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- February 2009
- Article
Learning in a New Cardiac Surgical Center: An Analysis of Precursor Events
By: Daniel R. Wong, Imtiaz S. Ali, David F. Torchiana, Arvind K. Agnihotri, Richard Bohmer and Thomas J. Vander Salm
Wong, Daniel R., Imtiaz S. Ali, David F. Torchiana, Arvind K. Agnihotri, Richard Bohmer, and Thomas J. Vander Salm. "Learning in a New Cardiac Surgical Center: An Analysis of Precursor Events." Surgery 145, no. 2 (February 2009): 131–137.
- December 2012
- Article
Estimating the Value of Connections to Vice-President Cheney
By: Rakesh Khurana, Raymond Fisman, Julia Galef and Yongxiang Wang
We estimate the market valuation of personal ties to Richard Cheney. Our proxies for personal ties are based on corporate board linkages that are prevalent in the network sociology literature. We consider a number of distinct political and personal events that either... View Details
Khurana, Rakesh, Raymond Fisman, Julia Galef, and Yongxiang Wang. "Estimating the Value of Connections to Vice-President Cheney." B.E. Journal of Economic Analysis & Policy 13, no. 3 (December 2012).
- Web
Events - Business History
Events Events Upcoming Events Business History Seminar The Business History Seminar meets at HBS on select Mondays from 3:30 pm - 5:00 pm. RSVP to bhi@hbs.edu for the in-person... View Details
- November–December 2015
- Article
Active Postmarketing Drug Surveillance for Multiple Adverse Events
By: Joel Goh, Margrét V. Bjarnadóttir, Mohsen Bayati and Stefanos A. Zenios
Postmarketing drug surveillance is the process of monitoring the adverse events of pharmaceutical or medical devices after they are approved by the appropriate regulatory authorities. Historically, such surveillance was based on voluntary reports by medical... View Details
Keywords: Drug Surveillance; Health Care; Stochastic Models; Queueing; Diffusion Approximation; Brownian Motion; Health Care and Treatment; Analytics and Data Science; Analysis
Goh, Joel, Margrét V. Bjarnadóttir, Mohsen Bayati, and Stefanos A. Zenios. "Active Postmarketing Drug Surveillance for Multiple Adverse Events." Operations Research 63, no. 6 (November–December 2015): 1528–1546. (Finalist, 2012 INFORMS Health Applications Society Pierskalla Award.)
- 22 Aug 2005
- Research & Ideas
The Hard Work of Failure Analysis
(PSSC). Not only was the PSSC proactive in seeking to identify failures, it ensured that all failures were subject to analysis so that learning could take place. For example, the PSSC determined that "Focused View Details
Keywords: by Amy Edmondson & Mark D. Cannon
- 04 May 2012
- Working Paper Summaries
No News Is Good News: CSR Strategy and Newspaper Coverage of Negative Firm Events
- Web
Strategic Financial Analysis Online Course | HBS Online
This course is part of the Finance & Accounting track. Introduction to Strategic Financial Analysis ENROLL NOW No application needed for our certificate programs. Start your journey today! New Strategic Financial View Details
- December 2020
- Article
Different Founders, Different Firms: A Comparative Analysis of Academic and Non-academic Startups
By: Maria P. Roche, Annamaria Conti and Frank T. Rothaermel
What role do differences in founders' occupational backgrounds play in new venture performance? Analyzing a novel dataset of 2,998 founders creating 1,723 innovative startups in biomedicine, we find that the likelihood and hazard of achieving a liquidity event are... View Details
Keywords: Founders; Innovation; Occupational Imprinting; Academic Startups; Non-academic Startups; Founder Heterogeneity; Business Startups; Innovation and Invention; Performance; Demographics; Analysis
Roche, Maria P., Annamaria Conti, and Frank T. Rothaermel. "Different Founders, Different Firms: A Comparative Analysis of Academic and Non-academic Startups." Special Issue on Innovative Start-Ups and Policy Initiatives. Research Policy 49, no. 10 (December 2020).
- July 2015
- Teaching Note
CJ E&M: Creating a K-Culture in the U.S.
By: Elie Ofek and Michael Norris
This teaching note is intented to help instructors with running a class discussion for the case "CJ E&M: Creating a K-Culture in the U.S.". It contains several areas of analysis and discussion that provide guidance to instructors on how to use the case in order to... View Details
- January–February 2021
- Article
Making Space for Emotions: Empathy, Contagion, and Legitimacy’s Double-Edged Sword
By: Andreea Gorbatai, Cyrus Dioun and Kisha Lashley
Legitimacy is critical to the formation and expansion of nascent fields because it lends credibility and recognizability to once overlooked actors and practices. At the same time, legitimacy can be a double-edged sword precisely because it facilitates field growth,... View Details
Keywords: Legitimacy; Collective Identity; Emotional Contagion; Field-congifiguring Events; Empathy; Natural Language Processing; Mixed Methods; Organizational Culture; Emotions; Groups and Teams
Gorbatai, Andreea, Cyrus Dioun, and Kisha Lashley. "Making Space for Emotions: Empathy, Contagion, and Legitimacy’s Double-Edged Sword." Organization Science 32, no. 1 (January–February 2021): 42–63.
- October 2020 (Revised June 2021)
- Case
Francisco Partners Private Credit Opportunity Fund
By: Luis M. Viceira, John D. Dionne, Soracha Prathanrasnikorn and Ari Sunshine
In April 2020, Scott Einsenberg, the Head of Credit at the private equity firm Francisco Partners, is deciding whether to go ahead with extending a private lending agreement to Eventbrite, Inc. (NYSE: EB), a leading global event management and online ticketing... View Details
Viceira, Luis M., John D. Dionne, Soracha Prathanrasnikorn, and Ari Sunshine. "Francisco Partners Private Credit Opportunity Fund." Harvard Business School Case 221-002, October 2020. (Revised June 2021.)
