Publications

June 2003
Module Note

Control in Inter-organizational Settings

By: V.G. Narayanan

Describes the main themes of the module on control in interorganizational settings, which instructors can teach as part of a second-year MBA course on control. Identifies the root causes of control problems in interorganizational settings and identifies principles for... View Details

Keywords: Curriculum and Courses; Governance Controls; Policy; Organizational Design; Problems and Challenges

October 1989 (Revised November 2006)
Background Note

Managing Selling and the Salesperson

By: Frank V. Cespedes

Written for a module in the Marketing Implementation course (a second-year elective in the MBA program). Provides a brief introduction to common issues involved in recruiting, training, compensating, and evaluating field salespeople. Also offers questions to consider... View Details

Keywords: Salesforce Management

February 2008
Article

Where Do Transactions Come From? Modularity, Transactions, and the Boundaries of Firms

By: Carliss Y. Baldwin

This article constructs a theory of the location of transactions and the boundaries of firms in a productive system. It proposes that systems of production can be viewed as networks, in which tasks-cum-agents are the nodes and transfers—of material, energy and... View Details

Keywords: Boundaries; Production; Market Transactions; Supply Chain; Management; Cost; Theory; Performance Productivity; Information Management; Complexity

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Teaching Interest

Overview

I currently teach an Elective Course on Capitalism and the State, and recently developed a module for the Required Curriculum on the Social Purpose of the Firm. Earlier I developed Managing International Trade and Investment, and have also taught BGIE and Strategy in... View Details

February 2023
Module Note

Illiberalism and Interdependence

By: Meg Rithmire

This module note explains the themes of Illiberalism and Interdependence, the cases and readings used to teach these themes, and how the themes fit into the MITI course. After decades of international political economy scholarship focusing on the impact of rules, there... View Details

Keywords: International Relations; Globalized Economies and Regions; Business and Government Relations; National Security; Economic Systems

30 Oct 2018
Working Paper Summaries

The Value Structure of Technologies, Part 2: Technical and Strategic Bottlenecks as Guides for Action

Keywords: by Carliss Y. Baldwin; Air Transportation; Transportation; Manufacturing

March 2024
Module Note

Accounting Standards for the 21st Century

By: Jonas Heese

Over the past two decades, accounting standards have evolved to meet the demands of a rapidly changing business environment. This module note focuses on understanding the impact of these standards on measuring firm performance and financial position in the context of a... View Details

Keywords: Financial Statements; Standards; Performance Evaluation; Change Management

August 1994 (Revised June 1995)
Background Note

Managerial Effectiveness and Diversity: Organizational Choices

Defines "diversity" in organizational terms and provides a descriptive framework for understanding the ways organizations identify and respond to its challenges and opportunities. The four components or lenses of the framework are: motivators, mindset, methods,... View Details

Keywords: Customers; Organizations; Labor; Diversity Characteristics

February 2017
Module Note

Leading Global Teams

By: Tsedal Neeley

This module aims to help students become effective leaders and members of global teams that must work together across national boundaries and toward a common goal. Students will learn to diagnose the challenges that global teams often face as well as strategies that... View Details

Keywords: Groups and Teams; Leadership; Cross-Cultural and Cross-Border Issues

September 2012
Teaching Note

Vodafone Japan (A), (B) and (C) (TN)

By: Juan Alcacer

The series of three cases is used in Harvard Business School's (HBS) elective course "Competing Globally" as the second case in the first module (Why?: Strategies to create value globally) (See "Competing Globally: Course Note for Instructors", HBS 713-422). The module... View Details

Keywords: Telecommunications; Technological Innovation; Technology Strategy; Operations Strategy; Information Technology; Operations; Mobile and Wireless Technology; Strategy; Telecommunications Industry; Japan

March 2015
Module Note

Power and Influence in Society

By: Julie Battilana

This module aims to help students understand how power and influence are employed, both to reproduce the status quo and to effect change in society. It first helps them to understand why, more often than not, power is used to reproduce the existing way individuals and... View Details

December 2018 (Revised December 2020)
Course Overview Note

Introduction to the RC Strategy Course

By: Ashish Nanda

This note offers an overview of the Strategy course offered in HBS’s Required Curriculum. The RC Strategy course aims to help students become effective strategists. The note introduces the six modules of the course: What is Strategy, Market Attractiveness, Competitive... View Details

Keywords: Market Attractiveness; Strategic Interactions; Strategy; Corporate Strategy

July 2013 (Revised November 2021)
Module Note

Exploration vs. Exploitation

By: Willy Shih

This module note introduces James March's concept of exploration and exploitation, and the management challenge of balancing the allocation of resources to the two activities in the firm. The note also touches on the O'Reilly and Tushman paper on the ambidextrous... View Details

June 2009 (Revised March 2011)
Module Note

The Creative Industries: Managing and Marketing Talent

By: Anita Elberse

This module note examines issues concerning the management and marketing of talent in the creative industries. It describes the characteristics of the market for creative talent, discusses how individual talent creates and captures value, and explores how professional... View Details

Keywords: Talent and Talent Management; Entertainment; Innovation and Management; Marketing; Creativity; Value

April 2010
Course Overview Note

Competing through Business Models

By: Ramon Casadesus-Masanell

This note was prepared to aid instructors in the EC course “Competing through Business Models” (CTBM). Describes the course objectives; the conceptual framework used in the course; some central principles that emerge from this framework; and the modular structure of... View Details

Keywords: Curriculum and Courses; Business Model

October 1995
Background Note

Coordination: An Overview

By: Ananth Raman

Designed to accompany Module II of the first-year required course on Technology and Operations Management. Particularly useful in conjunction with Corning Glass Works: Erwin Automotive Plant, Toyota Motor Manufacturing, U.S.A., Inc., Johnson Controls, Automotive... View Details

Keywords: Management; Operations; Technology; Auto Industry; Manufacturing Industry; United States

March 1982 (Revised January 1990)
Background Note

Note on Pricing Strategies for Industrial Products

Used as a background reading for a course or course module on pricing, this note describes the several basic parameters relevant for price determination. Provides a conceptual approach to formulating pricing strategy, dealing with such topics as skimming versus... View Details

Keywords: Price; Product Marketing; Industrial Products Industry

December 2014 (Revised February 2023)
Module Note

Legal Analysis: Customers

By: Lena G. Goldberg

This Note introduces the Module on Responsibilities to Customers taught in Leadership and Corporate Accountability, a required course in the Harvard Business School MBA program. The Note outlines the asymmetries inherent in the company-customer relationship and... View Details

Keywords: Customers; Corporate Accountability; Ethics; Legal Liability; Customer Relationship Management

January 2025
Module Note

Understanding and Addressing Gender Gaps

By: Katherine Coffman

This module provides a framework for students to analyze how gender stereotypes, through their impact on beliefs about others and beliefs about ourselves, contribute to gender gaps in the workplace. The module proceeds in three parts. First, through a case and an... View Details

Keywords: Decisions; Gender; Leadership; Management Practices and Processes; Prejudice and Bias