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      • Faculty Publications  (369)

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      • June 2008
      • Teaching Note

      Amanco: Developing the Sustainability Scorecard (TN)

      By: Robert S. Kaplan
      Teaching Note for [inse107038]. View Details
      Keywords: Balanced Scorecard; Strategy; Performance; Groups and Teams; Management Systems; Market Entry and Exit; Competition; Social Enterprise; Motivation and Incentives; Goals and Objectives; Manufacturing Industry; Latin America; Brazil
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      Kaplan, Robert S. "Amanco: Developing the Sustainability Scorecard (TN)." Harvard Business School Teaching Note 108-100, June 2008.
      • June 2008 (Revised October 2008)
      • Case

      AREVA T&D

      By: Ananth Raman, Vincent Marie Dessain, Ane Damgaard Jensen and Gudrun Urfalino Kristinsdottir
      The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T and D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved... View Details
      Keywords: Business Divisions; Customer Focus and Relationships; Product Development; Organizational Change and Adaptation; Performance Improvement; Environmental Sustainability
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      Raman, Ananth, Vincent Marie Dessain, Ane Damgaard Jensen, and Gudrun Urfalino Kristinsdottir. "AREVA T&D." Harvard Business School Case 608-174, June 2008. (Revised October 2008.)
      • Article

      A Head Start on Succession

      By: Joseph L. Bower
      Our studies of CEO succession over the past several years have shown some improvements in the trends in CEO turnover, often resulting from outside pressures for improved oversight and better corporate governance. The next step in improving CEO succession—and ultimately... View Details
      Keywords: Investment Return; Corporate Governance; Governing and Advisory Boards; Leadership Development; Management Practices and Processes; Management Succession; Management Teams; Business and Shareholder Relations
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      Bower, Joseph L. "A Head Start on Succession." Strategy + Business, no. 51 (Summer 2008): 84–85.
      • 2008
      • Chapter

      Identity Negotiation Processes Amidst Diversity: Understanding the Influence of Social Identity and Status Differences

      By: Jeffrey T. Polzer and Heather M. Caruso
      We integrate an identity negotiation framework with research on diversity, social identity theory, and status differences. This integration reveals the distinct advantages and challenges that high and low status people face when they engage in identity negotiation... View Details
      Keywords: Status and Position; Prejudice and Bias; Groups and Teams; Organizational Culture; Identity; Diversity; Power and Influence
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      Polzer, Jeffrey T., and Heather M. Caruso. "Identity Negotiation Processes Amidst Diversity: Understanding the Influence of Social Identity and Status Differences." In Diversity at Work, edited by Arthur P. Brief. United Kingdom: Cambridge University Press, 2008.
      • April 2008 (Revised October 2008)
      • Case

      TD Canada Trust (A): The Green and the Red

      By: Dennis Campbell and Brent Kazan
      The case series illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers... View Details
      Keywords: Mergers and Acquisitions; Customer Focus and Relationships; Customer Satisfaction; Commercial Banking; Profit; Balanced Scorecard; Organizational Change and Adaptation; Banking Industry; Canada
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      Campbell, Dennis, and Brent Kazan. "TD Canada Trust (A): The Green and the Red." Harvard Business School Case 108-005, April 2008. (Revised October 2008.)
      • April 2008
      • Case

      Ophthalmic Consultants of Boston and Dr. Bradford J. Shingleton (2004)

      By: H. Kent Bowen and Marcelo Pancotto
      Dr. Bradford Shingleton has developed some of the highest quality eye surgery techniques in the industry. He involves his nurses and technicians in creating a surgical service that is constantly improving. The case has many details about how Dr. Shingleton works with... View Details
      Keywords: Health Care and Treatment; Independent Innovation and Invention; Service Operations; Performance Productivity; Practice; Problems and Challenges; Health Industry; Boston
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      Bowen, H. Kent, and Marcelo Pancotto. "Ophthalmic Consultants of Boston and Dr. Bradford J. Shingleton (2004)." Harvard Business School Case 608-151, April 2008.
      • March 2008 (Revised March 2009)
      • Case

      Purolator Courier Ltd.