- 2011
- Book
The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work
By: Teresa M. Amabile and Steve J. Kramer
The most effective managers have the ability to build a cadre of employees who have great inner work lives-consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine... View Details
Keywords: Creativity; Interpersonal Communication; Employee Relationship Management; Leadership; Performance Effectiveness; Emotions; Motivation and Incentives; Groups and Teams; Collaborative Innovation and Invention; Innovation Leadership; Working Conditions; Management Practices and Processes; Management Skills; Mission and Purpose; Organizational Culture; Performance Productivity; Attitudes; Behavior; Happiness; Perception; Trust; Time Management; Resource Allocation; Business or Company Management; Goals and Objectives; Managerial Roles
Amabile, Teresa M., and Steve J. Kramer. The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. Harvard Business Review Press, 2011.
- Editorial
Why CEOs Should Share Their Long-Term Plans with Investors
By: Christina Rehnberg, George Serafeim and Brian Tomlinson
Rather than requiring less short-term information, the key to combating short-termism is to encourage companies to share more information about their long-term plans. Analysis of companies that have done so suggests that long-term plans are not mere marketing... View Details
Keywords: CEO; Investor Relations; Disclosure; Long-term Growth; Investing; Business and Shareholder Relations; Strategy; Corporate Disclosure
Rehnberg, Christina, George Serafeim, and Brian Tomlinson. "Why CEOs Should Share Their Long-Term Plans with Investors." Harvard Business Review (website) (September 19, 2018).
- January 2012
- Article
How Leaders Kill Meaning at Work
By: Teresa Amabile and Steven J. Kramer
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways. This article is based on analysis of hundreds of work diaries from professionals describing everyday events that... View Details
Keywords: Leadership; Creativity; Performance Productivity; Motivation and Incentives; Innovation Strategy; Performance; Strategic Planning; Leading Change; Balanced Scorecard; Mission and Purpose
Amabile, Teresa, and Steven J. Kramer. "How Leaders Kill Meaning at Work." McKinsey Quarterly, no. 1 (January 2012): 124–131.
- 2014
- Article
Why Was Boston Strong?: Law Enforcement Lessons from the Boston Marathon Bombing
By: Dutch Leonard, Christine M. Cole and Arnold M. Howitt
On April 15, 2013, at 2:49 pm, an improvised explosive device (IED) detonated near the finish line of the Boston Marathon. Three people died, and more than 260 others needed hospital care, many having lost limbs or suffered horrific wounds. Those explosions began about... View Details
Keywords: Boston Marathon Bombing; Disaster Response; Emergency Management; Crisis Management; Law Enforcement
Leonard, Dutch, Christine M. Cole, and Arnold M. Howitt. "Why Was Boston Strong? Law Enforcement Lessons from the Boston Marathon Bombing." Gazette (Royal Canadian Mounted Police) 76, no. 4 (2014): 14–16.
- 28 Jun 2021
- Research & Ideas
Keep or Cut Workers? How Companies Reacted to the COVID-19 Crisis
conduct an analysis to determine how companies were responding to the crisis. Were they retaining their staff and providing essential workers with extra pay, or were they cutting expenses through layoffs and furloughs? "It gave us a rare... View Details
Keywords: by Lane Lambert
- 23 Jan 2023
- Research & Ideas
After High-Profile Failures, Can Investors Still Trust Credit Ratings?
important lesson: getting it wrong can seriously damage their reputations and hurt their businesses. As economic fears mount and raise default concerns, a fresh analysis of new-and-improved credit rating agencies sounds a hopeful note... View Details
Keywords: by Ben Rand
- 02 Feb 2023
- Research & Ideas
Why We Still Need Twitter: How Social Media Holds Companies Accountable
airlines—United, Delta, and American—changed their company policies, outlining new restrictions for removing passengers from a flight. “It was really a motivating event for them,” Pacelli says. Twitter’s rise correlates with a decline in... View Details
- February 2010 (Revised June 2014)
- Supplement
CityCenter (D): Financial Crisis, Grand Opening, and a New Paradigm
By: John D. Macomber and Griffin James
"CityCenter (D)" follows the (A), (B), and (C) cases with subsequent chronological events through CityCenter's grand opening in December 2009 and financial results through March 2010. The case includes a simple valuation exercise intended to explore CEO Jim Murren's... View Details
Keywords: Insolvency and Bankruptcy; Private Equity; Games, Gaming, and Gambling; Decision Choices and Conditions; Entertainment and Recreation Industry; Nevada; New Jersey
Macomber, John D., and Griffin James. "CityCenter (D): Financial Crisis, Grand Opening, and a New Paradigm." Harvard Business School Supplement 210-067, February 2010. (Revised June 2014.)
- June 2014 (Revised January 2017)
- Supplement
YAAS's Service Center (C)
By: Brian Hall and Sara del Nido
This case is about a compensation change at an automotive service company in the Middle East. The case allows investigation and analysis of many issues related to compensation design and human resource management, and even change management. The focus of the case is... View Details
Keywords: Compensation; Emotions; Values; Human Resources; Labor; Negotiation; Organizations; Social Psychology; Value Creation; Motivation and Incentives; Auto Industry; Service Industry; Kuwait; Middle East
Hall, Brian, and Sara del Nido. "YAAS's Service Center (C)." Harvard Business School Supplement 914-051, June 2014. (Revised January 2017.)