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Show Results For
- All HBS Web
(3,668)
- People (13)
- News (531)
- Research (2,389)
- Events (14)
- Multimedia (8)
- Faculty Publications (1,683)
Mastering the Management System
From HBSP: " Companies have always found it hard to balance pressing operational concerns with long-term strategic priorities. The tension is critical: World-class processes won't lead to success without the right strategic direction, and... View Details
- 2006
- Dissertation
Enterprise Risk Management in Action
By: Anette Mikes
The new Basel regulatory initiatives and a burgeoning risk management literature signify the rise of enterprise risk management (ERM) in the financial services sector. However, very little is known of the roles that risk management plays in organizations and how it... View Details
- October 2024
- Article
Strategic Decision Making at Platform Transitions: The Case of Nokia (2010-2011).
By: Timo O. Vuori and Michael Tushman
We studied Nokia’s decision to adopt the Windows platform in 2011 to induce new theory on the emotional dynamics of incumbent firms’ strategic decision making at platform transitions. We find that platform companies’ entry into an established industry activates a... View Details
Vuori, Timo O., and Michael Tushman. "Strategic Decision Making at Platform Transitions: The Case of Nokia (2010-2011)." Strategic Management Journal 45, no. 10 (October 2024): 2018–2062.
- March 2022
- Article
Strategic State Capacity: How States Counter Opposition to Climate Policy
By: Jonas Meckling and Jonas Nahm
When can states implement policies against the opposition from powerful interest groups? Research on state capacity has examined bureaucratic sources of capacity, leaving unexplained why countries with similar levels of bureaucratic capacity vary in goal attainment. We... View Details
Meckling, Jonas, and Jonas Nahm. "Strategic State Capacity: How States Counter Opposition to Climate Policy." Comparative Political Studies 55, no. 3 (March 2022): 493–523.
- 2009
- Chapter
The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management That Combines Agency and Institution
By: Julie Battilana and Bernard Leca
Battilana, Julie, and Bernard Leca. "The Role of Resources in Institutional Entrepreneurship: Insights for an Approach to Strategic Management That Combines Agency and Institution." In Handbook of Research on Strategy and Foresight, edited by L.A. Costanzo and R.B. MacKay, 260–274. Cheltenham, U.K.: Edward Elgar Publishing, 2009.
- January 2003
- Article
A Multivariate Model of Strategic Asset Allocation
By: Luis M. Viceira, John Y. Campbell and Y. Lewis Chan
Viceira, Luis M., John Y. Campbell, and Y. Lewis Chan. "A Multivariate Model of Strategic Asset Allocation." Journal of Financial Economics 67, no. 1 (January 2003): 41–80. (Click here for Appendix. Winner of the second 2003 Fama/DFA Prize for Capital Markets and Asset Pricing.)
- 2022
- Working Paper
The Need for Speed: The Impact of Capital Constraints on Strategic Misconduct
By: F. Christopher Eaglin
Under what conditions do firms engage in strategic misconduct? Why do they undertake actions that increase profitability yet break laws or violate strong norms often with costly consequences for public welfare? The strategic management literature offers two external... View Details
Keywords: Corporate Misconduct; Capital Constraints; Organizations; Crime and Corruption; Behavior; Situation or Environment; Capital
Eaglin, F. Christopher. "The Need for Speed: The Impact of Capital Constraints on Strategic Misconduct." Harvard Business School Working Paper, No. 22-056, February 2022.
- 22 Feb 2017
- Working Paper Summaries
Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective
- 2012
- Chapter
Pursuing Public Value: Frameworks for Strategic Analysis and Action
By: Herman B. Leonard and Mark H. Moore
Features Harvard Kennedy School scholars who focus diverse conceptual lenses on a single high-stakes management task—enhancing port security across the United States. This title considers the challenge of driving change in a complex system involving hundreds of private... View Details
Leonard, Herman B., and Mark H. Moore. "Pursuing Public Value: Frameworks for Strategic Analysis and Action." Chap. 5 in Ports in a Storm: Public Management in a Turbulent World, edited by John D. Donahue and Mark H. Moore, 84–115. Innovative Governance in the 21st Century. Washington, DC: Brookings Institution Press, 2012.
