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Show Results For
- All HBS Web
(858)
- People (1)
- News (178)
- Research (542)
- Events (3)
- Multimedia (3)
- Faculty Publications (388)
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- February 2022
- Case
Toraya
By: Lauren Cohen and Akiko Kanno
Mitsuharu Kurokawa was the 18th generation leader of a family firm that produced and sold premium Japanese sweets, Toraya Confectionery Co., Ltd. He had succeeded the business from his father, Mitsuhiro Kurokawa who had led the firm for thirty years. Mitsuharu was... View Details
- July 2005 (Revised September 2016)
- Case
24 Hour Fitness (A): The Rise, 1983–2004
By: John R. Wells, Elizabeth A. Raabe and Gabriel Ellsworth
In October 2004, Mark S. Mastrov, CEO of 24 Hour Fitness, reflected on how far his company had come in just over 20 years. From humble beginnings in 1983 in San Leandro, California, 24 Hour Fitness had grown to become the largest privately-owned health-club chain in... View Details
Keywords: 24 Hour Fitness; Mark Mastrov; Health Clubs; Fitness; Gyms; Chain; Weight Loss; Exercise; Personal Training; Retention; Sales Force Compensation; Incentive Systems; Buildings and Facilities; Business Growth and Maturation; Business Model; For-Profit Firms; Customers; Customer Focus and Relationships; Customer Satisfaction; Private Equity; Revenue; Geographic Scope; Multinational Firms and Management; Nutrition; Business History; Employees; Recruitment; Selection and Staffing; Human Capital; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Marketing; Operations; Service Operations; Private Ownership; Problems and Challenges; Sales; Salesforce Management; Sports; Strategy; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Corporate Strategy; Expansion; Segmentation; Information Technology; Internet; Technology Platform; Web; Web Sites; Capital Structure; Performance; Organizational Structure; Organizational Culture; Health Industry; United States; California; San Francisco
Wells, John R., Elizabeth A. Raabe, and Gabriel Ellsworth. "24 Hour Fitness (A): The Rise, 1983–2004." Harvard Business School Case 706-404, July 2005. (Revised September 2016.)
- 2008
- Book
Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage
By: James L. Heskett, W. Earl Sasser Jr. and Joe Wheeler
Hundreds of large organizations worldwide have used the groundbreaking Service Profit Chain to improve business performance. Now The Ownership Quotient reveals the next generation of the chain: customer and employee "owners" of your business. Employee-owners exhibit... View Details
Keywords: Customer Satisfaction; Organizational Change and Adaptation; Customer Ownership; Employee Ownership; Competitive Advantage; Value Creation
Heskett, James L., W. Earl Sasser Jr., and Joe Wheeler. Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage. Harvard Business Press, 2008.
- 19 Sep 2016
- Research & Ideas
Why Isn't Business Research More Relevant to Business Practitioners?
time? Why is it that even people who care about morality end up behaving unethically? Why is it that people often feel inauthentic at work? What does that imply for their job satisfaction and productivity?” Gino was motivated to... View Details
- September 2013 (Revised August 2015)
- Background Note
Leadership and Teaming
By: Ethan Bernstein
Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail... View Details
Keywords: Teams; Teaming; Leadership And Managing People; Leadership; Team Effectiveness; Team Performance; Team Design; Team Leadership; Teamwork; Team Process; Team Function; Team Launch; 60/30/10 Rule; Team Boundary; Distribution Of Leadership Authority; Self-Managed Teams; Virtual Teams; Unbounded Teams; Acts Of Leadership; Execution Teams; Decision Making Teams; Creativity Teams; Team Size; Task Design; Team Timeline; Team Roles; Team Representation; Diversity; Team Familiarity; Collective Intelligence; Team Stages Of Development; Team Coaching; Performance Pressure; X-Teams; Team Focus; Interaction; Management Teams; Managerial Roles; Management Systems; Management Style; Management Skills; Management Practices and Processes; Organizational Design; Organizational Structure; Performance Effectiveness; Performance Efficiency; Performance Productivity; Groups and Teams; Networks; Social Psychology; Behavior; Conflict and Resolution; Creativity; Social and Collaborative Networks; Satisfaction; Prejudice and Bias; Power and Influence; Personal Characteristics; Familiarity; Cognition and Thinking; Attitudes; Projects; Organizational Culture; Organizational Change and Adaptation; Leadership Development; Leadership Style; Leading Change; Knowledge Use and Leverage; Knowledge Sharing; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Design; Interpersonal Communication; Accommodations Industry; Accounting Industry; Advertising Industry; Aerospace Industry; Agriculture and Agribusiness Industry; Air Transportation Industry; Apparel and Accessories