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Publications

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    • All HBS Web  (2,739)
      • Faculty Publications  (337)

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      • 2013
      • Article

      The Strategic Fitness Process: A Collaborative Action Research Method for Developing Organizational Prototypes and Dynamic Capabilities

      By: Michael Beer
      Organizations underperform and sometimes fail because their leaders are unable to learn the unvarnished truth from relevant stakeholders about how the design and behavior of the organization is misaligned with its goals and strategy. The Strategic Fitness Process (SFP)... View Details
      Keywords: Organization Alignment; Dynamic Capabilities; Organization Design; Organizational Prototyping; Organizational Silence; Organizational Learning; Organizational Change and Adaptation; Strategic Planning; Organizational Design
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      Beer, Michael. "The Strategic Fitness Process: A Collaborative Action Research Method for Developing Organizational Prototypes and Dynamic Capabilities." Journal of Organization Design 2, no. 1 (2013).
      • October 2012
      • Article

      The Gifts We Keep on Giving: Documenting and Destigmatizing the Regifting Taboo

      By: Gabrielle S. Adams, Francis J. Flynn and Michael I. Norton
      Five studies investigate whether the practice of "regifting"-a social taboo-is as offensive to givers as regifters assume. Participants who imagined regifting thought that the original givers would be more offended than givers reported feeling, to such an extent that... View Details
      Keywords: Philanthropy and Charitable Giving; Attitudes; Behavior; Research
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      Adams, Gabrielle S., Francis J. Flynn, and Michael I. Norton. "The Gifts We Keep on Giving: Documenting and Destigmatizing the Regifting Taboo." Psychological Science 23, no. 10 (October 2012): 1145–1150.
      • November 2012 (Revised October 2013)
      • Supplement

      Global Expansion at Sanford C. Bernstein (C)

      By: Linda A. Hill and Dana Teppert
      Robert van Brugge, CEO of Sanford C. Bernstein, a premier sell-side research firm, has recently appointed a new Director of Asian Research to lead the firm's Hong Kong office. Van Brugge wonders what advice he should give the new Director as the firm continues to... View Details
      Keywords: Collaboration; Organizational Design; Talent Management; Leadership; Finance; Globalization; Organizational Culture; Financial Services Industry; Hong Kong
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      Hill, Linda A., and Dana Teppert. "Global Expansion at Sanford C. Bernstein (C)." Harvard Business School Supplement 413-085, November 2012. (Revised October 2013.)
      • 2012
      • Working Paper

      Modularity and Organizations

      By: Carliss Y. Baldwin
      Modularity describes the degree to which a complex system can be broken apart into subunits (modules) that can be recombined in various ways. Modularity is important for organizations and the economy because the boundaries of organizational units and corporations are... View Details
      Keywords: Complex Systems; Information Hiding; Loosely-coupled Systems; Mirroring; Mirroring Hypothesis; Modules; Modularity; Near-decomposable Systems; Product Architecture; Option Value; Organizational Design; Complexity
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      Baldwin, Carliss Y. "Modularity and Organizations." Harvard Business School Working Paper, No. 13-046, November 2012. (To appear in the Elsevier International Encyclopedia of the Social and Behavioral Sciences, 2nd edition; available on request to the author.)
      • November 2012
      • Case

      CSIRO: The Light Metals Flagship Decision

      By: Willy Shih, Margaret P. Pierson and Dawn Lau
      This case explores the challenge of investing in basic research as a public good. CSIRO was Australia's leading science and research agency, and it was chartered to enhance national prosperity through R&D. Its Flagships program was designed to align research interests... View Details
      Keywords: R&D; Basic Research; Government-funded Research; Public Goods; Extractive Industries; Metals; Metals Processing; Decision Choices and Conditions; Decisions; Globalized Markets and Industries; Growth and Development; Innovation Strategy; Technological Innovation; Research and Development; Science-Based Business; Technology Adoption; Technology Platform; Manufacturing Industry; Mining Industry; Oceania; Australia
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      Shih, Willy, Margaret P. Pierson, and Dawn Lau. "CSIRO: The Light Metals Flagship Decision." Harvard Business School Case 613-029, November 2012.
      • October 2012
      • Case

      Designing a Culture of Collaboration at Lake Nona Medical City

      By: Amy C. Edmondson, Sydney Ribot and Tiona Zuzul
      Describes Lake Nona, a 7,000-acre residential and research cluster in central Florida, and its process and innovation culture, and Lake Nona Institute, the organization behind the planning and governance of this new eco-friendly community. Emphasis is placed on the... View Details
      Keywords: Collaboration; Innovation; Health Care; Real Estate; Entrepreneurship; Collaborative Innovation and Invention; Governance; Real Estate Industry; Florida
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      Edmondson, Amy C., Sydney Ribot, and Tiona Zuzul. "Designing a Culture of Collaboration at Lake Nona Medical City." Harvard Business School Case 613-022, October 2012.
      • Article

      Exploring the Duality Between Product and Organizational Architectures: A Test of the 'Mirroring' Hypothesis

