Publications
Publications
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(1,682)
- Faculty Publications (362)
- November 2008
- Article
Winning the Race for Talent in Emerging Markets
By: Douglas A. Ready, Linda A. Hill and Jay A. Conger
"This war for talent is like nothing we've ever seen before," write the authors, who have spent decades studying talent management and leadership development. Recently they interviewed executives at more than 20 global companies to identify strategies for attracting... View Details
- October 2008 (Revised September 2009)
- Case
Procter & Gamble in the 21st Century (A): Becoming Truly Global
By: Rosabeth M. Kanter and Matthew Bird
Since the 1980s, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operations, and guide... View Details
- Article
Strong Leadership and Teamwork Drive Culture and Performance Change: Ohio State University Medical Center 2000–2006
By: Leonard A. Schlesinger, Fred Sanfilippo, Neeli Bendapudi and Anthony Rucci
Several characteristics of academic health centers have the potential to create high levels of internal conflict and misalignment that can pose significant leadership challenges.
In September 2000, the positions of Ohio State University (OSU) senior vice... View Details
- July 2008 (Revised February 2011)
- Supplement
Sanford C. Bernstein: The Fork in the Road (B)
By: Boris Groysberg and Geoff Eckman Marietta
Update on the (A) case. View Details
- Article
Unconventional Insights for Managing Stakeholder Trust
By: Michael Pirson and Deepak Malhotra
Initiatives to build and maintain trust with various stakeholders, including customers, employees, suppliers and investors, are at the top of the executive agenda at many organizations. But most companies don't really understand how to manage stakeholder trust... View Details
- May 2008 (Revised September 2009)
- Case
IBM's Dynamic Workplace
IBM already competed for talent by being a best workplace. It was one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources portfolio included a full array of progressive policies... View Details
- May 2008 (Revised April 2018)
- Case
The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care
By: Michael E. Porter and Sachin H. Jain
In 2006, University of Texas MD Anderson Cancer Center was an internationally leading institution for cancer care, education, and research. Since 1996, it had successfully reorganized itself from a cancer hospital that was physically organized around clinical... View Details
- March 2008 (Revised October 2009)
- Case
IBM in the 21st Century: The Coming of the Globally Integrated Enterprise
Members of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and... View Details
- March 2008 (Revised December 2011)
- Case
IBM Values and Corporate Citizenship
IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong... View Details
- February 2008
- Teaching Note
Innovation at Timberland: Thinking Outside the Shoe Box (TN)
By: Rosabeth Moss Kanter and Matthew Bird
Teaching Note for [306064]. View Details
- February 2008 (Revised November 2015)
- Case
Danaher Corporation
By: Bharat Anand, David J. Collis and Sophie Hood
Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the U.S. This case examines the corporate strategy of this diversified, global corporation. It describes the firm's portfolio strategy and the Danaher Business System—a... View Details
- 2008
- Working Paper
Product Development and Learning in Project Teams: The Challenges are the Benefits
By: Amy C. Edmondson and Ingrid M. Nembhard
The value of teams in new product development (NPD) is undeniable. Both the interdisciplinary nature of the work and industry trends necessitate that professionals from different functions work together on development projects to create the highest quality product in... View Details
- November 2007 (Revised May 2008)
- Case
Haier Hefei Electronics Co. (A)
By: Lynn Sharp Paine
The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia's "most admired companies," attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over... View Details
- 2007
- Chapter
Collaborative R&D in Management: The Practical Experience of Fenix and TruePoint in Bridging the Divide Between Scientific and Managerial Goals
By: Michael Beer and Niclas Adler
The gap between theory and practice has been of concern to both practitioners and academics, yet other than pleas to close the gap with more accessible writing by academics and more interest in research by practitioners few systematic efforts have been made to close... View Details
- June 2007 (Revised December 2007)
- Case
AFL-CIO: Office of Investment and Home Depot
By: Rakesh Khurana and James Weber
Describes the AFL-CIO: Office of Investments activities in their campaign to improve governance at Home Depot by calling attention to Home Depot CEO Robert Nardelli's compensation package and the company's poor performance. The AFL-CIO Office of Investments advocates... View Details
- 2007
- Article
Interdisciplinary Research Within a Modified Competing Values Model of Organizational Performance: Results from Brazil
By: Rohit Deshpandé and John U. Farley
- October 2006
- Article
Location Choices across the Value Chain: How Activity and Capability Influence Collocation
By: Juan Alcacer
There has been a recent revival of interest in the geographic component of firm strategy. Recent research suggests that two opposing forces—competition costs and agglomeration benefits—determine whether firms collocate in a given geographic market. Unexplored is (1)... View Details
- September 2006 (Revised October 2007)
- Case
Shinsei Bank: Developing an Integrated Firm
By: Thomas J. DeLong and Masako Egawa
Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong... View Details
- May 2006 (Revised November 2006)
- Case
IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)
By: Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman
Traces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the... View Details
- April 2006
- Background Note
Informing Service Management with Customer Data
By: Frances X. Frei and Dennis Campbell
Taught as the third module in a Harvard Business School course on Managing Service Operations. Explores the role of data analysis in ongoing service management. Describes how to realize the maximum amount of value from analyses and use this information in... View Details