Industry; Auto Industry; Banking Industry; Battery Industry; Beauty and Cosmetics Industry; Bicycle Industry; Biotechnology Industry; Chemical Industry; Communications Industry; Computer Industry; Construction Industry; Consulting Industry; Consumer Products Industry; Distribution Industry; Education Industry; Electronics Industry; Employment Industry; Energy Industry; Entertainment and Recreation Industry; Fashion Industry; Financial Services Industry; Fine Arts Industry; Food and Beverage Industry; Forest Products Industry; Forestry Industry; Green Technology Industry; Health Industry; Industrial Products Industry; Information Industry; Information Technology Industry; Insurance Industry; Journalism and News Industry; Legal Services Industry; Manufacturing Industry; Media and Broadcasting Industry; Medical Devices and Supplies Industry; Mining Industry; Motion Pictures and Video Industry; Motorcycle Industry; Music Industry; Pharmaceutical Industry; Public Administration Industry; Public Relations Industry; Publishing Industry; Pulp and Paper Industry; Rail Industry; Real Estate Industry; Retail Industry; Rubber Industry; Semiconductor Industry; Service Industry; Shipping Industry; Sports Industry; Steel Industry; Technology Industry; Telecommunications Industry; Tourism Industry; Transportation Industry; Travel Industry; Utilities Industry; Video Game Industry; Web Services Industry; Asia; North and Central America; South America; Atlantic Ocean; Central Asia; Europe; Latin America; Middle East; Oceania; West Indies
Bernstein, Ethan. "Leadership and Teaming." Harvard Business School Background Note 414-033, September 2013. (Revised August 2015.)
- September 2020
- Case
Uber at a Crossroads (2017)
By: Ramon Casadesus-Masanell and Karen Elterman
This case describes the history of Uber, its business model—including the ways it differed from that of the traditional taxi industry—and its competition with Lyft. The case is set in 2017, a year in which Uber was plagued by even more scandals than usual, though its... View Details
Keywords: Business Startups; Business Model; Customer Satisfaction; Fairness; Values and Beliefs; Price; Profit; Revenue; Investment; Government Legislation; Business History; Compensation and Benefits; Resignation and Termination; Employment; Wages; Lawfulness; Leadership Style; Leading Change; Management Style; Market Entry and Exit; Digital Platforms; Product Design; Organizational Culture; Problems and Challenges; Attitudes; Strategy; Competitive Strategy; Expansion; Transportation Networks; Mobile and Wireless Technology; Valuation; Transportation Industry; Technology Industry; United States
Casadesus-Masanell, Ramon, and Karen Elterman. "Uber at a Crossroads (2017)." Harvard Business School Case 721-376, September 2020.
- November 2005 (Revised December 2016)
- Case
Bally Total Fitness (A): The Rise, 1962–2004
By: John R. Wells, Elizabeth A. Raabe and Gabriel Ellsworth
From a single, modest club in 1962, Bally Total Fitness had grown to become—in management’s words—the “largest and only nationwide commercial operator of fitness centers” in the United States in 2004. Bally had faced its share of challenges, but the last couple of... View Details
Keywords: Bally Total Fitness; Fitness; Gyms; Health Clubs; Chain; Securities And Exchange Commission; Paul Toback; Weight Loss; Exercise; Contracts; Personal Training; Retention; Accounting; Accounting Audits; Accrual Accounting; Finance; Advertising; Business Growth and Maturation; Business Model; For-Profit Firms; Customers; Customer Satisfaction; Public Equity; Financing and Loans; Revenue; Revenue Recognition; Geographic Scope; Multinational Firms and Management; Health; Nutrition; Business History; Lawsuits and Litigation; Management; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Marketing; Operations; Service Delivery; Service Operations; Public Ownership; Problems and Challenges; Business and Shareholder Relations; Business Strategy; Competition; Corporate Strategy; Expansion; Segmentation; Trends; Cost Management; Profit; Growth and Development; Leadership Style; Five Forces Framework; Private Ownership; Opportunities; Motivation and Incentives; Competitive Strategy; Health Industry; United States; Illinois; Chicago
Wells, John R., Elizabeth A. Raabe, and Gabriel Ellsworth. "Bally Total Fitness (A): The Rise, 1962–2004." Harvard Business School Case 706-450, November 2005. (Revised December 2016.)
- 21 Apr 2008
- Research & Ideas
The New Math of Customer Relationships
managers think of customers, and introduce the idea that not all customers contribute equal value. Concrete examples illustrate the self-reinforcing nature of the connections between employee loyalty and customer loyalty; and between employee View Details
Keywords: by Sean Silverthorne
- 2002
- Article
Beyond Customer Loyalty
By: James L. Heskett
Keywords: Customer Satisfaction
Heskett, James L. "Beyond Customer Loyalty." Managing Service Quality 12, no. 6 (2002).
