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- Faculty Publications (55)
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- April 2011
- Module Note
The Boundaries of Customer Information Systems: Limiting Management Awareness of Strategic Opportunities
By: Francisco de Asis Martinez-Jerez
Martinez-Jerez, Francisco de Asis. "The Boundaries of Customer Information Systems: Limiting Management Awareness of Strategic Opportunities." Harvard Business School Module Note 111-102, April 2011.
- 2018
- Working Paper
What Is Your Problem? The Importance of ‘Problem Storming’ for Crossing Knowledge Boundaries
By: Hila Lifshitz - Assaf
In this study, I focus on the emergent processes and practices enacted when using crowdsourcing to solve R&D problems that experts are challenged with. While the literature on crowdsourcing focuses on the online process, this study looks at the full process that takes...
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- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 14: Managing Strategic Risk
By: Robert Simons
This module reading provides an overview of the business conduct boundaries, strategic boundaries, and internal control systems used to manage risk. Boundary systems—linked to clear, enforceable sanctions—are essential whenever demanding performance goals are set and...
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Keywords:
Management Control Systems;
Implementing Strategy;
Strategy Execution;
Boundary Systems;
Innovation;
Internal Controls;
Fraud;
Human Behavior;
Staff Experts;
Strategy;
Risk Management;
Behavior;
Governance Controls;
Management Practices and Processes;
Boundaries;
Employees;
Business Strategy;
Innovation and Invention
Simons, Robert. "Strategy Execution Module 14: Managing Strategic Risk." Harvard Business School Module Note 117-114, November 2016. (Revised December 2016.)
- 24 Jul 2000
- Research & Ideas
Global Brands: Connecting With Consumers Across Boundaries
significant advances in technology and productivity, was the pottery firm founded by Josiah Wedgwood in 1760—"the first example I can find," said Koehn, "of a company using a brand as a strategic tool to interest consumers...
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Keywords:
by James E. Aisner
- Research Summary
Strategic participation of social movement organizations
Social movements and related social movement organizations (SMOs) play an important role in the formation of new industries and market niches, as well as the emergence of new organizational forms. I argue that as SMOs become more sophisticated and... View Details
- 08 Jan 2001
- What Do You Think?
Have We Extended the Boundaries of the Firm Too Far?
capability in order to preserve proprietary information (Kulkarni). Doherty was concerned that organizations might extend their boundaries without a clear strategy. He offered a "2x2" rule-of-thumb strategy for doing this based...
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Keywords:
by James Heskett
- June 2024
- Case
Lana Ghanem: Pushing the Boundaries of Health Care through Venture Capital
By: Joshua D. Margolis and Ahmed Dahawy
Lana Ghanem, managing director of Hikma Ventures, the corporate venture arm of larger pharmaceutical group Hikma, is considering how to grow the venture arm as well as progress her own career. Over the past few years Hikma's executive team had been pressuring the...
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- June 2008
- Journal Article
Strategic Alliances: Bridges Between 'Islands of Conscious Power'
By: George P. Baker, Robert Gibbons and Kevin J. Murphy
Strategic alliances range from unstructured collaborations, through consortia and joint ventures that superimpose new governance structures on existing firms, to transactions that restructure firm boundaries and asset ownership. In this paper, we draw on detailed...
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Baker, George P., Robert Gibbons, and Kevin J. Murphy. "Strategic Alliances: Bridges Between 'Islands of Conscious Power'." Journal of the Japanese and International Economies 22, no. 2 (June 2008): 146–163.
- 30 Oct 2018
- Working Paper Summaries
The Value Structure of Technologies, Part 2: Technical and Strategic Bottlenecks as Guides for Action
- 25 Jun 2019
- Research & Ideas
The Powerful Strategic Tool Companies Should Not Try to Control
mind that communities are governed very differently than companies. User communities operate outside the boundaries of the firm even in cases where the community organizes around a firm’s core products––and firms can therefore not control...
