Publications
Publications
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- All HBS Web
(2,166)
- Faculty Publications (387)
- March 2010
- Background Note
Airline Travel in the U.S.
By: Sunil Gupta and Kavita Shukla
How should airlines respond to the rising share of Online Travel Agencies (OTAs) as consumers increasingly search the web to buy tickets? View Details
- 2010
- Chapter
A Contingency Theory of Leadership
By: Jay W. Lorsch
The idea of a contingency theory of leadership is not novel. In the 1960s several scholars conducted research and proposed such an approach arguing that the style of leadership that would be most effective depended upon the situation (Fiedler, Tannenbaum and Schmidt,... View Details
- 2010
- Article
An Organizational Approach to Undoing Gender: The Unlikely Case of Offshore Oil Platforms
By: Robin J. Ely and Debra E. Meyerson
This case study of two offshore oil platforms illustrates how an organizational initiative designed to enhance safety and effectiveness created a culture that unintentionally released men from societal imperatives for "manly" behavior, prompting them to let go of... View Details
- Article
Exploration and Exploitation within and across Organizations
By: Dovev Lavie, Uriel Stettner and Michael Tushman
Jim March's framework of exploration and exploitation has drawn substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances. This framework has become an... View Details
- 2010
- Chapter
Revisiting the Meaning of Leadership
By: Joel Podolny, Rakesh Khurana and Marya Hill-Popper
During the past 50 years, organizational scholarship on leadership has shifted from a focus on the significance of leadership for meaning-making to the significance of leadership for economic performance. This shift has been problematic for two reasons. First, it has... View Details
- Article
The Counterfeit Self: The Deceptive Costs of Faking It
By: Francesca Gino, Michael I. Norton and Dan Ariely
Although people buy counterfeit products to signal positive traits, we show that wearing counterfeit products makes individuals feel less authentic and increases their likelihood of both behaving dishonestly and judging others as unethical. In four experiments,... View Details
- 2010
- Chapter
Women and Leadership: Defining the Challenges
By: Robin J. Ely and Deborah L. Rhode
We use the experience of Carly Fiorina as an introduction to the continued challenges faced by women in top leadership roles. Although Fiorina, on becoming CEO of Hewlett Packard in 1999, asserted that "there is not a glass ceiling," her memoir eight years later... View Details
- December 2009 (Revised June 2010)
- Case
Ebro Puleva
By: David E. Bell, Antonio Garcia de Castro, Rocio Reina Paniagua and Mary Louise Shelman
Once Spain's largest sugar company, Ebro Puleva has been transformed through a series of international acquisitions into the world's largest package rice company and second largest pasta company. In 2009, Chairman Antonio Hernandez Callejas must decide how to proceed... View Details
- December 2009 (Revised October 2015)
- Case
Diamond Foods
By: David E. Bell and Mary Louise Shelman
CEO Michael Mendes has transformed a grower-owned cooperative into a publicly traded top marketer of snack foods. Diamond's organization, culture, product development process, advertising and promotion strategy, and specifically its marketing department have been built... View Details
- November 2009 (Revised March 2011)
- Case
New York Life and Immediate Annuities
By: Julio J. Rotemberg and John T. Gourville
By positioning Immediate Annuities as "guaranteed lifetime income," New York Life has built itself a $1.4 billion per year business by 2009. However, to make Immediate Annuities a mainstream financial product for retirees, New York Life must understand why many... View Details
- November 2009
- Article
Organizational Design and Control across Multiple Markets: The Case of Franchising in the Convenience Store Industry
Many companies operate units that are dispersed across different types of markets, and thus serve significantly diverging customer bases. Such market-type dispersion is likely to compromise the headquarter's ability to control its local managers' behavior and satisfy... View Details
- Article
Specialization and Success: Evidence from Venture Capital
By: Paul A. Gompers, Anna Kovner and Josh Lerner
This paper examines how organizational structure affects behavior and outcomes, studying the performance of different types of venture capital organizations. We find a strong positive relationship between the degree of specialization by individual venture capitalists... View Details
- 2009
- Working Paper
Walking Through Jelly: Language Proficiency, Emotions, and Disrupted Collaboration in Global Work
By: Tsedal Beyene, Pamela J. Hinds and Catherine Durnell Cramton
In an ethnographic study comprised of interviews and concurrent observations of 145 globally distributed members of nine project teams of an organization, we found that uneven proficiency in English, the lingua franca, disrupted collaboration for both native and... View Details
- April 2009 (Revised May 2010)
- Case
Urbi and the City Licensee Managers
By: John D. Macomber and Regina Garcia-Cuellar
A leading low income housing builder in Mexico decides which prospective new local partner best extends its advantages in managing twin production lines of homes and clients. URBI has built substantial competitive advantage in the technology and culture that matches... View Details
Keywords: Mortgages; Government and Politics; Housing; Growth and Development Strategy; Brands and Branding; Market Entry and Exit; Production; Supply Chain; Organizational Culture; Franchise Ownership; Partners and Partnerships; Competitive Advantage; Real Estate Industry; China; India; Mexico; United States
- 2009
- Working Paper
Taking a 'Deep Dive': What Only a Top Leader Can Do
By: Howard H. Yu and Joseph L. Bower
Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the... View Details
- February 2009
- Article
Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting
By: Lisa D. Ordonez, Maurice E. Schweitzer, Adam D. Galinsky and Max H. Bazerman
Goal setting is one of the most replicated and influential paradigms in the management literature. Hundreds of studies conducted in numerous countries and contexts have consistently demonstrated that setting specific, challenging goals can powerfully drive behavior and... View Details
- January 2009 (Revised June 2010)
- Case
Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture
By: Ranjay Gulati
Customer centricity has been an important part of the culture at Cisco Systems since its inception. While part of this is attributable to values put in place by the founders and retained by subsequent management, it is also closely interwoven with its organizational... View Details
- 2009
- Working Paper
Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting
By: Lisa D. Ordonez, Maurice E. Schweitzer, Adam D. Galinsky and Max H. Bazerman
Goal setting is one of the most replicated and influential paradigms in the management literature. Hundreds of studies conducted in numerous countries and contexts have consistently demonstrated that setting specific, challenging goals can powerfully drive behavior and... View Details
- 2009
- Article
Implicit Affect in Organizations
By: Sigal G. Barsade, Lakshmi Ramarajan and Drew Westen
Our goal is to integrate the construct of implicit affect—affective processes activated or processed outside of conscious awareness that influence ongoing thought, behavior, and conscious emotional experience—into the field of organizational behavior. We begin by... View Details