- 01 Oct 2008
- Research & Ideas
How Much Time Should CEOs Devote to Customers?
following three things: First, the CEO should spearhead the identification of three or four customer health metrics that are leading indicators of sales or profit performance. These metrics should not be off-the-shelf standbys such as customer View Details
Keywords: by John Quelch
- 16 May 2011
- Research & Ideas
What Loyalty? High-End Customers are First to Flee
Satisfaction Buell's general research agenda considers how firm-level decisions affect customer actions and firm performance. He is continuing to collaborate with Campbell and Frei on a research project that explores different parts of a... View Details
Keywords: by Julia Hanna
- March 2007
- Teaching Note
Kansai Digital Phone: Zutto, Gaining Japanese Loyalty (TN)
By: Francisco de Asis Martinez-Jerez
- 4 Apr 1998
- Conference Presentation
Responding to Changing Customer Needs: The Design of a Flexible Development Process
By: Alan MacCormack
- November 2001 (Revised October 2017)
- Supplement
Store24 (B): Service Quality and Employee Skills
By: Frances X. Frei and Dennis Campbell
Supplements the (A) case. View Details
Frei, Frances X., and Dennis Campbell. "Store24 (B): Service Quality and Employee Skills." Harvard Business School Supplement 602-097, November 2001. (Revised October 2017.)
- January 2020
- Article
One of a Kind: The Strong and Complex Preference for Unique Treatment from Romantic Partners
By: Lalin Anik and Ryan Hauser
Individuals prefer romantic partners who universally treat others well (i.e., partners who exhibit trait-level generosity) and also prefer partners who treat them uniquely. Previous work supports both preferences, yet the literature has largely ignored what happens... View Details
Anik, Lalin, and Ryan Hauser. "One of a Kind: The Strong and Complex Preference for Unique Treatment from Romantic Partners." Journal of Experimental Social Psychology 86 (January 2020).
- November 2008 (Revised May 2011)
- Case
David Neeleman: Flight Path of a Servant Leader (A)
By: William W. George and Matthew D. Breitfelder
David Neeleman, founder of JetBlue, is forced to confront a crisis in customer confidence following operational difficulties on February 14, 2007. This becomes a vital test of his leadership. View Details
George, William W., and Matthew D. Breitfelder. "David Neeleman: Flight Path of a Servant Leader (A)." Harvard Business School Case 409-024, November 2008. (Revised May 2011.)
- Article
Valuing Time Over Money Is Associated with Greater Happiness
By: A.V. Whillans, Aaron C. Weidman and Elizabeth W. Dunn
How do the trade-offs that we make about two of our most valuable resources—time and money—shape happiness? While past research has documented the immediate consequences of thinking about time and money, research has not yet examined whether people’s general... View Details
Whillans, A.V., Aaron C. Weidman, and Elizabeth W. Dunn. "Valuing Time Over Money Is Associated with Greater Happiness." Social Psychological & Personality Science 7, no. 3 (April 2016): 213–222.
- 2022
- Article
The Ordinary Concept of a Meaningful Life: The Role of Subjective and Objective Factors in Third-Person Attributions of Meaning
By: Michael Prinzing, Julian De Freitas and Barbara L. Fredrickson
The desire for a meaningful life is ubiquitous, yet the ordinary concept of a meaningful life is poorly understood. Across six experiments (total N = 2,539), we investigated whether third-person attributions of meaning depend on the psychological states an agent... View Details
Keywords: Experimental Philosophy; Folk Theories; Meaning In Life; Moral Psychology; Positive Psychology; Moral Sensibility; Satisfaction
Prinzing, Michael, Julian De Freitas, and Barbara L. Fredrickson. "The Ordinary Concept of a Meaningful Life: The Role of Subjective and Objective Factors in Third-Person Attributions of Meaning." Journal of Positive Psychology 17, no. 5 (2022): 639–654.
- November 19, 2019
- Article
The Unexpected Benefits of Pursuing a Passion Outside of Work
By: Jon M. Jachimowicz, Joyce He and Julian Arango
We are often told to pursue work we’re passionate about. But, for many people, this simply isn’t feasible. Not every job affords the possibility of doing what you love. And people care deeply about many different things—not all of which will be how they want to earn a... View Details
Jachimowicz, Jon M., Joyce He, and Julian Arango. "The Unexpected Benefits of Pursuing a Passion Outside of Work." Harvard Business Review (website) (November 19, 2019).
- October 2005
- Case
Kinko's
Over the decades, Kinko's had forged a deep emotional bond with consumers by easing their anxiety and helping them solve pressing document processing problems. By 2003, however, consumer research revealed that a confusing retail experience had eroded some of this good... View Details