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James I. Cash
Professor Cash received a Bachelor of Science degree in Mathematics from Texas Christian University; a Master of Science in Computer Science from Purdue University's Graduate School of Mathematical Sciences; and a Doctor of Philosophy in Management Information Systems (MIS) from Purdue University's Krannert Graduate School of Management. He joined the Harvard Business School faculty in...
Faculty
James L. Heskett
James L. Heskett is UPS Foundation Professor Emeritus at the Harvard Business School and author of his latest book, With From Within: Build Organizational Culture for Competitive Advantage. He completed his Ph.D. at the Graduate School of Business, Stanford University, and has been a member of the faculty of The Ohio State University as well as President of Logistics Systems, Inc. Since 2000, he...
Faculty
James K. Sebenius
JAMES K. (“Jim”) SEBENIUS, is the Gordon Donaldson Professor of Business Administration at Harvard Business School, where he founded the Negotiation unit and teaches advanced negotiation to graduate students and senior executives. He also directs the Harvard Negotiation Project at Harvard Law School, where he serves as Vice Chair for Practice-Focused Research. With co-author David Lax, Jim...
Faculty
James E. Austin
Dr. Austin holds the Eliot I. Snider and Family Professor of Business Administration, Emeritus at the Harvard Business School. Previously he held the John G. McLean Professorship and the Richard P. Chapman Professorship. He has been a member of the Harvard University faculty since 1972. He was the Co-Founder and Chair of the HBS Social Enterprise Initiative. He held a joint appointment as a...
Faculty
James W. Riley
James Riley is an Assistant Professor of Business Administration in the Organizational Behavior Unit at Harvard Business School. He teaches LEAD in the MBA required curriculum. Professor Riley is an economic sociologist. He conducts ethnographic research to produce qualitative studies on the role of status, norms, social valuations, and organizational culture within innovation-driven...
- January 2013
- Article
Level Two Negotiations: Helping the Other Side Meet Its 'Behind-the-Table' Challenges
A long analytic tradition has explored the challenge of productively synchronizing "internal" with "external" negotiations, with a special focus on how each side can best manage internal opposition to agreements negotiated "at the table." Implicit in much of this work... View Details
- 05 Apr 2021
- What Do You Think?
Why Can’t More Leaders Teach?
important person in the company,” and encourage associates to feel psychologically safe and willing to take reasonable risks. “Observing John, I realized that the best leaders also possess qualities that make great teachers,” says DeLong, who’s the View Details
Keywords: by James Heskett
- 03 Sep 2014
- What Do You Think?
Who Should Choose Your Boss?
necessarily the best team leader, because a lot of board members don't value the team leadership aspect of the position." Clifford F. Baker put it this way: "Having worked for a living in a corner office of a corporate ivory... View Details
- 05 Jun 2013
- What Do You Think?
Do We Need to Extend ‘No Surprises Management?’
employees in the dark and constantly surprising them is a serious form of disrespect." Bert Baker linked it to integrity with this comment: "When I know that my manager is a person of integrity, then I know they will not... View Details
Keywords: by James Heskett
- 2012
- Working Paper
Level II Negotiations: Helping the Other Side Meet Its 'Behind the Table' Challenges
A long analytic tradition explores the challenge of productively synchronizing "internal" with "external" negotiations, especially focusing on how each side can best manage internal opposition to agreements negotiated "at the table." Implicit in much of this work is... View Details
- 06 May 2002
- Research & Ideas
Profits for Nonprofits: Earning Your Own Way
self-sufficient while not being self-sufficient ourselves?— Alfred Wise,Share Our Strength The session, led by HBS professor James E. Austin, featured three managers whose experiences highlight the challenges and benefits of thinking... View Details
Keywords: by Martha Lagace
- September 2022
- Case
Blake Sports: Evolution of the CEO and the Executive Team
By: Boris Groysberg and Katherine Connolly Baden
Cameron (Cam) Barker, CEO and Founder of Blake Sports Apparel, sat in his office at his company’s headquarters in Birmingham, England, feeling stunned and disappointed. Only a few minutes prior, he had wrapped up a meeting with CFO James Ryan, a highly-respected star... View Details
- December 2015 (Revised May 2017)
- Case
Corning, 2002
By: Malcolm Baker
Corning, with large investments in fiber optic technology, was hit particularly hard by the collapse of the telecommunications industry in 2001. With over $4 billion in debt, the firm's survival appears to rest on raising additional equity capital. James Flaws, the... View Details
- April 2005 (Revised August 2011)
- Case
Berkshire Partners: Bidding for Carter's
By: Malcolm P. Baker and James Quinn
A five-member team from Berkshire Partners must recommend a final bid and financial structure for a leveraged buyout of William Carter Co., a leading producer of children's apparel. Investorcorp, a global investment group, has put the company up for auction. Goldman... View Details
- 15 Jun 2009
- Research & Ideas
GM: What Went Wrong and What’s Next
centers into more nimble operations that can sustain its renewed brands far into the 21st Century. Nancy F. Koehn, James E. Robison Professor Of Business Administration: General Motors was formed in 1908, the same year Henry Ford brought... View Details
- 18 Dec 2006
- Lessons from the Classroom
Grooming Next-Generation Leaders
term," says Narayandas, the James J. Hill Professor of Business Administration and Chair of the Program for Leadership Development. "Are you managing yourself, are you managing upwards or the people below or laterally, or the... View Details
Keywords: by Martha Lagace
- 15 Jun 2007
- Research & Ideas
Remembering Alfred Chandler
would always remind his visitors that good source material was the key to good history and would want to know what research collection they were using at Baker Library. His enthusiasm for the subject of business history, and for history... View Details
Keywords: by Sean Silverthorne
- 2010
- Supplement
Berkshire Partners: Bidding for Carter's, Spreadsheet Supplement
By: Malcolm Baker and James Quinn
- February 2006 (Revised August 2006)
- Case
Auctioning Morningstar
By: Malcolm P. Baker and James Quinn
Morningstar, a publisher of data and ratings for mutual fund investors, is considering an auction-based approach to the company's upcoming IPO, with management weighing the risks and benefits of the auction approach vs. a traditional underwritten offering. View Details
- November 2005 (Revised October 2012)
- Case
The MCI Takeover Battle: Verizon versus Qwest
By: Malcolm P. Baker and James Quinn
MCI's board of directors is considering competing bids from Verizon and Qwest. Qwest, a smaller company with a weaker balance sheet, is offering almost a billion dollars more. But Verizon, one of the largest telecommunications companies in the world, has a history of... View Details
- September 2007
- Supplement
Corning: Convertible Preferred Stock (CW)
By: Malcolm P. Baker and James Quinn
- September 2007
- Supplement
The MCI Takeover Battle: Verizon versus Qwest (CW)
By: Malcolm P. Baker and James Quinn
- December 2005 (Revised November 2006)
- Case
Corning, 2002
By: Malcolm P. Baker and James Quinn
Corning, with large investments in fiber optic technology, was hit particularly hard by the collapse of the telecommunications industry in 2001. With over $4 billion in debt, the firm's survival appears to rest on raising additional equity capital. The protagonist is... View Details