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Show Results For
- All HBS Web
(4,673)
- People (6)
- News (1,033)
- Research (2,746)
- Events (6)
- Multimedia (32)
- Faculty Publications (1,652)
- 2017
- Working Paper
Lessons Unlearned? Corporate Debt in Emerging Markets
By: Laura Alfaro, Gonzalo Asis, Anusha Chari and Ugo Panizza
This paper documents a set of new stylized facts about leverage and financial fragility for emerging market firms following the Global Financial Crisis (GFC). Corporate debt vulnerability indicators during the Asian Financial Crisis (AFC) attributed to corporate... View Details
Keywords: Corporate Debt; Financial Fragility; Firm-level Data; Large Firms; Emerging Markets; Borrowing and Debt; Corporate Finance; Financial Condition
Alfaro, Laura, Gonzalo Asis, Anusha Chari, and Ugo Panizza. "Lessons Unlearned? Corporate Debt in Emerging Markets." Harvard Business School Working Paper, No. 17-097, May 2017. (Revised October 2017. NBER Working Paper Series, No. 23407, May 2017)
- 12 Aug 2009
- Working Paper Summaries
Culture Clash: The Costs and Benefits of Homogeneity
Keywords: by Eric J. Van den Steen
- September–October 2012
- Article
Egalitarianism, Cultural Distance, and Foreign Direct Investment: A New Approach
By: Jordan I. Siegel, Amir N. Licht and Shalom H. Schwartz
This study addresses an apparent impasse in the research on organizations' responses to cultural distance. Using historically motivated instrumental variables, we observe that egalitarianism distance has a negative causal impact on FDI flows. This effect is robust to a... View Details
Keywords: FDI; Neo-institutionalism; Multinational Firm; Cultural Distance; Egalitarianism; Regulatory Arbitrage; Pollution Haven Hypothesis; Foreign Direct Investment; Global Strategy; Culture; Entrepreneurship
Siegel, Jordan I., Amir N. Licht, and Shalom H. Schwartz. "Egalitarianism, Cultural Distance, and Foreign Direct Investment: A New Approach." Organization Science 23, no. 5 (September–October 2012). (This study addresses an apparent impasse in the research on organizations' responses to cultural distance. Using historically motivated instrumental variables, we observe that egalitarianism distance has a negative causal impact on FDI flows. This effect is robust to a broad set of competing accounts, including the effects of other cultural dimensions, various features of the prevailing legal and regulatory regimes, other features of the institutional environment, economic development, and time-invariant unobserved characteristics of origin and host countries. We further show that egalitarianism correlates in a conceptually compatible way with an array of organizational practices pertinent to firms' interactions with non-financial stakeholders, such that national differences in these egalitarianism-related features may affect firms' international expansion decisions.)
- Research Summary
Building Effective Relationships Across Cultures
Trust is the foundation of any successful collaborative relationship. In my first stream of research, I draw on the basic distinction between cognition-based versus affect-based trust– that is, trust from the head versus trust from the heart – to better... View Details
- 14 May 2018
- Research & Ideas
Amazon vs. Whole Foods: When Cultures Collide
bad guy" Harvard Business School professors Dennis Campbell and Tatiana Sandino took notice, suspecting a clash of corporate cultures was at work. Their forthcoming case study discusses the limits of... View Details
- September 2006
- Article
Political Relationships, Global Financing and Corporate Transparency: Evidence from Indonesia
By: Christian Leuz and Felix Oberholzer-Gee
Leuz, Christian, and Felix Oberholzer-Gee. "Political Relationships, Global Financing and Corporate Transparency: Evidence from Indonesia." Journal of Financial Economics 81, no. 3 (September 2006): 411–439.
- February 1991 (Revised July 1993)
- Case
Cultural Change at Nissan Motors
By: John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Leadership; Behavior; Governing Rules, Regulations, and Reforms; Change Management; Management; Auto Industry; Manufacturing Industry
Kotter, John P. "Cultural Change at Nissan Motors." Harvard Business School Case 491-079, February 1991. (Revised July 1993.)
- October 1990 (Revised September 1993)
- Case
Changing the Culture at British Airways
By: John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Problems and Challenges; Customer Relationship Management; Corporate Strategy; Privatization; Air Transportation Industry; United Kingdom
Kotter, John P. "Changing the Culture at British Airways." Harvard Business School Case 491-009, October 1990. (Revised September 1993.)
- 2008
- Working Paper
Cultural Notes on Chinese Negotiating Behavior
By: James K. Sebenius and Cheng (Jason) Qian
Western businesses negotiating with Chinese firms face many challenges, from initiating and smoothing communication to establishing long-lasting relationships and mutual trust, and from bargaining and drafting agreements to securing their implementation. Chinese... View Details
Keywords: Interpersonal Communication; Cross-Cultural and Cross-Border Issues; Negotiation Process; Negotiation Style; Perception; Societal Protocols; China
Sebenius, James K., and Cheng (Jason) Qian. "Cultural Notes on Chinese Negotiating Behavior." Harvard Business School Working Paper, No. 09-076, December 2008.
- January–February 2014
- Article
Can a Strong Culture Be Too Strong?
