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- All HBS Web
(3,475)
- People (11)
- News (465)
- Research (2,482)
- Events (4)
- Multimedia (14)
- Faculty Publications (1,658)
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- 21 Feb 2005
- Op-Ed
Is Business Management a Profession?
implicated in recent acts of corporate malfeasance—could have become so depraved, this is probably the wrong question. Given that human nature does not change much from age to age, the real issue is the effectiveness of the constraints... View Details
- September 2014 (Revised February 2017)
- Case
Belk: Towards Exceptional Scheduling
By: Ethan Bernstein, Saravanan Kesavan, Bradley Staats and Luke Hassall
With 24,000 staff and over 300 stores, Belk Inc. sought to replace its entirely manual labor scheduling system with an automated software solution from Reflexis. Belk hoped the upgrade would simplify scheduling, reduce time employees spent in non-customer-facing roles,... View Details
Keywords: Retail; Scheduling; Local Autonomy; Automation; Metrics; Organizational Change; Human Resource Management; Process Improvement; Performance Measurement; Transparency; Southern United States; Retailing; Department Stores; System Outsourced Services; Employee Relationship Management; Selection and Staffing; Change Management; Governance Controls; Resource Allocation; Service Operations; Organizational Culture; Organizational Change and Adaptation; Performance Evaluation; Performance Improvement; Applications and Software; Family Business; Retail Industry; Technology Industry; United States
Bernstein, Ethan, Saravanan Kesavan, Bradley Staats, and Luke Hassall. "Belk: Towards Exceptional Scheduling." Harvard Business School Case 415-023, September 2014. (Revised February 2017.)
- June 2022 (Revised August 2023)
- Case
Strategic Innovation at the United Nations: A Network of Ecosystems
By: Frank Nagle, Elizabeth J. Altman and Amy Klopfenstein
In 2021, Gina Lucarelli, leader of the United Nations Development Programme (UNDP) Accelerator Labs, prepared for a meeting with UNDP Administrator Achim Steiner. The two planned to discuss the future of the Accelerator Labs, a network of social innovation labs located... View Details
Keywords: Change; Disruption; Transformation; Change Management; Education; Learning; Environmental Management; Climate Change; Environmental Sustainability; Geography; Geographic Scope; Global Range; Local Range; Geopolitical Units; Country; Human Resources; Recruitment; Retention; Selection and Staffing; Employees; Employee Relationship Management; Information Technology; Information Management; Innovation and Invention; Collaborative Innovation and Invention; Disruptive Innovation; Innovation and Management; Innovation Leadership; Innovation Strategy; Knowledge; Knowledge Acquisition; Knowledge Dissemination; Knowledge Management; Knowledge Sharing; Knowledge Use and Leverage; Organizations; Mission and Purpose; Organizational Culture; Organizational Structure; Organizational Design; Organizational Change and Adaptation; Social Enterprise; Non-Governmental Organizations; Social Psychology; Social and Collaborative Networks; Society; Social Issues; Welfare; Strategy; Cooperation; Adaptation; Public Administration Industry; North and Central America
Nagle, Frank, Elizabeth J. Altman, and Amy Klopfenstein. "Strategic Innovation at the United Nations: A Network of Ecosystems." Harvard Business School Case 722-363, June 2022. (Revised August 2023.)
- January 2009 (Revised February 2011)
- Case
Solvay Group: International Mobility and Managing Expatriates
By: Boris Groysberg, Nitin Nohria and Kerry Herman
Marcel Lorent, head of International Mobility at Brussels-based Solvay Group, faces decisions on the expatriation status of four of his firm's talented executives. Each decision will impact the candidate's professional and personal life and will have implications for... View Details
Keywords: Leadership Development; Globalized Firms and Management; Work-Life Balance; Talent and Talent Management; Residency; Employees; Brussels
Groysberg, Boris, Nitin Nohria, and Kerry Herman. "Solvay Group: International Mobility and Managing Expatriates." Harvard Business School Case 409-079, January 2009. (Revised February 2011.)
