Publications
Publications
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- All HBS Web
(1,660)
- Faculty Publications (395)
- 2005
- Working Paper
Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations
By: James R. Detert and Amy C. Edmondson
This article examines, in a series of three studies, how people working in organizational hierarchies wrestle with the challenge of upward voice. We first undertook in-depth exploratory research in a knowledge-intensive multinational corporation in which employee input... View Details
- 5 Nov 2005 - 8 Nov 2005
- Conference Presentation
New Perspectives on the Business Value of IT
By: David James Brunner, Bradley R. Staats and Marco Iansiti
We sought to unravel the link between IT investment and firm performance by examining deployed IT functionality (ITF). First, ITF appears to be an important link in the IT spend to business value chain. Second, ITF does not seem to be a commodity and has... View Details
- Article
Discussion of "Ivory Tower and Industrial Innovation: University-Industry Technology Transfer Before and After the Bayh-Dole Act in the United States" by David C. Mowery, Richard R. Nelson, Bhaven N. Sampat, and Arvids A. Ziedonis
By: Josh Lerner
- June 2005 (Revised September 2008)
- Class Lecture
Strategy: Building and Sustaining Competitive Advantage
By: Bharat N. Anand, Stephen P. Bradley, Pankaj Ghemawat, Tarun Khanna, Cynthia A. Montgomery, Michael E. Porter, Jan W. Rivkin, Michael G. Rukstad, John R. Wells and David B. Yoffie
It's great to have a blockbuster quarter or a revolutionary product or service, but true business excellence demands sustainability. Maintaining your competitive advantage requires a strategy that makes your business unique and carries you forward as the world around... View Details
Keywords: Competitive Advantage
- April 2005 (Revised February 2006)
- Case
Monster Networking
By: Thomas R. Eisenmann and David Andrew Vivero
The management at Monster.com, the leading U.S. provider of online recruitment services, must decide how to proceed with Monster Networking (MN), a new business launched in late 2003. MN helps users identify other individuals who can offer career advice. Monster.com... View Details
- April 2005 (Revised June 2006)
- Case
NTT DoCoMo, Inc.: Mobile FeliCa
By: Stephen P. Bradley, Thomas R. Eisenmann, Masako Egawa and Akiko Kanno
Managers of DoCoMo, Japan's largest mobile phone company, are formulating a strategy for mobile FeliCa: contactless integrated circuits that will be built into DoCoMo phones, allowing them to be used for quick and convenient retail or commuter fare payments, building... View Details
- March 2005 (Revised June 2006)
- Case
Sun Microsystems, Inc.: Web Services Strategy
By: Thomas R. Eisenmann and Fernando Suarez
Microsoft and IBM have excluded Sun Microsystems from the board of the Web Services Interoperability Organization (WS-I), an industry consortium that will shape the evolution of Web services standards. Sun managers must decide whether to join WS-I as a contributing... View Details
- February 2005
- Case
Bayside Motion Group (A)
By: H. Kent Bowen and Bradley R. Staats
After purchasing a business and successfully growing it for 18 years, the sole owner is presented with an attractive acquisition offer from a Fortune 500 company. The company's future is bright, but is now the right time to sell? Can he create more value by waiting?... View Details
- 2005
- Working Paper
Additive Rules for the Quasi-linear Bargaining Problem
By: Christopher P. Chambers and Jerry R. Green
We study the class of additive rules for the quasi-linear bargaining problem introduced by Green. We provide a characterization of the class of all rules that are e¢ cient, translation invariant, additive, and continuous. We present several subfamilies of rules: the... View Details
Keywords: Econometric Models
- October 2004
- Case
Sales Force Training at Arrow Electronics (A)
By: Jason R. Barro, Brian J. Hall and Aaron Zimmerman
In the mid-1980s, Arrow, the world's largest electronics distributor, implemented a college recruiting program to hire salespeople. The program was part of an effort to increase the professionalism and skill set of the sales force in an industry where few salespeople... View Details
- June 2004 (Revised September 2005)
- Case
Cox Communications, Inc.
By: Thomas R. Eisenmann and Jonathan Gibbons
Cox Communications, the third largest U.S. cable television system operator, is confronting strategy decisions in mid-2004. Cox managers must decide whether to speed its deployment of Voice over Internet Protocol (VoIP), which offers capital and operating costs savings... View Details
- March 2004 (Revised September 2005)
- Case
RealNetworks Rhapsody
By: Thomas R. Eisenmann and Steven Carpenter
Examines RealNetwork's (Real's) strategy for the rapidly emerging online music market. In contrast to rivals who sell individual copies of songs, Real offers online music on a subscription basis. For a $10 monthly fee, subscribers to Real's Rhapsody service have... View Details
- January 2004 (Revised May 2008)
- Case
Johnson & Johnson's Corporate Credo
By: Thomas R. Piper
No corporate credo is better known than that of Johnson & Johnson. Describes the history of the credo, including the credo challenge initiated by the CEO, James Burke, in 1975 and the role the credo played during the Tylenol poisoning crisis. View Details
- October 2003 (Revised March 2004)
- Case
Symbian: Setting the Mobility Standard
By: Fernando F. Suarez and Thomas R. Eisenmann
Symbian, a joint venture owned by companies who collectively sold a dominant share of the world's cell phones, faced competition from Microsoft in developing the operating system for "smartphones," which integrated mobile communications and computing functions. In... View Details
- September 2003 (Revised September 2004)
- Case
Hearthside Homes
By: Jason R. Barro, Brian J. Hall and Aaron Zimmerman
Investigates the "controllability problem" inherent in bonus systems. Ideally, an incentive system accurately measures performance in areas that the individual can control. But most measures are either too broad, including factors outside the influence of the employee,... View Details
- September 2002 (Revised October 2002)
- Case
Corporate Inversions: Stanley Works and the Lure of Tax Havens
By: Mihir A. Desai, James R. Hines, Jr and Mark Veblen
In response to Stanley Work's announcement that it is moving to Bermuda--and the associated jump in market value--a major competitor sets out to determine how the market is valuing the consequences of moving to a tax haven and whether his company should invert to a tax... View Details
- March 2002 (Revised May 2003)
- Case
NeoPets, Inc.
By: Thomas R. Eisenmann and Elizabeth Kind
NeoPets, a rapidly growing Internet start-up, faces decisions about its international expansion strategy--whether to enter a joint venture with a conglomerate in Singapore to exploit Asian markets as well as which other regions to target. NeoPets allows its... View Details
- March 2002 (Revised November 2003)
- Case
Satellite Radio
By: Thomas R. Eisenmann and Alastair Brown
In early 2002, XM and Sirius were fighting for control of the emerging U.S. market for satellite radio. Each company targeted consumers in automobiles, providing 100 channels of CD-quality audio for a monthly subscription fee of $10-$13. Wall Street analysts predicted... View Details
- February 2002 (Revised December 2003)
- Exercise
Incentives Game, The
By: Jason R. Barro, Brian J. Hall and Jonathan Lim
This exercise provides an opportunity to gain insight about designing, negotiating, and responding to incentives. The setting is investment management. A class is divided into a certain number of investment firms. Each company has one CEO and begins with four portfolio... View Details
- January 2001
- Background Note
Online Brokers
By: Thomas R. Eisenmann and Alastair Brown
Describes online brokers, companies that use the Internet to help clients identify prospective trading partners and sometimes help their clients complete transactions. First, summarizes the various ways that online brokers create value for their clients. Then analyzes... View Details