By: David A. Garvin
The article presents a case study of a business enterprise with high employee turnover that is considering adopting a personnel management innovation, referred to as People Support, involving a group of managers whose role is to listen to and help resolve employees'... View Details
Garvin, David A. "Can a Strong Culture Be Too Strong?" Harvard Business Review 92, nos. 1-2 (January–February 2014): 113–117.
- 01 Oct 1999
- News
Culture Clash: Exploring Cross Cultural Conflicts in Business
reference points, students learn to anticipate and deal with the kinds of value conflicts they are likely to face as global managers. They also develop a business philosophy and a set of values that will help them lead effectively when... View Details
Keywords: Judith A. Ross
- 2004
- Chapter
The Globalization of Stock Markets and Convergence in Corporate Governance
By: Gerald F. Davis and Christopher Marquis
Keywords: Globalized Markets and Industries; Financial Markets; Corporate Governance; Financial Services Industry; Information Technology Industry
Davis, Gerald F., and Christopher Marquis. "The Globalization of Stock Markets and Convergence in Corporate Governance." In Economic Sociology of Capitalism, edited by Victor Nee and Richard Swedberg. Princeton, NJ: Princeton University Press, 2004.
- April 2023 (Revised July 2023)
- Case
Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco (Abridged)
By: Emily Truelove, Michelle Zhang and Alpana Thapar
Dena Almansoori, the first female and one of the youngest members of the United Arab Emirates-based e&’s leadership team, joined in 2020 just before e& began a strategic transition from being a regional telecommunications company to becoming a global technology... View Details
Keywords: Technology; Telecommunications; Employee Mobility; Leading Change; Human Resources; Organizational Culture; Transformation; Change Management; Employee Relationship Management; Leadership; Talent and Talent Management; Telecommunications Industry; Technology Industry; Middle East; United Arab Emirates
Truelove, Emily, Michelle Zhang, and Alpana Thapar. "Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco (Abridged)." Harvard Business School Case 423-059, April 2023. (Revised July 2023.)
- 01 Jun 2016
- What Do You Think?
When Business Performance Falters, is Culture Change the Fix?
“ it is not an either/or but a coordinated process.” Art Stewart added, “In my view, culture must now be treated as an integrated strategy and viewed as a core asset for contributing to marketplace value and View Details
Keywords: by James L. Heskett
- March 2011 (Revised April 2011)
- Case
BOOKOFF Corporation in 2006
By: Hirotaka Takeuchi and Yoshinori Fujikawa
A visionary founder appoints a former part-time worker and homemaker as his successor in order to keep the corporate culture he created intact. View Details
- September 2013 (Revised April 2014)
- Teaching Note
Transitions Asia: Managing Across Cultures
By: Roy Y.J. Chua, Sharon Mozgai and Dawn Lau
The director of an interim executive research firm, Chee Lung Tham, faced a clash of culture and management styles when his mainland China client threatened to fire the American interim manager that Tham had assigned. The client, Wong Lung, ran a family-owned garment... View Details
- February 2024
- Supplement
Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco
By: Emily Truelove, Michelle Zhang and Alpana Thapar
Dena Almansoori, the first female and one of the youngest members of the United Arab Emirates-based e&’s leadership team, joined in 2020 just before e& began a strategic transition from being a regional telecommunications company to becoming a global technology... View Details
Keywords: Technology; Telecommunications; Employee Mobility; Leading Change; Human Resources; Organizational Culture; Transformation; Talent and Talent Management; Change Management; Employee Relationship Management; Telecommunications Industry; Technology Industry; Middle East; United Arab Emirates
Truelove, Emily, Michelle Zhang, and Alpana Thapar. "Dena Almansoori at e&: Fostering Culture Change at a UAE Telco Transforming to a Global Techco." Harvard Business School Multimedia/Video Supplement 424-701, February 2024.
- 2013
- Working Paper
What Do We Know About Corporate Headquarters? A Review, Integration, and Research Agenda
By: Markus Menz, Sven Kunisch and David J. Collis
During the past five decades, scholars have studied the corporate headquarters (CHQ)—the multidivisional firm's central organizational unit. The purpose of this article is to review the diverse and fragmented literature on the CHQ and to identify the variables of... View Details
Keywords: Corporate Headquarters; Corporate Parent; Corporate Center; Multidivisional Firm; Multibusiness Firm; Multinational Corporation; Multinational Firms and Management; Corporate Strategy; Business Divisions; Business Headquarters
Menz, Markus, Sven Kunisch, and David J. Collis. "What Do We Know About Corporate Headquarters? A Review, Integration, and Research Agenda." Harvard Business School Working Paper, No. 14-016, August 2013.
- April 2013 (Revised April 2014)
- Case
Transitions Asia: Managing Across Cultures
By: Roy Y.J. Chua and Dawn H. Lau
The director of an interim executive search firm, Chee Lung Tham, faced a clash of culture and management styles when his mainland Chinese client threatened to fire the American interim manager that Tham had assigned. The client, Wong Lung, ran a family-owned garment... View Details
Keywords: China; Cross-cultural Management; Management Style; Conflict Management; Family Business; Cross-Cultural and Cross-Border Issues; Service Industry; China
Chua, Roy Y.J., and Dawn H. Lau. "Transitions Asia: Managing Across Cultures." Harvard Business School Case 413-099, April 2013. (Revised April 2014.)