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(1,124)
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- Research (481)
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- Faculty Publications (266)
Show Results For
- All HBS Web
(1,124)
- People (6)
- News (386)
- Research (481)
- Events (3)
- Multimedia (4)
- Faculty Publications (266)
W. Earl Sasser
Earl Sasser is a Baker Foundation Professor at Harvard Business School and has been a member of the faculty there since 1969. He received a B.A. in Mathematics from Duke University in 1965, an MBA from the University of North Carolina in 1967, and a Ph.D. in... View Details
- Web
PhD Programs - Doctoral
- 26 Apr 2022
- Blog Post
How I Spent My HBS 2+2 Deferral: Vasilis Mornto
- 12 Dec 2006
- First Look
First Look: December 12, 2006
Malcolm S. Salter
Malcolm Salter has been a member of the Harvard Business School faculty since 1967. His teaching and research focus on issues of corporate strategy, organization, and governance.
In addition to teaching at HBS, he has held faculty positions at the Harvard... View Details
- January 1997 (Revised December 1999)
- Case
OXO International
- 01 Sep 2015
- First Look
First Look -- September 1, 2015
- November 2009 (Revised March 2013)
- Case
Miles Everson at PricewaterhouseCoopers
Paul W. Marshall
MBA Class of 1960 Professor of Management, Paul W. Marshall, is affiliated with the Entrepreneurial Management Unit and teaches The Entrepreneurial Manager in the Turnaround Environment. This Elective Curriculum course focuses on the role of... View Details
James L. Heskett
James L. Heskett is UPS Foundation Professor Emeritus at the Harvard Business School and author of his latest book, With From Within: Build Organizational Culture for Competitive... View Details
- March 2012
- Article
Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge
Hacking Heroin
- Research Summary
Overview
- 08 Oct 2013
- First Look
First Look: October 8
- November 1999
- Case
Interactive Minds (B)
- Web
Faculty & Advisors | MBA
- 31 Oct 2023
- HBS Case
Checking Your Ethics: Would You Speak Up in These 3 Sticky Situations?
Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge
In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing the team’s motivation to achieve good results while simultaneously triggering process losses. I... View Details
- Web
Curriculum | MBA
- August 1993 (Revised December 1993)
- Case