- 10 Aug 2009
- Research & Ideas
High Commitment, High Performance Management
alignment, and the capacity for ongoing learning and change. These include a learning and governance process discussed earlier; a strategic performance management process by which the senior team sets... View Details
Keywords: by Martha Lagace
- Article
Young and No Money? Never Mind: The Material Impact of Social Resources on New Venture Growth
By: Mukti Khaire
Although growth is a desirable outcome for new ventures due to the many advantages of large size, most new firms fail to grow, largely due to their limited resources and adaptability. This paper addresses the question of how new ventures grow despite their limited... View Details
Keywords: Business Startups; Entrepreneurship; Growth and Development Strategy; Organizational Change and Adaptation; Status and Position; Advertising Industry; Chicago; New York (city, NY)
Khaire, Mukti. "Young and No Money? Never Mind: The Material Impact of Social Resources on New Venture Growth." Organization Science 21, no. 1 (January–February 2010): 168–185.
- Article
Managing Alliances with the Balanced Scorecard
By: Robert S. Kaplan, David P. Norton and Bjarne Rugelsjoen
The article addresses failures in strategic alliances and illustrates, via a detailed description of the successful strategic alliance between Solvay Pharmaceuticals Inc. and Quintiles company how the creation of a strategy map and Balanced Scorecard helps align the... View Details
Keywords: Alliances; Balanced Scorecard; Employees; Alignment; Corporate Governance; Interests; Management Practices and Processes; Goals and Objectives; Partners and Partnerships
Kaplan, Robert S., David P. Norton, and Bjarne Rugelsjoen. "Managing Alliances with the Balanced Scorecard." Harvard Business Review 88, nos. 1/2 (January–February 2010): 114–120.
- May 2019
- Case
Canada Mortgage and Housing Corporation: 'One CMHC' and Version 3.0
By: Boris Groysberg and Sarah L. Abbott
When Evan Siddall was appointed CEO of Canada Mortgage Housing Corporation (CMHC) five years earlier, he had embarked on a major organizational restructuring. Now he is spearheading another round of changes. CMHC has adopted an ambition vision and five year strategic... View Details
Keywords: Government Organizations; Culture; Organizational Change And Transformation; Human Resource Practices; Future Of Work; Change Management; Leading Change; Organizational Change and Adaptation; Organizational Culture; Organizational Design; Government Administration; Restructuring; Leadership; Human Resources; Talent and Talent Management; Diversity; Work-Life Balance; Financial Services Industry; Public Administration Industry; Canada
Groysberg, Boris, and Sarah L. Abbott. "Canada Mortgage and Housing Corporation: 'One CMHC' and Version 3.0." Harvard Business School Case 419-068, May 2019.
- September 1991
- Case
Rethinking the Corporate Workplace: Case Managers at Mutual Benefit Life
By: Robert G. Eccles Jr.
In early 1991, a spirit of innovation and organizational change was in the air at Mutual Benefit Life, with the success of the new "case manager" program its most concrete manifestation. Using powerful computer workstations, case managers could see insurance... View Details
Keywords: Organizational Change and Adaptation; Technological Innovation; Change Management; Information Technology; Insurance; Human Resources; Insurance Industry
Eccles, Robert G., Jr. "Rethinking the Corporate Workplace: Case Managers at Mutual Benefit Life." Harvard Business School Case 492-015, September 1991.
- February 2019 (Revised July 2019)
- Case
Sales Force Management at Nobel Ilac
By: Doug J. Chung and Gamze Yucaoglu
Nobel Ilac was a Turkish generic pharmaceutical company marketing more than 100 drugs in 20 countries and, as of 2017, had over 2,500 employees worldwide. Nobel had implemented a transformation strategy—more specifically, a customer segmentation plan—whereby the sales... View Details
Keywords: Sales Strategy; Compensation; Employee Retention; Recruiting; Pharmaceuticals; Salesforce Management; Strategy; Organizational Design; Human Resources; Compensation and Benefits; Employees; Retention; Recruitment; Pharmaceutical Industry; Turkey
Chung, Doug J., and Gamze Yucaoglu. "Sales Force Management at Nobel Ilac." Harvard Business School Case 519-067, February 2019. (Revised July 2019.)
