• 23 Jan 2024
• Research & Ideas

How to Keep Employees Productive: Support Caregivers

understand why they’re not showing up?” says Fuller, who co-chairs the Project on the Workforce at Harvard. The good news: As more leaders move into the sandwich generation and care for aging parents while raising children, the more chance that the View Details

Keywords: by Kara Baskin

• March 2009 (Revised June 2010)
• Case

TOTO: The Bottom Line

TOTO, the leading manufacturer of toilets in Japan, is struggling to penetrate the U.S. market with its premier bidet-toilets, which are present in 63% of homes in Japan. The case examines the behavioral, cultural, and institutional barriers that TOTO faces in gaining... View Details

Keywords: Cross-Cultural and Cross-Border Issues; Disruptive Innovation; Product Positioning; Market Entry and Exit; Organizational Culture; Consumer Products Industry; Japan; United States

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Tripsas, Mary, Masako Egawa, and Jun Fukuyoshi. "TOTO: The Bottom Line." Harvard Business School Case 809-064, March 2009. (Revised June 2010.)

• 28 Aug 2023
• Research & Ideas

How Workplace Wellness Programs Can Give Employees the Energy Boost They Need

offerings now, with the goal of attracting and retaining talent and keeping workers happy and healthy, which will boost productivity and improve the bottom line. Mental health issues impact work COVID-19 highlighted the fact that workers... View Details

Keywords: by Hise Gibson

• 16 May 2012
• Research & Ideas

Can Decades of Military Overspending be Fixed?

little progress has been made in reducing cost overruns even though more than 20 reform proposals were launched during this time. "Despite the focus and effort dedicated towards reform in the past fifty years, important systemic View Details

Keywords: by J. Ronald Fox; Service

• 11 Jun 2024
• In Practice

The Harvard Business School Faculty Summer Reader 2024

As the vacation season looms, Harvard Business School faculty members share recommendations for a little light reading. Spoiler alert: Lessons in Chemistry tops two of their beach-read lists. For those whose brains can’t—or won’t—turn off, HBS faculty also suggest some... View Details

Keywords: by Avery Forman

• 03 Sep 2013
• First Look

First Look: September 3

their authentic selves, and the organization respected and leveraged their talents and provided a sense of connectedness. Eight best organizational practices for instilling such a culture emerged from their interviews: 1. Measure... View Details

Keywords: Sean Silverthorne

• October 2009 (Revised April 2021)
• Case

Ingrid Johnson and Nedbank Business Banking

By: Michael Tushman and David Kiron

This case discusses the issue of leading change at the business banking division of Nedbank, a prominent South African bank, between 2005 and 2009. (This timeframe, beginning just 11 years after Apartheid's end, covers Ingrid Johnson's leadership of this division... View Details

Keywords: Leadership And Change Management; Leadership; Leading Change; Banks and Banking; Organizational Culture; Organizational Structure; Change Management; Leadership Style; Banking Industry; South Africa

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Tushman, Michael, and David Kiron. "Ingrid Johnson and Nedbank Business Banking." Harvard Business School Case 410-003, October 2009. (Revised April 2021.)

• February 2025
• Supplement

Moleskine: Daniela Riccardi Turns the Page

By: Ryan Raffaelli

Newly appointed CEO Daniela Riccardi needed to develop and present an action plan to the board of the company that owned Moleskine. Riccardi was hired because Moleskine had recently overextended its reach and needed more focus and discipline. Having previously served... View Details

Keywords: Brands and Branding; Organizational Change and Adaptation; Distribution Channels; Planning; Leading Change; Organizational Culture; Product Marketing; Retail Industry; Italy

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Raffaelli, Ryan. "Moleskine: Daniela Riccardi Turns the Page." Harvard Business School Multimedia/Video Supplement 425-715, February 2025.

• January 2010 (Revised August 2010)
• Background Note

Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading

By: Rosabeth M. Kanter and Rakesh Khurana

Large-scale societal issues increasingly appear on the agenda of business leaders, including poverty, health, education, business-government relations, and the degradation of the environment. These problems are not entirely new, but the forces of globalization and the... View Details

Keywords: Change Management; Framework; Global Range; Leadership; Business and Stakeholder Relations; Social Enterprise; Social Issues; Complexity

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Kanter, Rosabeth M., and Rakesh Khurana. "Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading." Harvard Business School Background Note 410-076, January 2010. (Revised August 2010.)

• November 1993
• Case

FCB and Publicis (C): The German-Led Network

By: Rosabeth M. Kanter and Pamela A. Yatsko

After U.S.-based Foote, Cone & Belding (FCB) and Publicis of France established an international advertising alliance in May 1988, alliance leaders set out to merge offices in Europe. They were confronted with a particularly tricky situation in Germany, which, if... View Details

Keywords: Joint Ventures; Alliances; Globalized Firms and Management; Partners and Partnerships; Advertising; Cross-Cultural and Cross-Border Issues; Diversity; Communications Industry; Advertising Industry; France; Germany; United States; Europe

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Kanter, Rosabeth M., and Pamela A. Yatsko. "FCB and Publicis (C): The German-Led Network." Harvard Business School Case 394-079, November 1993.

