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- All HBS Web
(387)
- News (89)
- Research (269)
- Multimedia (8)
- Faculty Publications (196)
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- January 2011
- Supplement
Exit Strategy (B)
By: Clayton S. Rose and Justine Kelly Lelchuk
Case Supplement for 311075. View Details
Rose, Clayton S., and Justine Kelly Lelchuk. "Exit Strategy (B)." Harvard Business School Supplement 311-076, January 2011.
- February 2004 (Revised May 2005)
- Supplement
Confronting a Necessary Evil: The Firing of Alex Robins (B)
A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. View Details
Keywords: Resignation and Termination
Margolis, Joshua D. "Confronting a Necessary Evil: The Firing of Alex Robins (B)." Harvard Business School Supplement 404-113, February 2004. (Revised May 2005.)
- 2006
- Case
Strategies for Preventing a Knowledge-Loss Crisis
When employees leave an organization, they depart with more than what they know; they also leave with critical knowledge about who they know. Thus, the departure of key people can significantly affect the relationship structure and consequent functioning of an... View Details
Davenport, Thomas H., and Salvatore Parise. "Strategies for Preventing a Knowledge-Loss Crisis." 2006.
- 29 Jun 2017
- Research & Ideas
Why Uber Is Worth Saving and How To Do It
trying to go around all of the rules is not a particularly good idea.” The resignation last week of Uber co-founder and CEO Travis Kalanick is the latest black eye for the company, which has stepped on many toes during its rise from... View Details
- May 1985
- Supplement
Milford Industries (A1)
By: Robert J. Dolan
Presents the salesforce performance data of the Milford (A) case in a format suitable for spreadsheet analysis using a personal computer. View Details
Keywords: Managerial Roles; Salesforce Management; Resignation and Termination; Performance Evaluation
Dolan, Robert J. "Milford Industries (A1)." Harvard Business School Supplement 585-138, May 1985.
- August 1993
- Case
You've Just Got to Fire Him (A)
A CEO has decided to fire his head of sales, but stumbles over the question of when and how? This case describes the background and the resolution that it had to be done in June of 1992 in a particular way. View Details
Barnes, Louis B. "You've Just Got to Fire Him (A)." Harvard Business School Case 494-028, August 1993.
- 2011
- Article
Incentive Compensation and the Likelihood of Termination: Theory and Evidence from Real Estate Organizations
By: Christopher Parsons, G. Hallman and J. Hartzell
We analyze two managerial compensation incentive devices: the threat of termination and pay for performance. We first develop a simple model predicting that these devices are substitutes: when termination incentives are low, optimal contracts provide stronger... View Details
Keywords: Motivation and Incentives; Resignation and Termination; Compensation and Benefits; Real Estate Industry
Parsons, Christopher, G. Hallman, and J. Hartzell. "Incentive Compensation and the Likelihood of Termination: Theory and Evidence from Real Estate Organizations." Real Estate Economics 39, no. 3 (Fall 2011): 507–546.
- January 2011
- Case
Exit Strategy (A)
By: Clayton S. Rose and Justine Kelly Lelchuk
Jeff Brown wondered whether now was the right time to call his boss, and friend, Bernard Tubiana. Brown was a rising star at Deloitte Consulting and three weeks into an important project for Aflac. He was about to receive an offer from Aflac's major competitor,... View Details
Rose, Clayton S., and Justine Kelly Lelchuk. "Exit Strategy (A)." Harvard Business School Case 311-075, January 2011.
- February 1994 (Revised July 2007)
- Case
Richard Jenkins
By: John J. Gabarro and Andrew P. Burtis
Written from the point of view of Richard Jenkins, the president of CelluComm. Presents his reflections on the series of events leading to the firing of one of CelluComm's general managers, Erik Peterson. A rewritten version of an earlier case. View Details
Gabarro, John J., and Andrew P. Burtis. "Richard Jenkins." Harvard Business School Case 494-113, February 1994. (Revised July 2007.)
- September 1992 (Revised August 2004)
- Case
Martin Marietta: Managing Corporate Ethics (A)
By: Lynn S. Paine
Senior managers at Martin Marietta are considering two questions: how to assess the company's seven-year-old ethics program; and how to deal with employees' fear of retribution--real or imagined--for alerting the corporate ethics office to potential problems. The case... View Details
Keywords: Ethics; Resignation and Termination; Employees; Law; Business or Company Management; Programs
Paine, Lynn S. "Martin Marietta: Managing Corporate Ethics (A)." Harvard Business School Case 393-016, September 1992. (Revised August 2004.)
- December 8, 2022
- Article
What Companies Still Get Wrong about Layoffs
By: Sandra J. Sucher and Marilyn Morgan Westner
Research has long shown that layoffs have a detrimental effect on individuals and on corporate performance. The short-term cost savings provided by a layoff are often overshadowed by bad publicity, loss of knowledge, weakened engagement, higher voluntary turnover, and... View Details
Sucher, Sandra J., and Marilyn Morgan Westner. "What Companies Still Get Wrong about Layoffs." Harvard Business Review (website) (December 8, 2022).