      By: Alan MacCormack, Carliss Y. Baldwin and John Rusnak
      A variety of academic studies argue that a relationship exists between the structure of an organization and the design of the products that the organization produces. Specifically, products tend to "mirror" the architectures of the organizations in which they are... View Details
      Keywords: Organization Design; Architecture; Modularity; Open Source Software; Communication; Design; Governance; Management Practices and Processes; Open Source Distribution; Product Design; Mission and Purpose; Organizational Structure; Performance; Problems and Challenges; Behavior; Software
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      MacCormack, Alan, Carliss Y. Baldwin, and John Rusnak. "Exploring the Duality Between Product and Organizational Architectures: A Test of the 'Mirroring' Hypothesis." Research Policy 41, no. 8 (October 2012): 1309–1324.
      • 2012
      • White Paper

      Robust Enforcement Should Complement Voluntary Regulation

      By: Jodi L. Short and Michael W. Toffel
      Spurred by the anti-regulation movement that started in the 1970s, voluntary self-regulation programs have emerged in many regulatory agencies, seeking to increase cooperation between government and industry to achieve greater and more cost-effective compliance.... View Details
      Keywords: Governance Compliance; Business and Government Relations
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      Short, Jodi L., and Michael W. Toffel. "Robust Enforcement Should Complement Voluntary Regulation." Georgetown University Economic Policy Vignette, September 2012.
      • July 2012
      • Article

      Discrete Choice Cannot Generate Demand That Is Additively Separable in Own Price

      By: Sonia Jaffe and Scott Duke Kominers
      We show that in a unit demand discrete choice framework with at least three goods, demand cannot be additively separable in own price. This result sharpens the analogous result of Jaffe and Weyl (2010) in the case of linear demand and has implications for testing of... View Details
      Keywords: Discrete Choice; Unit Demand; Separable Demand; Linear Demand; Demand and Consumers; Market Design; Mathematical Methods; Economics
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      Jaffe, Sonia, and Scott Duke Kominers. "Discrete Choice Cannot Generate Demand That Is Additively Separable in Own Price." Economics Letters 116, no. 1 (July 2012): 129–132.
      • Article

      In Search of the Hybrid Ideal

      By: Julie Battilana, Matthew Lee, John Walker and Cheryl Dorsey
      In the first large-scale, quantitative study of nascent social entrepreneurs, researchers from Harvard Business School and Echoing Green examine the rise of hybrid organizations that combine aspects of nonprofits and for-profits and the challenges hybrids face as they... View Details
      Keywords: Social Entrepreneurship; Organizational Design
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      Battilana, Julie, Matthew Lee, John Walker, and Cheryl Dorsey. "In Search of the Hybrid Ideal." Stanford Social Innovation Review 10, no. 3 (Summer 2012).
      • June 2012
      • Article

      Meta-organization Design: Rethinking Design in Interorganizational and Community Contexts

      By: Ranjay Gulati, P. Puranam and Michael Tushman
      This article provides conceptual foundations for analyzing organizations comprising multiple legally autonomous entities, which we call meta-organizations. We assess the antecedents of the emergence of such collectives and the design choices they entail. The article... View Details
      Keywords: Organizational Design
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      Gulati, Ranjay, P. Puranam, and Michael Tushman. "Meta-organization Design: Rethinking Design in Interorganizational and Community Contexts." Special Issue on Strategy and the Design of Organizational Architecture edited by R. Gulati, P. Puranam, M. Tushman. Strategic Management Journal 33, no. 6 (June 2012): 571–586.
      • June 2012
      • Article

      The Transparency Paradox: A Role for Privacy in Organizational Learning and Operational Control

      By: Ethan S. Bernstein
      Using data from embedded participant-observers and a field experiment at the second largest mobile phone factory in the world, located in China, I theorize and test the implications of transparent organizational design on workers' productivity and organizational... View Details
      Keywords: Transparency; Privacy; Organizational Learning; Operational Control; Organizational Performance; Chinese Manufacturing; Field Experiment; Rights; Interpersonal Communication; Management Practices and Processes; Ethics; Corporate Disclosure; Performance Productivity; Boundaries; Organizations; Social and Collaborative Networks; Labor and Management Relations; Power and Influence; Manufacturing Industry; China
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      Bernstein, Ethan S. "The Transparency Paradox: A Role for Privacy in Organizational Learning and Operational Control." Administrative Science Quarterly 57, no. 2 (June 2012): 181–216.
      • May 2012
      • Article

      Herbert A. Simon on What Ails Business Schools: More than A Problem in Organizational Design

      By: Rakesh Khurana and J.C. Spender
      We critically examine Herbert Simon's 1967 essay, "The Business School: A Problem in Organizational Design." We consider this essay within the context of Simon's key ideas about organizations, particularly those closely associated with the 'Carnegie perspective' on... View Details
      Keywords: Organizational Design; Perspective; Innovation and Invention; Business Education; Research; Management Practices and Processes; Teaching
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      Khurana, Rakesh, and J.C. Spender. "Herbert A. Simon on What Ails Business Schools: More than A Problem in Organizational Design." Journal of Management Studies 49, no. 3 (May 2012): 619–639.
      • April 2012 (Revised August 2013)
      • Case