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Keywords:
by Danielle Kost
- 2012
- Article
Open Innovation and Organization Design
By: Michael Tushman, Karim Lakhani and Hila Lifshitz - Assaf
This paper calls the organization design community to reconcile the divergent scholarly perspectives on the relationship between firm boundaries and the locus of innovation by moving beyond debates between open vs. closed boundaries and instead embracing the notion of...
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Keywords:
Organization Design;
Open Innovation;
Innovation;
Locus Of Innovation;
Organizational Boundaries;
Organizational Design;
Organizational Structure;
Innovation and Invention;
Alliances;
Vertical Integration;
Boundaries
Tushman, Michael, Karim Lakhani, and Hila Lifshitz - Assaf. "Open Innovation and Organization Design." Special Issue on The Future of Organization Design. Journal of Organization Design 1, no. 1 (2012): 24–27. (SSRN's top ten download list for: Organizational Structural Designs, Innovation & Product Development.)
- 2010 - 2010
- Conference Presentation
Teams at the Top: Revisiting the Structure and Effects of Strategic Work in Top Management
By: James R. Dillon
This paper examines the usage and effects of small work groups by top management in the course of guiding an organization's strategy process. Reviewing evidence from research literatures on strategy process, strategic leadership, and small groups, I propose that a...
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- 2019
- Working Paper
Breaking and Reconfiguring the Boundaries Between Domain Experts and Crowds to Solve Complex R&D Problems through Partial Decomposition
By: Hila Lifshitz - Assaf and Zoe Szajnfarber
The need for domain experts is all but universally assumed when organizing for scientific and technological innovation. In contrast, we are witnessing a burgeoning of citizen science, crowdsourcing, and other “open” methods based on the opposite assumption that crowds...
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- 2013
- Chapter
Open Innovation and Organizational Boundaries: Task Decomposition, Knowledge Distribution and the Locus of Innovation
By: Karim R. Lakhani, Hila Lifshitz-Assaf and Michael L. Tushman
This chapter contrasts traditional, organization-centered models of innovation with more recent work on open innovation. These fundamentally different and inconsistent innovation logics are associated with contrasting organizational boundaries and organizational...
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Keywords:
Innovation;
Organizational Boundaries;
Institutional Logics;
Modular Innovation;
Open Innovation;
Knowledge Sharing;
Innovation Strategy;
Organizational Design;
Boundaries;
Collaborative Innovation and Invention
Lakhani, Karim R., Hila Lifshitz-Assaf, and Michael L. Tushman. "Open Innovation and Organizational Boundaries: Task Decomposition, Knowledge Distribution and the Locus of Innovation." Chap. 19 in Handbook of Economic Organization: Integrating Economic and Organization Theory, edited by Anna Grandori, 355–382. Northampton, MA: Edward Elgar Publishing, 2013.
- 2016
- Article
The Mirroring Hypothesis: Theory, Evidence, and Exceptions
By: Lyra J. Colfer and Carliss Y. Baldwin
The mirroring hypothesis predicts that organizational ties within a project, firm, or group of firms (e.g., communication, collocation, employment) will correspond to the technical dependencies in the work being performed. This article presents a unified picture of...
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Keywords:
Modularity;
Mirroring Hypothesis;
Organization Design;
Conway's Law;
Knowledge Boundaries;
Relational Contracts;
Open Source Software;
Organizational Design;
Organizational Structure;
Boundaries;
Knowledge Management;
Applications and Software
Colfer, Lyra J., and Carliss Y. Baldwin. "The Mirroring Hypothesis: Theory, Evidence, and Exceptions." Industrial and Corporate Change 25, no. 5 (2016): 709–738. (Lead Article.)
- August 2018 (Revised October 2019)
- Case
C3.ai—Driven to Succeed
By: Robert Simons and George Gonzalez
CEO Tom Siebel navigates his artificial intelligence (ai) startup through a series of pivots, market expansions, and even an elephant attack to become a leading platform ad service provider. The case describes his unusual management approach emphasizing employee...
