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Show Results For
- All HBS Web
(10,869)
- People (57)
- News (2,660)
- Research (5,817)
- Events (70)
- Multimedia (477)
- Faculty Publications (3,483)
- September 2003 (Revised January 2004)
- Case
Giant Cinema
The owner of Giant Cinema must decide whether to invest in a digital projector, a new technology for screening films, or purchase a traditional projector. The impact of the new technology is uncertain, and the case describes probabilities for different outcomes that... View Details
Keywords: Entrepreneurship; Film Entertainment; Technology Adoption; Financial Strategy; Investment; Outcome or Result; Risk and Uncertainty; Technology; Entertainment and Recreation Industry
Baker, Malcolm P., Richard S. Ruback, Erik Stafford, and Kathleen Luchs. "Giant Cinema." Harvard Business School Case 204-052, September 2003. (Revised January 2004.)
- December 10, 2024
- Article
Is Your Company’s Problem Complicated? Or Complex?
By: Nitin Nohria, Bill George and Kayti Stanley
Complicated problems, which can be solved with systematic approaches, are different from complex problems, which require adaptive strategies and continuous learning. Many leaders conflate the two types, have more experience with complicated problems, and therefore may... View Details
Nohria, Nitin, Bill George, and Kayti Stanley. "Is Your Company’s Problem Complicated? Or Complex?" Harvard Business Review (website) (December 10, 2024).
- December 1985 (Revised October 1986)
- Case
J.C. Penney (A)
An assistant treasurer at J.C. Penney is looking at various alternatives for financing the company's $2.5 billion store expansion and modernization program. The case provides a listing of different ways/capital markets issues to obtain this financing. Designed to be... View Details
Keywords: Organizational Change and Adaptation; Expansion; Capital Markets; Financing and Loans; Retail Industry; United States
Mason, Scott P. "J.C. Penney (A)." Harvard Business School Case 286-048, December 1985. (Revised October 1986.)
- 26 Aug 2011
- News
Failing forward
- Research Summary
Teaching and Research Interests
Professor Morris is highly regarded for his research on social judgment, the study of how people make sense of events observed in their environment (both internal and external to their work settings). One of his main emphases is on the effects of cross-cultural... View Details
- June 2010 (Revised June 2025)
- Case
Managing the Client Portfolio
By: Nitin Nohria and Ashish Nanda
The German country managing partner of a global law firm must decide how to respond to a corporate mandate to restructure its client portfolio. The case enables a discussion of different types of clients in a global professional service firm in terms of relative... View Details
Keywords: Attorney and Client Relationships; Management Style; Corporate Governance; Business Subsidiaries; Business Headquarters; Conflict and Resolution
Nohria, Nitin, and Ashish Nanda. "Managing the Client Portfolio." Harvard Business School Case 410-139, June 2010. (Revised June 2025.)
- August 2005 (Revised May 2008)
- Case
Pawson Foundation: August 2006
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
A top-tier venture capital firm has encountered challenging conditions for its recent funds, which have raised "clawback" liabilities. In response, it is charging its investors the difference between the lower budget-based fee that it used and the maximum that the... View Details
Hardymon, G. Felda, Josh Lerner, and Ann Leamon. "Pawson Foundation: August 2006." Harvard Business School Case 806-042, August 2005. (Revised May 2008.)
- 10 Mar 2013
- News
The Surprising Reasons Why America Lost Its Ability To Compete
- 12 May 2011
- News
Q&A: Tarun Khanna, Professor, Harvard Business School
- 14 May 2013
- Blog Post
The Self-Discovery Process
that helped me build my résumé. I had countless cups of coffee with people in different industries to hear first-hand about them and the company they worked for. It was a very busy two months, but very... View Details
Keywords: Consulting
- October 1990 (Revised August 2009)
- Case
Cambridge Software Corporation
Cambridge Software Corp. must decide whether or not to offer multiple versions of a new software product. The firm has identified five market segments for the software and is deciding which, if any, of three product versions (a high end "industrial" version, a... View Details
Dhebar, Anirudh S. "Cambridge Software Corporation." Harvard Business School Case 191-072, October 1990. (Revised August 2009.)
- 08 Jun 2011
- Lessons from the Classroom
Twenty-first Century Skill: Trading Carbon Credits
says Coles, who has used the simulation in the elective course Managing Networked Businesses and the doctoral course Market Design. "The goal was to provide a classroom experience that would allow students to really see the impact of... View Details
- Research Summary
Overview
In my research historical inquiry plays an important part in understanding the continuities from the pre-1949 past and the complex convergence of business institutions in the process of China’s current economic, political, and social modernization. Historians are able... View Details
- August 2001 (Revised June 2002)
- Case
IBM Software Solutions (A)
By: Michael L. Tushman, Charles A. O'Reilly III and Robert Chapman Wood
Executives and managers of key IBM software units struggle to make IBM a top player in the post-mainframe era. When one software unit introduces a visionary product with potential to create a new leadership position for the firm, the result is an epic conflict in the... View Details
Keywords: Business Units; Leadership Style; Leading Change; Managerial Roles; Organizational Change and Adaptation; Conflict Management; Information Technology Industry
Tushman, Michael L., Charles A. O'Reilly III, and Robert Chapman Wood. "IBM Software Solutions (A)." Harvard Business School Case 402-016, August 2001. (Revised June 2002.)
- June 2023 (Revised August 2023)
- Background Note
Subscription Models: Recurring Revenues for Lasting Growth
By: Elie Ofek and Amy Konary
This note offers a comprehensive exposition to subscription revenue models and aims to explain their recent rise. It covers the advantages to firms of employing a subscription-based approach to monetization (as opposed to “one-off” upfront payment), as well as the... View Details
Ofek, Elie, and Amy Konary. "Subscription Models: Recurring Revenues for Lasting Growth." Harvard Business School Background Note 523-113, June 2023. (Revised August 2023.)
- March 2006
- Background Note
Public Law: The Rules of the Game
Outlines the four primary public policy objectives underlying the U.S. laws regulating business in the early 21st century: to promote economic growth; to protect workers; to promote consumer welfare, and to promote public welfare. Other major economic powers tend to... View Details
Bagley, Constance E. "Public Law: The Rules of the Game." Harvard Business School Background Note 806-172, March 2006.
- 2008
- Chapter
Southeast Asia and the Political Economy of Development
By: Regina M. Abrami and Richard Doner
This chapter assesses contemporary qualitative research on Southeast Asia and its contribution to the field of political economy. It focuses especially on the political origins of economic institutions and their influence on economic performance. It provides evidence... View Details
Keywords: Development Economics; Entrepreneurship; Government and Politics; Research; Southeast Asia
Abrami, Regina M., and Richard Doner. "Southeast Asia and the Political Economy of Development." In Southeast Asia in Political Science: Theory, Region, and Qualitative Analysis, edited by Erik Martinez Kuhonta, Dan Slater, and Tuong Vu. Stanford University Press, 2008.
- January 1998
- Case
Jeffrey Smith
Jeffrey Smith and David Johnson have apparently irreconcilable differences over their firm's strategy, which have led Jeffrey to conclude that he must fire David. Focuses on whether Jeffrey has used his influence in such a way as to avoid conflict. If he has no other... View Details
Ibarra, Herminia M., and Jennifer Suesse. "Jeffrey Smith." Harvard Business School Case 498-043, January 1998.