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David Ager
David Ager is a Senior Lecturer in Executive Education. He engages CEOs, CHROs, and their teams to design and deliver customized executive development experiences for executive, senior and high potential leaders. The companies hail from diverse sectors including energy, fast moving consumer goods, quick service food, finance, government, media, automotive, retail, gems and jewelry, spirits and...
Faculty
David Shin
David Shin is a doctoral student in the Organizational Behavior program jointly offered by Harvard Business School and the Department of Sociology at Harvard University. His research explores how technological innovation shapes relationships at work, particularly as it relates to the formation intra-organizational networks.Prior to his doctoral studies, David worked as a Research Associate at...
Faculty
David G. Fubini
David G. Fubini is a Senior Lecturer in the Organizational Behavior Unit and leader of the Leading Professional Services Firm and Mergers & Acquisitions Programs for Harvard Business School’s Executive Education. His MBA teaching has concentrated on teaching the Organizational Behavior, Marketing, Leadership & Corporate Accountability, and Ethics required courses. For second year...
Faculty
David S. Scharfstein
David Scharfstein is the Edmund Cogswell Converse Professor of Finance and Banking at Harvard Business School, where he has taught since 2003. He currently teaches a course on financial intermediation in the MBA program. Scharfstein has written on a wide range of topics in finance, including risk management, financial distress, corporate investment, capital structure, and venture capital. His...
Faculty
David A. Moss
David Moss is the Paul Whiton Cherington Professor at Harvard Business School, where he teaches in the Business, Government, and the International Economy (BGIE) unit. He earned his B.A. from Cornell University and his Ph.D. from Yale. In 1992-1993, he served as a senior economist at Abt Associates. He joined the Harvard Business School faculty in July 1993. Professor Moss’s early research...
Faculty
David A. Thomas
David Thomas is H. Naylor Fitzhugh Professor of Business Administration at Harvard Business School. His research addresses issues related to executive development, cultural diversity in organizations, leadership and organizational change. He recently served as a professor of management at Georgetown University’s McDonough School of Business, where he served as dean from 2011 to 2016. During his...
Faculty
David B. Yoffie
Professor David B. Yoffie is the Max and Doris Starr Professor of International Business Administration at Harvard Business School. A member of the HBS faculty since 1981, Professor Yoffie received his Bachelor's degree summa cum laude and Phi Beta Kappa from Brandeis University and his Master's and Ph.D. degrees from Stanford University. Over the last two and a half decades, Professor Yoffie...
Faculty
David E. Bell
David E. Bell is a Baker Foundation Professor at HBS. He has taught marketing many times in the MBA program including as course head. During his career at HBS, David has taught a variety of other courses to both MBAs and executives, including risk management, retailing, ethics, and managerial economics. Professor Bell runs the annual Agribusiness Seminar for executives and has taught an MBA...
Faculty
David J. Collis
For the past thirty years David J. Collis has been a professor at the Harvard Business School, where he was only the second ever full-time Adjunct Professor appointed. Previously, he was the Thomas Henry Carroll Ford Foundation Adjunct Professor, the MBA Class of 1958 Senior Lecturer and an Associate Professor in the Strategy group at the Harvard Business School, having also completed five years...
- February 1994 (Revised April 1995)
- Case
Asahi Glass Co.: Diversification Strategy
By: David J. Collis
Describes the history and diversification strategy of the Japanese manufacturer Asahi Glass Co. The company has diversified through internal growth, acquisition, and joint ventures from its origin in flat glass to a broad glass-materials, chemical, and electronics... View Details
- 13 Apr 2020
- Working Paper Summaries
The Bulletproof Glass Effect: When Privacy Notices Backfire
- April 1964 (Revised January 2003)
- Case
Empire Glass Company (A)
By: David F. Hawkins
Concerns management control at the divisional level, and the use of budgets. View Details
- April 1995 (Revised January 1996)
- Teaching Note
Asahi Glass Company: Diversification Strategy TN
By: David J. Collis
Teaching Note for (9-794-113). View Details
- August 2022
- Article
The Bulletproof Glass Effect: Unintended Consequences of Privacy Notices
By: Aaron R. Brough, David A. Norton, Shannon L. Sciarappa and Leslie K. John
Drawing from a content analysis of publicly traded companies’ privacy notices, a survey of managers, a field study, and five online experiments, this research investigates how consumers respond to privacy notices. A privacy notice, by placing legally enforceable limits... View Details
- June 1991 (Revised December 1998)
- Teaching Note
Corning Glass Works International (A), (B1), and (B2), Teaching Note
By: David J. Collis
Teaching Note for (9-381-160), (9-381-161), and (9-381-162). View Details
- September 2006 (Revised July 2008)
- Case
The Rise of Wal-Mart Stores Inc. 1962-1987
By: John R. Wells and Travis Haglock
It is 1988 and David Glass has just taken over as CEO from the legendary Sam Walton at Wal-Mart. Meanwhile, Joe Antonini has just taken the CEO position at Wal-Mart's arch rival, Kmart. Although Wal-Mart is still well behind Kmart, it appears to be in great shape and... View Details
- May 2016
- Case
The Inexorable Rise of Walmart? 1988—2016
By: John R. Wells and Gabriel Ellsworth