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Keywords:
Strategy Execution;
Performance Measurement;
Critical Performance Variables;
Strategic Boundaries;
Internet Of Things;
Artificial Intelligence;
Software Development;
Big Data;
Machine Learning;
Business Startups;
Management Style;
Business Strategy;
Performance;
Measurement and Metrics;
Organizational Culture;
AI and Machine Learning;
Digital Transformation;
Applications and Software;
Digital Marketing;
Analytics and Data Science;
Technology Industry;
United States;
California
Simons, Robert, and George Gonzalez. "C3.ai—Driven to Succeed." Harvard Business School Case 119-004, August 2018. (Revised October 2019.)
- 2018
- Working Paper
Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 7 The Value Structure of Technologies, Part 2: Technical and Strategic Bottlenecks as Guides for Action
The purpose of this chapter is to present analytic tools based on functional maps that can be used to identify investment opportunities and to formulate strategy in large, evolving technical systems. I argue that the points of value creation and value capture in a...
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Baldwin, Carliss Y. "Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 7 The Value Structure of Technologies, Part 2: Technical and Strategic Bottlenecks as Guides for Action." Harvard Business School Working Paper, No. 19-042, October 2018.
- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 7: Designing Asset Allocation Systems
By: Robert Simons
This module reading provides tools and analyses for acquiring and allocating resources. The module begins by reviewing the importance of setting strategic boundaries as a basis for asset acquisitions. Next, a distinction is made between new assets acquired to meet...
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Keywords:
Management Control Systems;
Implementing Strategy;
Execution;
Asset Allocation Systems;
Payback;
Discounted Cash Flow;
Internal Rate Of Return;
Strategic Investments;
Analyzing Acquisitions;
Strategy;
Capital Budgeting
Simons, Robert. "Strategy Execution Module 7: Designing Asset Allocation Systems." Harvard Business School Module Note 117-107, November 2016. (Revised December 2016.)
- October 2018 (Revised August 2019)
- Case
Everybody Knows: Russia and the Election
By: Rawi Abdelal, Rafael Di Tella and Galit Goldstein
Following a contentious presidential race, Donald Trump’s 2016 election destabilized America’s status quo. Academics, journalists, politicians and the public at large examined why Trump had won. Many Americans, inside and outside the government, asserted that a...
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Keywords:
Strategic Industry;
Strategic Alliances (Business);
Business And Government;
Business And Public Policy;
Business And Society;
Media Businesses;
Media Content;
Media Slant;
Media Regulation;
Internet Of Everything;
Government Policy;
Politics;
Political Campaigns;
Political Strategy;
Political Turmoil;
Government;
Government Regulation;
Security;
International Business;
International Relations;
National Security;
Political Elections;
News;
Media;
Internet and the Web;
Rights;
Problems and Challenges;
Globalization;
Business and Community Relations;
Business and Government Relations;
Government Legislation;
Risk and Uncertainty;
Cognition and Thinking;
Conflict and Resolution;
Identity;
Civil Society or Community;
Culture;
Public Opinion;
Social Issues;
War;
Social Media;
Public Administration Industry;
United States;
Russia
Abdelal, Rawi, Rafael Di Tella, and Galit Goldstein. "Everybody Knows: Russia and the Election." Harvard Business School Case 719-012, October 2018. (Revised August 2019.)
- November 1989 (Revised November 1999)
- Case
Automatic Data Processing: The EFS Decision
By: Robert L. Simons and Hilary Weston
Illustrates how ADP's top management uses formal planning and control systems to establish strategic boundaries for its business units. Top management has developed a detailed list of strategic criteria that ADP managers use to evaluate products and business units, as...
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Simons, Robert L., and Hilary Weston. "Automatic Data Processing: The EFS Decision." Harvard Business School Case 190-059, November 1989. (Revised November 1999.)