Lisa Kwan
Why are some teams more effective than others at using their members' expertise to achieve short-term performance and longer term developmental benefits? We propose that a critical factor is expertise dissensus-members' differing perceptions of each other's level of...
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Keywords:
Groups and Teams;
Failure;
Experience and Expertise;
Research;
Performance Effectiveness;
Knowledge Use and Leverage;
Perception;
Personal Development and Career
Gardner, Heidi K., and Lisa Kwan. "Expertise Dissensus: A Multi-level Model of Teams' Differing Perceptions about Member Expertise." Harvard Business School Working Paper, No. 12-070, February 2012. (Revised March 2012.)
- Teaching Interest
Program for Leadership Development
Accelerating the Careers of High-Potential Leaders
Successful businesses know that investing in the next generation of leaders is critical to sustaining competitive advantage and achieving corporate growth over the long term. The Program for Leadership... View Details
Successful businesses know that investing in the next generation of leaders is critical to sustaining competitive advantage and achieving corporate growth over the long term. The Program for Leadership... View Details
- September 1993 (Revised July 1995)
- Background Note
Public Policy and the Manager: Conceptual Framework
Government intervention in markets may have significant effects--both positive and negative--on a firm's strategic options and its performance outcomes. Thus the ability to analyze the origins, implications, and dynamics of public policy is a critical managerial skill...
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Keywords:
Policy;
Management Skills;
Government and Politics;
Adoption;
Business Strategy;
Performance Evaluation;
Economic Systems
Emmons, Willis M., III. "Public Policy and the Manager: Conceptual Framework." Harvard Business School Background Note 794-028, September 1993. (Revised July 1995.)
- 10 Nov 2015
- Op-Ed
Authentic Leadership Rediscovered
difficult times. Authentic leaders are constantly growing. They do not have a rigid view of themselves and their leadership. Becoming authentic is a developmental state that enables leaders to progress through multiple roles, as they learn and grow from their...
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by Bill George