Publications
Publications
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- All HBS Web
(2,108)
- Faculty Publications (488)
- November 2010
- Article
Stress-Test Your Strategy: The 7 Questions to Ask
By: Robert Simons
An economic downturn can quickly expose the shortcomings of your business strategy. But can you identify its weak points in good times as well? And can you focus on those weak points that really matter? I identify seven questions all executives should ask in order to... View Details
- October 2010 (Revised June 2014)
- Case
Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard
By: Robert S. Kaplan and Ricardo Reisen de Pinho
A new management team at VW do Brazil develops and deploys a strategy map and Balanced Scorecard to accomplish a turnaround and cultural change after eight consecutive years of financial losses and market share declines. The team uses the strategy map to align... View Details
- 21 Oct 2010
- Conference Presentation
How the ISO 9001 Standard for Quality Management Systems Improves Employee Morale and Increases Profitability and Competitiveness
- October 2010 (Revised July 2012)
- Supplement
Toni Sacconaghi at Sanford C. Bernstein
By: Linda A. Hill and Dana Teppert
Toni Sacconaghi, a senior sell-side equity research analyst at Sanford C. Bernstein covering U.S. IT hardware companies, thinks about the challenges and opportunities presented by the firm's new office in Hong Kong. Sacconaghi was previously the only analyst covering... View Details
- July – August 2010
- Column
Powerlessness Corrupts
Powerlessness damages organizations--especially in the middle ranks, says HBR columnist Rosabeth Moss Kanter. Hemmed in by rules and treated as unimportant, people get even with management by overcontrolling their own turf. Kanter urges leaders to give employees... View Details
- June 2010
- Article
Are You a High Potential?
By: Douglas A. Ready, Jay A. Conger and Linda A. Hill
Some employees are more talented than others, and nearly every company has its method for identifying their high-potential managers. So how can you get on your company's high-potential list? Douglas A. Ready, of the talent-management research center ICEDR; Jay A.... View Details
- March 2010 (Revised June 2010)
- Case
Malden Mills (A) (Abridged)
By: Nitin Nohria and Thomas R. Piper
CEO Aaron Feuerstein of Malden Mills decided to pay idled workers after a massive fire at his mill in 1995. Focuses on the decisions made post-fire and the rebuilding process and eventual bankruptcy of the company. Also outlines creditors' struggle to decide whether to... View Details
- March 2010
- Article
Interpersonal Authority in a Theory of the Firm
This paper develops a theory of the firm in which a firm's centralized asset ownership and low-powered incentives give the manager, as an equilibrium outcome, interpersonal authority over employees (in a world with open disagreement). The paper thus provides... View Details
- February 2010
- Article
Managing Know-How
By: Deishin Lee and Eric J. Van den Steen
We study how firms can use a knowledge management system to optimally leverage employee-generated know-how. In particular, we consider the following practical strategic questions for the manager of a knowledge-intensive firm: should her firm develop a formal knowledge... View Details
- January 2010 (Revised July 2011)
- Case
Hindustan Unilever Limited
By: Thomas J. DeLong and Mona Srivastava
This case illustrates Hindustan Unilever Limited's conflict resolution and people development policies using a “leading from the middle” example. The story centers on the challenges faced by an HR manager at a factory who must meet organizational objectives while... View Details
- Article
How to Bounce Back from Adversity
By: Joshua D. Margolis and Paul G. Stoltz
The article focuses on how companies can be managed to overcome adversity with resilience. The characteristics of resilient managers who provide leadership for their teams and can build resilience in their employees are discussed. The manager's ability to shift... View Details
- Article
Managing Alliances with the Balanced Scorecard
By: Robert S. Kaplan, David P. Norton and Bjarne Rugelsjoen
The article addresses failures in strategic alliances and illustrates, via a detailed description of the successful strategic alliance between Solvay Pharmaceuticals Inc. and Quintiles company how the creation of a strategy map and Balanced Scorecard helps align the... View Details
- 2010
- Article
Multi-Rater Assessment of Creative Contributions to Team Projects in Organizations
By: Giovanni B. Moneta, Teresa M. Amabile, Elizabeth Schatzel and Steve J. Kramer
This study examined the convergent and construct validity of ratings of individual creative contributions in a team context. A sample of 201 employees and supervisors, working on 26 team projects, completed the NEO-Five Factor Inventory and rated themselves and their... View Details
- 2010
- Chapter
The Impact of Employer Matching on Savings Plan Participation under Automatic Enrollment
By: John Beshears, James J. Choi, David Laibson and Brigitte C. Madrian
Existing research has documented the large impact that automatic enrollment has on savings plan participation. All the companies examined in these studies, however, have combined automatic enrollment with an employer match. This raises a question about how effective... View Details
- November 2009
- Article
What Would Peter Say?
Heeding the wisdom of Peter Drucker might have helped us avoid - and will help us solve - numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry's failure to adapt and... View Details
- October 2009 (Revised October 2010)
- Supplement
Sara Campbell Ltd. (C)
By: Romana L. Autrey, V.G. Narayanan and Julia Rozovsky
Supplements the Sara Campbell Ltd. (A) and (B) cases by revealing the aftermath of issues presented in the (B) case. The students are given context to discuss how this situation could have been prevented. View Details
- May 2009 (Revised August 2010)
- Case
The Jenner Situation
By: Richard G. Hamermesh, Andy Whittemore and Eliot Sherman
Dr. Bill Lemont is the new chief medical officer of a large academic medical center. During his first week on the job he has become aware of the abusive behavior and temper outbursts of a prominent orthopedic surgeon. How Dr. Lemont handles the situation will be... View Details
- May 2009
- Article
Authority versus Persuasion
This paper studies a manager's trade-off between using persuasion and using interpersonal authority to get an employee to 'do the right thing' from the manager's perspective (when the manager and employee disagree on the right course of action). It... View Details
- March 2009 (Revised July 2010)
- Case
IBM: The Corporate Service Corps
By: Christopher Marquis and Rosabeth M. Kanter
Describes the conception, development, and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees... View Details
- March 2009
- Case
Barbara Norris: Leading Change in the General Surgery Unit
By: Boris Groysberg, Nitin Nohria and Deborah Bell
Barbara Norris struggles to address the many problems facing her as a recently promoted nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). She has inherited a unit with the lowest employee satisfaction scores and highest... View Details