In October 2015, Walmart surprised investors by announcing that it expected flat sales growth for 2015 and growth of only 3% to 4% over the coming three years. Profits would also fall due to significant investments in people and technology. The company’s stock price... View Details
Keywords: Asda; Costco; David Glass; Convenience Stores; Discount Retailing; Dollar Stores; Doug McMillon; E-commerce; Online Retail; General Merchandise; Grocery; Lee Scott; Mike Duke; Multichannel Retailing; Omnichannel; Neighborhood Market; Sam Walton; Sam's Club; Store Formats; Supercenter; Supermarket; Warehouse Clubs; Merchandising; Walmart; Wal-Mart; Globalized Firms and Management; Competitive Strategy; Corporate Strategy; Growth and Development Strategy; Business Units; Business Divisions; Business Growth and Maturation; Business Model; Business Organization; For-Profit Firms; Film Entertainment; Television Entertainment; Banks and Banking; Price; Profit; Revenue; Food; Global Range; Cross-Cultural and Cross-Border Issues; Global Strategy; Business History; Compensation and Benefits; Employees; Human Capital; Labor Unions; Wages; Business or Company Management; Goals and Objectives; Management Succession; Brands and Branding; Product Positioning; Distribution; Supply Chain; Supply Chain Management; Public Ownership; Problems and Challenges; Labor and Management Relations; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Diversification; Expansion; Segmentation; Information Technology; Internet; Mobile Technology; Online Technology; Web; Web Sites; Retail Industry; Food and Beverage Industry; Distribution Industry; Banking Industry; United States; Arkansas; Bentonville
- 27 May 2014
- First Look
First Look: May 27
funding involves setting amounts, agreeing to terms, and defining relationships. Purchase this case: http://hbr.org/product/raising-startup-capital/an/814089-PDF-ENG Harvard Business School Case 814-102 Google Glass In early 2014,... View Details
Keywords: Sean Silverthorne
- April 2019 (Revised February 2025)
- Case
Wendell Weeks at Corning Inc.: Extending a History of Life-Changing Innovations (A)
By: Ryan Raffaelli, David G. Fubini and Aldo Sesia
This case examines the leadership challenges associated with maintaining a culture of innovation in established organizations. It asks students to step into the shoes of a leader faced with making several tough decisions about when to invest (or to stop investing) in... View Details
- November 1992
- Case
PPG: Developing a Self-Directed Work Force (A)
By: David A. Garvin and Norman Klein
PPG has built a state-of-the-art glass plant in Berea, Kentucky. The plant is pursuing the goal of a "self-directed workforce." The case describes the progress to date and the unresolved issues faced by management. These include questions about shift rotation,... View Details
- 16 Dec 2013
- HBS Case
D’O: Making a Michelin-Starred Restaurant Affordable
the restaurant, failing to fill seats nightly, starts operating at a loss. But then there's D'O, a restaurant in Cornaredo, Italy, that opened in 2003 and received a Michelin star only one year later. Under the leadership of chef and owner View Details
- September 2020
- Case
Apple Bets on Augmented Reality
By: Rory McDonald, David Lane and Mel Martin
In 2020, augmented reality (AR) was still a nascent technology with blockbuster potential, one which Apple was actively developing as its iPhone franchise waned. But the emergence of AR was uneven, including the disappointing Google Glass and the unexpected viral... View Details
- 12 Oct 1999
- Research & Ideas
What It Takes: Minorities in the Executive Suite
Express; Solomon Trujillo, president and CEO of U S West Communications; and Ann Fudge, president of Maxwell House Coffee Company and Post Cereals? How did these people of color overcome the odds and break through the glass ceiling that... View Details
Keywords: by Judith A. Ross
- 31 Jan 2011
- Research & Ideas
Taking the Fear out of Diversity Policies
sexual orientation are based on studies that focus on the scourge of discrimination—rather than on the benefits of a diverse workforce, she says. In a new working paper, A Positive Approach to Studying Diversity in Organizations, Ramarajan and fellow HBS professor... View Details
Keywords: by Carmen Nobel
- 16 Sep 2008
- First Look
First Look: September 16, 2008
ethical dilemma for managers: Is it appropriate to let mere social category lines interfere with profit maximization? Download the paper: http://www.hbs.edu/research/pdf/06-033.pdf Performance Persistence in Entrepreneurship Authors:Paul A. Gompers, Anna Kovner, Josh... View Details
- 20 Nov 2012
- First Look
First Look: November 20
model choices aimed at increasing volume such as building new stores, increasing product variety, everyday low prices (EDLP), and high-powered incentives for store managers. Input and output prices played a smaller role under David View Details
Keywords: Sean Silverthorne
- 08 Mar 2021
- In Practice
COVID Killed the Traditional Workplace. What Should Companies Do Now?
A year ago, COVID-19 forced many companies to send employees home—often with a laptop and a prayer. Now, with COVID cases subsiding and vaccinations rising, the prospect of returning to old office routines appears more possible. But will employees want to flock back to... View Details
Keywords: by Dina Gerdeman
- 16 Aug 2004
- Research & Ideas
Luxury Isn’t What It Used to Be
demands of consistent quality, innovative design, supply logistics, and the need for superior customer service, and it's easy to understand why David A. Birnbaum (HBS MBA '74), a private jeweler, would sound this cautionary note:... View Details
- 21 Jul 2009
- Research Event
Business Summit: Managing Human Capital—Global Trends and Challenges
Editor's Note: This is a summary of an HBS Business Summit presentation. View a full summary and video of the event on the HBS Centennial Web site linked below. Date of Event: October 13, 2008 Moderator: David H. Thomas, HBS faculty... View Details
Keywords: Re: David A. Thomas