- January 1993 (Revised September 1993)
- Background Note
Managing Information: The IT Architecture
Information is a critical resource in the information economy and Information Technology (IT) enables information to be managed as a strategic resource. However, IT is extremely complex and fast-changing. As a result, the general manager cannot leave IT decisions... View Details
Stoddard, Donna B., and Katherine Seger. "Managing Information: The IT Architecture." Harvard Business School Background Note 193-059, January 1993. (Revised September 1993.)
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Disruptive Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems... View Details
Keywords: Business Startups; Disruption; Management; Market Entry and Exit; Product; Product Development; Problems and Challenges; Competitive Strategy; Corporate Strategy; Technology
Bower, Joseph L. "Teradyne: Managing Disruptive Change." Harvard Business School Case 397-112, May 1997. (Revised March 1998.)
- Feb 01 2018
- Testimonial
Strengthen Your Professional Network. Sharpen Your Strategic Vision.
- Aug 04 2017
- Testimonial
Pulling the Right Levers to Achieve Strategic Goals
- 09 Jul 2024
- Research & Ideas
Are Management Consulting Firms Failing to Manage Themselves?
After nearly a decade of uninterrupted growth, strategic consulting firms are now facing one of their most challenging periods in memory, prompting widespread cutbacks in staff and changes to recruiting. How did these firms get to this... View Details
- 20 Jun 2023
- News
Elon Musk’s Twitter Takeover: Lessons in Strategic Change
- August 1983
- Supplement
Norton Co.: The Evolution of Strategic Management, Supplement
By: Francis Aguilar
Aguilar, Francis. "Norton Co.: The Evolution of Strategic Management, Supplement." Harvard Business School Supplement 384-056, August 1983.
- September 2009
- Article
Labor Market Institutions and Global Strategic Adaptation: Evidence from Lincoln Electric
By: Jordan I. Siegel and Barbara Zepp Larson
Although one of the central questions in the global strategy field is how multinational firms successfully navigate multiple and often conflicting institutional environments, we know relatively little about the effect of conflicting labor market institutions on... View Details
Keywords: Institutions; Labor Market; Complementarity; Global Strategy; Multinational Firms and Management; Governing Rules, Regulations, and Reforms; Labor Unions; Laws and Statutes; Operations; Organizational Change and Adaptation; Manufacturing Industry
Siegel, Jordan I., and Barbara Zepp Larson. "Labor Market Institutions and Global Strategic Adaptation: Evidence from Lincoln Electric." Management Science 55, no. 9 (September 2009): 1527–1546. (Although one of the central questions in the global strategy field is how multinational firms successfully navigate multiple and often conflicting institutional environments, we know relatively little about the effect of conflicting labor market institutions on multinational firms' strategic choice and operating performance. With its decision to invest in manufacturing operations in nearly every one of the world's largest welding
markets, Lincoln Electric offers us a quasi-experiment. We leverage a unique data set covering 1996–2006 that combines data on each host country's labor market institutions with data on each subsidiary's strategic choices and historical operating performance. We find that Lincoln Electric performed significantly better in countries with labor laws and regulations supporting manufacturers' interests and in countries that allowed the free
use of both piecework and a discretionary bonus. Furthermore, we find that in countries with labor market institutions unfriendly to manufacturers, Lincoln Electric was still able to overcome most (although not all) of the institutional distance by what we term flexible intermediate adaptation.)
- 01 Jun 2005
- News
Marked Managers
biotech industry. At HBS, Higgins currently teaches Self-Assessment and Career Development in the MBA curriculum and Strategic Human Resource Management in the Executive Education Program. What is a career... View Details
- Teaching Interest
Risk Management for Corporate Leaders
By: Robert Simons
As companies adapt to the aftershocks of the global recession, senior executives and boards are discovering that risk management has never been more important. The financial crisis revealed that risk management structures break down just when... View Details
- 2003
- Article
Closing the Loop: Product Take-back Requirements and their Strategic Implications
In Asia, Europe, and North America, regulators are seeking to reduce waste disposal and develop recycling markets by requiring manufacturers to manage the end-of-life disposition of products they produce. Such policies attempt to "close the loop" for products ranging... View Details
Keywords: Wastes and Waste Processing; Energy Conservation; Product Development; Strategy; Policy; Governing Rules, Regulations, and Reforms; Manufacturing Industry; Asia; Europe; North and Central America
Toffel, Michael W. "Closing the Loop: Product Take-back Requirements and their Strategic Implications." Corporate Environmental Strategy 10, no. 9 (2003).