      By: Rajiv Lal and Catherine Ross
      On a fall day in September 2003, Robert Swanborough made his way down a thickly carpeted hallway in Purolator's headquarters in Toronto, Canada, toward a meeting with his two deputies. Several months earlier, Swanborough, then vice-president of Marketing, had been... View Details
      Keywords: Conferences; Customer Focus and Relationships; Leading Change; Marketing Strategy; Performance Effectiveness; Strategic Planning; Research; Segmentation; Canada
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      Lal, Rajiv, and Catherine Ross. "Purolator Courier Ltd." Harvard Business School Case 508-054, March 2008. (Revised March 2009.)
      • January 2008 (Revised May 2008)
      • Case

      Comcast New England: A Journey of Organizational Transformation

      By: Michael Beer and Anita Arun
      This case describes how Kevin Casey, Comcast's New England Region general manager, transformed a low commitment and performance organization. When he took charge of this Comcast region he inherited an organization that was bureaucratic, had low customer satisfaction,... View Details
      Keywords: Transformation; Interpersonal Communication; Customer Satisfaction; Employee Relationship Management; Management Teams; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Performance Improvement; Telecommunications Industry; New England
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      Beer, Michael, and Anita Arun. "Comcast New England: A Journey of Organizational Transformation." Harvard Business School Case 908-405, January 2008. (Revised May 2008.)
      • 2008
      • Article

      Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma

      By: Charles O'Reilly and Michael Tushman
      How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so, how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and... View Details
      Keywords: Change Management; Competency and Skills; Innovation and Management; Organizational Change and Adaptation; Organizational Design; Performance Efficiency; Competitive Advantage
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      O'Reilly, Charles, and Michael Tushman. "Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma." Research in Organizational Behavior 28 (2008): 185–206.
      • 2008
      • Book

      Becoming a New Manager

      By: Linda A. Hill
      You've just been promoted to a managerial position for the first time—congratulations! But beware: the managerial role differs markedly from the individual contributor role. Go into the job with mistaken assumptions about what to expect, and you just may be blindsided... View Details
      Keywords: Leadership; Management Skills; Management Style; Managerial Roles; Performance Improvement; Groups and Teams
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      Hill, Linda A. Becoming a New Manager. Boston, MA: Harvard Business Press, 2008. (Mentor.)
      • 1 Oct 2007
      • Keynote Speech

      Racial Diversity and Team Learning Environment: Effects on Team Performance

      By: R. Ely
      Keywords: Groups and Teams; Diversity; Learning; Performance
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      Ely, R. "Racial Diversity and Team Learning Environment: Effects on Team Performance." Erasmus University Faculty Symposium, Rotterdam, The Netherlands, October 1, 2007. (Invited Paper.)
      • Sep 2007 - 2007
      • Conference Presentation

      Antecedents of Boundary Spanning in Cross-functional NPD Teams

      By: James R. Dillon, Shikhar Sarin and Amy C. Edmondson
      Boundary spanning has been shown in prior research to enhance innovativeness and performance of product development teams. In this study, we examine team conditions that foster boundary spanning behavior. We analyze survey data from 207 members of 54 cross-functional... View Details
      Keywords: Product Development; Innovation and Invention; Groups and Teams; Behavior; Performance Improvement; Boundaries; Leadership Style; Product; Complexity; Integration; Power and Influence
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      Dillon, James R., Shikhar Sarin, and Amy C. Edmondson. "Antecedents of Boundary Spanning in Cross-functional NPD Teams." Paper presented at the Product Development and Management Association Annual Global Conference on Product Innovation Management, Orlando, FL, September 2007.
      • 2007
      • Working Paper

      Team Familiarity, Role Experience, and Performance: Evidence from Indian Software Services

      By: Robert S. Huckman, Bradley R. Staats and David M. Upton
      Much of the literature on team learning views experience as a unidimensional concept captured by the cumulative production volume of, or the number of projects completed by, a team. Implicit in this approach is the assumption that teams are stable in their membership... View Details
      Keywords: Experience and Expertise; Learning; Performance Improvement; Projects; Groups and Teams; Familiarity; Information Technology Industry; India
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      Huckman, Robert S., Bradley R. Staats, and David M. Upton. "Team Familiarity, Role Experience, and Performance: Evidence from Indian Software Services." Harvard Business School Working Paper, No. 08-019, September 2007. (Revised February 2008, July 2008.)
      • 2007
      • Working Paper

