Publications
Publications
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- All HBS Web
(1,003)
- Faculty Publications (183)
- August 2012 (Revised September 2012)
- Case
JP Morgan Chase & the CIO Losses
By: Clayton Rose
On July 13, 2012, JP Morgan Chase & Co. announced a larger than expected loss for the quarter, $4.4 billion, from positions held in the Chief Investment Office (CIO), raising the total losses to $5.9 billion. Since the substantial risks in the CIO had first been... View Details
- April 2012
- Article
Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change
By: Julie Battilana and Tiziana Casciaro
We develop a contingency theory for how structural closure in a network, defined as the extent to which an actor's network contacts are connected to one another, affects the initiation and adoption of change in organizations. Using longitudinal survey data supplemented... View Details
- March 2012 (Revised October 2012)
- Case
Hayman Capital Management
By: Robin Greenwood, Julie Messina and Jared Dourdeville
In late December 2011, Hayman Capital founder and portfolio manager Kyle Bass was reviewing Japanese government budget projections for 2012. The projections appeared contrary to Hayman Capital's views on Japan, where the fund had built a bearish position. Japan had the... View Details
- 2012
- Chapter
Social Entrepreneurs, Socialization Processes, and Social Change: The Case of Sekem
By: Tomislav Rimac, Johanna Mair and Julie Battilana
How can application of a positive lens to understanding social change and organizations enrich and elaborate theory and practice? This is the core question that inspired this book. It is a question that brought together a diverse and talented group of researchers... View Details
- February 2012 (Revised October 2014)
- Background Note
Self-Monitoring
By: Julie Battilana and Andras Tilcsik
- February 2012 (Revised October 2014)
- Background Note
Self-Monitoring (Abridged)
By: Julie Battilana and Andras Tilcsik
- 2012
- Working Paper
Earnings Management from the Bottom Up: An Analysis of Managerial Incentives Below the CEO
By: Felix Oberholzer-Gee and Julie Wulf
Performance-based pay is an important instrument to align the interests of managers with the interests of shareholders. However, recent evidence suggests that high-powered incentives also provide managers with incentives to manipulate the firm's reported earnings. The... View Details
- 2011
- Chapter
The Embeddedness of Social Entrepreneurship: Understanding Variation across Local Communities
By: Christian Seelos, Johanna Mair, Julie Battilana and M. Tina Dacin
Social enterprise organizations (SEOs) arise from entrepreneurial activities with the aim to achieve social goals. SEOs have been identified as alternative and/or complementary to the actions of governments and international organizations to address poverty and... View Details
- July – August 2011
- Article
The Enabling Role of Social Position in Diverging from the Institutional Status Quo: Evidence from the U.K. National Health Service
By: Julie Battilana
This study examines the relationship between social position, both within the field and within the organization, and the likelihood of individual actors initiating organizational changes that diverge from the institutional status quo. I explore this relationship using... View Details
- May 2011 (Revised December 2011)
- Case
Stuyvesant Town - Peter Cooper Village: America's Largest Foreclosure
By: Arthur I Segel, Gregory S. Feldman, James T. Liu and Elizabeth C. Williamson
In July 2010, William Ackman, the founder of Pershing Square, is considering a potential new opportunity: the acquisition of the distressed Stuyvesant Town and Peter Cooper Village ("ST /PCV") complex. The property had recently been abandoned by its owners and had come... View Details
- December 2010
- Article
Building Sustainable Hybrid Organizations: The Case of Commercial Microfinance Organizations
By: Julie Battilana and Silvia Dorado
We explore how new types of hybrid organizations (organizations that combine institutional logics in unprecedented ways) can develop and maintain their hybrid nature in the absence of a "ready-to-wear" model for handling the tensions between the logics they combine.... 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
- Aug 2010 - 2010
- Conference Presentation
Power, Social Influence and Organizational Change: A Network Perspective
By: Julie Battilana and Tiziana Casciaro
- June 2010
- Article
Leadership Competencies for Implementing Planned Organizational Change
By: Julie Battilana, Mattia Gilmartin, Anne-Claire Pache, Metin Sengul and Jeffrey A. Alexander
This paper bridges the leadership and organizational change literatures by exploring the relationship between managers' leadership competencies (namely, their effectiveness at person-oriented and task-oriented behaviors) and the likelihood that they will emphasize the... View Details
- June 2010
- Article
The Circulation of Ideas across Academic Communities: When Locals Re-import Exported Ideas
By: Julie Battilana, Michel Anteby and Metin Sengul
The circulation of ideas across academic communities is central to academic pursuits and has attracted much past scholarly attention. As North American-based scholars with European ties, we decided to examine the impact of Organization Studies in North American... View Details
- 2010
- Article
Power, Social Influence and Organizational Change: A Network Perspective
By: Julie Battilana and Tiziana Casciaro
- 7 Aug 2009
- Conference Presentation
Organization Building Amid Multiple Institutional Logics: The Case of Commercial Microfinance Organizations
By: Julie Battilana and Silvia Dorado
- July 2009 (Revised December 2009)
- Case
Echoing Green
By: Julie Battilana, Thomas J. DeLong and James Weber
This case presents the leadership challenges that Cheryl Dorsey, the president of Echoing Green, faces in early 2009. Echoing Green is a fellowship program that seeks to improve society by identifying and supporting social entrepreneurs who launch organizations to... View Details
- July 2009 (Revised August 2011)
- Case
What Happened at Citigroup? (A)
By: Clayton S. Rose and Aldo Sesia
What went wrong at Citigroup? In 1998, the Travelers Group and Citicorp merged to create Citigroup Inc., considered the first true global "financial supermarket" and a business model to be envied, feared, and emulated. By year-end 2006 the firm had a market... View Details
- 2009
- Chapter
Institutional Work and the Paradox of Embedded Agency
By: Julie Battilana and Thomas D'Aunno