• January 2011
• Case

Founder-CEO Succession at Acer

By: Noam T. Wasserman, Michael Shih-ta Chen and Keith Chi-ho Wong

Stan Shih, founder-CEO of Acer, Inc., had proactively chosen and transitioned the "perfect" successor as CEO, but was now faced with major problems. Over the last two years, his heir apparent, Leonard Liu, had made the changes he had been hired to make, including... View Details

Keywords: Business Startups; Entrepreneurship; Cross-Cultural and Cross-Border Issues; Management Style; Management Succession; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Conflict Management

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Wasserman, Noam T., Michael Shih-ta Chen, and Keith Chi-ho Wong. "Founder-CEO Succession at Acer." Harvard Business School Case 811-062, January 2011.

• November 1992
• Case

PPG: Developing a Self-Directed Work Force (A)

By: David A. Garvin and Norman Klein

PPG has built a state-of-the-art glass plant in Berea, Kentucky. The plant is pursuing the goal of a "self-directed workforce." The case describes the progress to date and the unresolved issues faced by management. These include questions about shift rotation,... View Details

Keywords: Employees; Employee Relationship Management; Organizational Culture; Managerial Roles; Management Style

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Garvin, David A., and Norman Klein. "PPG: Developing a Self-Directed Work Force (A)." Harvard Business School Case 693-020, November 1992.

• 2019
• Article

The Social Desirability of Offshoring: A Swiss Consensus (1945–1975)

By: Sabine Pitteloud

This article focuses on the evolution of the rhetoric and practice of corporate offshoring in Switzerland from the post-war economic boom to the industrial crisis in the mid-seventies. The virtue of a historical perspective on the issue of offshoring is to show how... View Details

Keywords: Multinationals; Offshoring And Outsourcing; Relocation; Labor Relations; Multinational Firms and Management; Labor and Management Relations; Job Cuts and Outsourcing; Switzerland

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Pitteloud, Sabine. "The Social Desirability of Offshoring: A Swiss Consensus (1945–1975)." Zeitschrift für Unternehmensgeschichte 64, no. 2 (2019).

• Article

Stereotype Content Model across Cultures: Universal Similarities and Some Differences

By: A.J.C. Cuddy, S.T. Fiske, V.S.Y. Kwan, P. Glick, S. Demoulin, J. Ph. Leyens and M.H. Bond

The stereotype content model (SCM; Fiske, Cuddy, Glick, & Xu, 2002) proposes potentially universal principles of societal stereotypes and their relation to social structure. Here, the SCM reveals theoretically grounded, cross-cultural, cross-groups' similarities and... View Details

Keywords: Cross-Cultural and Cross-Border Issues; Management Analysis, Tools, and Techniques; Relationships; Groups and Teams; Prejudice and Bias; Culture; Societal Protocols; East Asia; Europe

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Cuddy, A.J.C., S.T. Fiske, V.S.Y. Kwan, P. Glick, S. Demoulin, J. Ph. Leyens, and M.H. Bond. "Stereotype Content Model across Cultures: Universal Similarities and Some Differences." British Journal of Social Psychology 48, no. 1 (March 2009).

• November 1986 (Revised October 1995)
• Case

Suzanne de Passe at Motown Productions (A)

By: Linda A. Hill

Illustrates: 1) the impact of a manager's leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their... View Details

Keywords: Management Style; Race; Organizational Culture; Leadership Style; Gender; Management Teams; Change Management; Situation or Environment; Creativity; Relationships; Music Industry; Entertainment and Recreation Industry

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Hill, Linda A. "Suzanne de Passe at Motown Productions (A)." Harvard Business School Case 487-042, November 1986. (Revised October 1995.)

• 2012
• Article

Organizational Identity as an Anchor for Adaptation: An Emerging Market Perspective

By: Andres Hatum, Luciana Silvestri, Roberto Vassolo and Andrew Pettigrew

There is little doubt that organizational identity—that which is central, distinctive, and enduring about an organization—mediates in adaptive processes. Exactly how this mediation takes place, and whether it is favorable or unfavorable to adaptation, must still be... View Details

Keywords: Organizational Identity; Emerging Economies; Organizational Change and Adaptation; Organizational Culture

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Hatum, Andres, Luciana Silvestri, Roberto Vassolo, and Andrew Pettigrew. "Organizational Identity as an Anchor for Adaptation: An Emerging Market Perspective." International Journal of Emerging Markets 7, no. 3 (2012): 305–334.