      Innovation through Global Collaboration: A New Source of Competitive Advantage

      By: Alan MacCormack, Theodore Forbath, Peter Brooks and Patrick Kalaher
      Many recent studies highlight the need to rethink the way we manage innovation. Traditional approaches, based on the assumption that the creation and pursuit of new ideas is best accomplished by a centralized and collocated R&D team, are rapidly becoming outdated.... View Details
      Keywords: Collaborative Innovation and Invention; Groups and Teams; Research and Development; Performance Improvement; Management Practices and Processes; Partners and Partnerships; Competency and Skills; Framework; Competitive Advantage; Global Strategy; Opportunities; Cost
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      MacCormack, Alan, Theodore Forbath, Peter Brooks, and Patrick Kalaher. "Innovation through Global Collaboration: A New Source of Competitive Advantage." Harvard Business School Working Paper, No. 07-079, July 2007. (revised August 2007.)
      • June 2007 (Revised July 2007)
      • Case

      Leslie Brinkman at Versutia Capital

      By: Julie Battilana and Robert Steven Kaplan
      Leslie Brinkman is the founder and CEO of a hedge fund, Genuity Capital. Leslie spent late 2002 and early 2003 assembling her team and launched the fund in early 2003. While the firm performed well during 2003 and 2004 (both in terms of returns and new assets), in 2005... View Details
      Keywords: Management Style; Organizational Design; Performance Improvement; Groups and Teams
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      Battilana, Julie, and Robert Steven Kaplan. "Leslie Brinkman at Versutia Capital." Harvard Business School Case 407-089, June 2007. (Revised July 2007.)
      • 2007
      • Chapter

      Team Emotion Recognition Accuracy and Team Performance

      By: H. A. Elfenbein, J. T. Polzer and N. Ambady
      Keywords: Groups and Teams; Emotions; Perception; Performance
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      Elfenbein, H. A., J. T. Polzer, and N. Ambady. "Team Emotion Recognition Accuracy and Team Performance." Chap. 4 in Research on Emotions in Organizations. Vol. 3, edited by N. M. Ashkanasy, W. J. Zerbe, and C. E.J. Härtel, 87–119. Amsterdam: Elsevier, 2007.
      • 2007
      • Article

      Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process

      By: Amy C. Edmondson, James R. Dillon and Kate Roloff
      The emergence of a research literature on team learning has been driven by at least two factors. First, longstanding interest in what makes organizational work teams effective leads naturally to questions about how members of newly formed teams learn to work together... View Details
      Keywords: Learning; Organizational Culture; Performance Improvement; Practice; Groups and Teams; Research; Adaptation; Cooperation
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      Edmondson, Amy C., James R. Dillon, and Kate Roloff. "Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process." Academy of Management Annals 1 (2007): 269–314.
      • October 2006 (Revised January 2009)
      • Case

      Vitreon Corporation: The Hyalite Project

      By: Roy D. Shapiro
      Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative, and there are deep disagreements about what is wrong and how to... View Details
      Keywords: Leadership; Production; Organizational Culture; Performance Productivity; Groups and Teams; Conflict Management; Manufacturing Industry
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      Shapiro, Roy D. "Vitreon Corporation: The Hyalite Project." Harvard Business School Case 607-031, October 2006. (Revised January 2009.)
      • August 2006
      • Background Note

      Analyzing Work Groups

      By: Linda A. Hill and Michel Anteby
      Work groups are the building blocks of organizations. They are found in all areas of an organization, from research and development to customer service, and at all levels, from the executive suite to the factory floor. Some are incredibly successful, while others are... View Details
      Keywords: Framework; Leadership Style; Service Operations; Organizational Culture; Performance Effectiveness; Groups and Teams; Research and Development; Behavior
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      Hill, Linda A., and Michel Anteby. "Analyzing Work Groups." Harvard Business School Background Note 407-032, August 2006.
      • March 2006
      • Case

      The Whitesides Lab

      By: H. Kent Bowen and Francesca Gino
      A significant part of the long-term economic growth in developed economies depends on the translation of scientific research into new products and processes. Focuses on the front end of this value creation stream. The laboratory of George Whitesides has a 30-year... View Details
      Keywords: Research; Performance Productivity; Economic Growth; Infrastructure; Creativity; Groups and Teams; Value Creation; Factories, Labs, and Plants; Leadership; Resource Allocation
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      Bowen, H. Kent, and Francesca Gino. "The Whitesides Lab." Harvard Business School Case 606-064, March 2006.
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