- April 2008
- Teaching Note
A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products (Brief Case)
Teaching Note for 2177 View Details
Keywords: Organizational Behavior; Leadership, Personal Strategy & Style; Human Resource Management; Career Advancement; Product Management; 360-degree Feedback; Relationship Management; Managing Difficult Interactions; Top Performers; Conflict Management; Leadership; Organizations; Personal Development and Career; Human Resources; Product Marketing
- October 2018 (Revised March 2019)
- Background Note
Note on Managing Workforce Reductions
By: Ethan Bernstein and Carin-Isabel Knoop
Each individual who enters an organization will, at some point, leave. And yet most future leaders spend significantly more effort learning about recruiting than departures, despite the sensitivity and challenges associated with the latter. This note is intended to... View Details
Keywords: Layoffs; Downsizing; Workforce; Workforce Reductions; Delayering; Human Resources; Employees; Resignation and Termination; Management; Organizations; Reputation
Bernstein, Ethan, and Carin-Isabel Knoop. "Note on Managing Workforce Reductions." Harvard Business School Background Note 419-039, October 2018. (Revised March 2019.)
- January–February 1980
- Article
Managing Your Boss
By: John J. Gabarro and John P. Kotter
Gabarro, John J., and John P. Kotter. "Managing Your Boss." Harvard Business Review 58, no. 1 (January–February 1980).
- March 2012
- Background Note
Managing the Layoff Process: India
By: Sandra J. Sucher
This note is an overview of the context for managing layoffs in India. It describes the legal responsibilities of managers in conducting layoffs, recent unemployment trends, and the financial, health, training, job placement, and other benefits that laid-off employees... View Details
Keywords: Job Cuts and Outsourcing; Resignation and Termination; Compensation and Benefits; Ethics; Management; Employees; Governance Compliance; India
Sucher, Sandra J. "Managing the Layoff Process: India." Harvard Business School Background Note 612-068, March 2012.
- March 2012
- Background Note
Managing the Layoff Process: France
By: Sandra J. Sucher
This note is an overview of the context for managing layoffs in France. It describes the legal responsibilities of managers in conducting layoffs, recent unemployment trends, and the financial, health, training, job placement, and other benefits that laid-off employees... View Details
Keywords: Job Cuts and Outsourcing; Resignation and Termination; Compensation and Benefits; Ethics; Management; Employees; Governance Compliance; France
Sucher, Sandra J. "Managing the Layoff Process: France." Harvard Business School Background Note 612-083, March 2012.
- January 2011
- Case
Program Management at Wipro Technologies
By: Amy C. Edmondson, Bradley R. Staats and Melissa Valentine
This case examines the execution of one program by Wipro Technologies, an Indian software services provider. The case also explores the evolution of program management at Wipro. View Details
- August 2006 (Revised May 2007)
- Teaching Note
People Management (TN)
By: Boris Groysberg, David Lane and Carin-Isabel Knoop
Keywords: Human Resources
- 03 Nov 2016
- Cold Call Podcast
You're Fired: Managing Gray-Area Decisions
Keywords: Re: Joseph L. Badaracco
- May–June 1993
- Article
Managing Your Boss
By: John J. Gabarro and John P. Kotter
Gabarro, John J., and John P. Kotter. "Managing Your Boss." Harvard Business Review 71, no. 3 (May–June 1993): 150–157.
- 24 Apr 2006
- Research & Ideas
Managing Alignment as a Process
help their organizational unit implement it. Enterprises must have active policies to communicate, educate, motivate, and align employees with the strategy. They must also align their ongoing management processes—for View Details