      General Motors Technical Center India – Powertrain Engineering

      By: Willy Shih, William Jurist, Brian McIntosh and Helen Wang
      Prabjot Nanua was proud of the growing capabilities of the General Motors Technical Center India Powertrain Engineering group that he oversaw. Since 2003, engineers there had expanded the center's capabilities, developing a reputation within GM for completing... View Details
      Keywords: Decision Choices and Conditions; Business Headquarters; Research and Development; Business Strategy; Manufacturing Industry; Auto Industry; India
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      Shih, Willy, William Jurist, Brian McIntosh, and Helen Wang. "General Motors Technical Center India – Powertrain Engineering." Harvard Business School Case 612-074, April 2012. (Revised August 2013.)
      • June 2012
      • Article

      Meta-Organizational Design: Rethinking Design in Inter-Organizational and Community Contexts

      By: Ranjay Gulati, Phanish Puranam and Michael Tushman
      This paper provides conceptual foundations for analyzing organizations comprising multiple legally autonomous entities, which we call meta-organizations. We assess the antecedents of the emergence of such collectives and the design choices they entail. The paper... View Details
      Keywords: Design; Organizations; Civil Society or Community; Relationships
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      Gulati, Ranjay, Phanish Puranam, and Michael Tushman. "Meta-Organizational Design: Rethinking Design in Inter-Organizational and Community Contexts." Special Issue on Strategy and the Design of Organizational Architecture edited by R. Gulati, P. Puranam, M. Tushman. Strategic Management Journal 33, no. 6 (June 2012): 571–586.
      • November – December 2011
      • Article

      Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation

      By: Carliss Baldwin and Eric von Hippel
      In this paper, we assess the economic viability of innovation by producers relative to two increasingly important alternative models: innovations by single-user individuals or firms and open collaborative innovation. We analyze the design costs and architectures and... View Details
      Keywords: Collaborative Innovation and Invention; Design; Cost; Communication; Competition; Economy; Research; Policy; Practice
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      Baldwin, Carliss, and Eric von Hippel. "Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation." Organization Science 22, no. 6 (November–December 2011): 1399–1417.
      • September 2011 (Revised July 2012)
      • Case

      Building Watson: Not So Elementary, My Dear!

      By: Willy Shih
      This case is set inside IBM Research's efforts to build a computer that can successfully take on human challengers playing the game show Jeopardy! It opens with the machine named Watson offering the incorrect answer "Toronto" to a seemingly simple question during the... View Details
      Keywords: Technological Innovation; Standards; Product Development; Organizational Change and Adaptation; Mathematical Methods; Research and Development; Information Technology
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      Shih, Willy. "Building Watson: Not So Elementary, My Dear!" Harvard Business School Case 612-017, September 2011. (Revised July 2012.)
      • July – August 2011
      • Article

      The Paradox of Samsung's Rise

      By: Tarun Khanna, Jaeyong Song and Kyungmook Lee
      Twenty years ago, few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader in R&D, marketing, and design, with a brand more valuable than Pepsi, Nike, or American Express. Fewer still would... View Details
      Keywords: Organizational Design; Research and Development; Marketing; Business Processes; Brands and Branding; System; Globalized Markets and Industries; Transformation; Cost; Forecasting and Prediction; Production; Quality; China; India; Turkey
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      Khanna, Tarun, Jaeyong Song, and Kyungmook Lee. "The Paradox of Samsung's Rise." Harvard Business Review 89, nos. 7-8 (July–August 2011): 142–147.
      • June 2011 (Revised October 2012)
      • Case

      IBM China Development Lab Shanghai: Capability by Design

      By: Willy Shih, Kamen Bliznashki and Fan Zhao
      When IBM shifted from a traditional territory-based multinational organization to what it called a globally integrated enterprise, it established its headquarters for "Growth Markets" in Shanghai and "Established Markets" in New York. This positioned its China... View Details
      Keywords: Diversification; Corporate Strategy; Global Strategy; Organizational Change and Adaptation; Research and Development; Emerging Markets; Product Development; Information Technology Industry; China
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      Shih, Willy, Kamen Bliznashki, and Fan Zhao. "IBM China Development Lab Shanghai: Capability by Design." Harvard Business School Case 611-055, June 2011. (Revised October 2012.)
      • Article

      Organizational Ambidexterity in Action: How Managers Explore and Exploit

      By: Charles A. O'Reilly III and Michael L. Tushman
      Dynamic capabilities have been proposed as a useful way to understand how organizations are able to adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to seize opportunities through the orchestration and integration... View Details
      Keywords: Decision Choices and Conditions; Management Practices and Processes; Resource Allocation; Organizational Change and Adaptation; Organizational Design; Opportunities
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      O'Reilly, Charles A., III, and Michael L. Tushman. "Organizational Ambidexterity in Action: How Managers Explore and Exploit." California Management Review 53, no. 4 (Summer 2011): 5–21.
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