- October 2007 (Revised February 2008)
- Case
The Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester (Abridged)
By: Michael D. Watkins, Carin-Isabel Knoop and Cate Reavis
This is a shortened version of "The Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester," HBS case #9-800-355. It eliminates some background detail and the financial data and exhibits. As with the original case, it chronicles the appointment of Douglas... View Details
Keywords: Resignation and Termination; Selection and Staffing; Managerial Roles; Food and Beverage Industry
Watkins, Michael D., Carin-Isabel Knoop, and Cate Reavis. "The Coca-Cola Company (A): The Rise and Fall of M. Douglas Ivester (Abridged)." Harvard Business School Case 808-074, October 2007. (Revised February 2008.)
- November 2005 (Revised July 2006)
- Case
Two Tough Calls (A)
A young female manager must decide whether to terminate two poorly performing managers who work for her. Shows the practical and ethical issues involved in firing decisions. View Details
Badaracco, Joseph L., Jr. "Two Tough Calls (A)." Harvard Business School Case 306-027, November 2005. (Revised July 2006.)
- November 2007 (Revised July 2009)
- Supplement
Differences at Work: Martin (B)
By: Sandra J. Sucher and Rachel Gordon
In Differences at Work: Martin (B) HBS Case No. 408052 Martin leaves the firm partially because of the incident but he does not tell his firm the reason for his departure. View Details
Sucher, Sandra J., and Rachel Gordon. "Differences at Work: Martin (B)." Harvard Business School Supplement 408-052, November 2007. (Revised July 2009.)
- August 1983 (Revised June 1985)
- Supplement
Milford Industries (C)
By: Robert J. Dolan and Benson P. Shapiro
Supplements the (A) case. A rewritten version of part of an earlier series. View Details
Keywords: Managerial Roles; Salesforce Management; Resignation and Termination; Performance Evaluation
Dolan, Robert J., and Benson P. Shapiro. "Milford Industries (C)." Harvard Business School Supplement 584-014, August 1983. (Revised June 1985.)
- 04 Jun 2013
- First Look
First Look: June 4
http://hbr.org/search/413003-PDF-ENG Harvard Business School Case 213-102 Bay Partners (A) In April 2010, Salil Deshpande has recently resigned from Palo Alto, California-based Bay Partners (Bay) where he had been a general partner.... View Details
Keywords: Sean Silverthorne
- December 1981 (Revised July 2007)
- Case
Eric Weiss
Eric Weiss, Harvard MBA '77, was fired only three months after joining the company. To be used with Eric Weiss (B). View Details
Sathe, Vijay V., and Jay A. Conger. "Eric Weiss." Harvard Business School Case 482-059, December 1981. (Revised July 2007.)
- December 2018
- Article
Ideological Misfit? Political Affiliation and Employee Departure in the Private-Equity Industry
By: Y. Sekou Bermiss and Rory McDonald
Though organizations are increasingly active participants in the political realm, little research has investigated how an organization’s heightened focus on political ideology impacts employees. We address this gap by exploring how an individual’s political ideological... View Details
Keywords: Values and Beliefs; Employees; Organizational Culture; Resignation and Termination; Financial Services Industry; United States
Bermiss, Y. Sekou, and Rory McDonald. "Ideological Misfit? Political Affiliation and Employee Departure in the Private-Equity Industry." Academy of Management Journal 61, no. 6 (December 2018): 2182–2209.
- August 2015 (Revised October 2015)
- Case
Clover Food Lab: Building Out the Team
By: Shikhar Ghosh, Christopher Payton and Ali Huberlie
Keywords: Hiring; Firing; Foodservice Industry; Business Startups; Selection and Staffing; Resignation and Termination; Food; Food and Beverage Industry; Boston
Ghosh, Shikhar, Christopher Payton, and Ali Huberlie. "Clover Food Lab: Building Out the Team." Harvard Business School Case 816-042, August 2015. (Revised October 2015.)
- December 2010 (Revised September 2014)
- Background Note
Layoffs: Effects on Key Stakeholders
By: Sandra J. Sucher, Elana Sara Green, David Alberto Rosales and Susan J. Winterberg
From 2004-2009, almost 40,000 mass layoffs occurred in the US, representing over 7 million workers. This note describes the effects of layoffs on employees, firms, and communities. View Details
Keywords: Restructuring; Decisions; Employees; Resignation and Termination; Business and Stakeholder Relations; United States
Sucher, Sandra J., Elana Sara Green, David Alberto Rosales, and Susan J. Winterberg. "Layoffs: Effects on Key Stakeholders." Harvard Business School Background Note 611-028, December 2010. (Revised September 2014.)