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      • Faculty Publications  (1,005)

      Organization CultureRemove Organization Culture →

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      • January–February 2019
      • Article

      The Hard Truth About Innovative Cultures

      By: Gary P. Pisano
      Innovative cultures are generally depicted as pretty fun. They’re characterized by a tolerance for failure and a willingness to experiment. They’re seen as being psychologically safe, highly collaborative, and nonhierarchical. And research suggests that these behaviors... View Details
      Keywords: Organizational Culture; Innovation and Invention; Performance Expectations; Leadership
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      Pisano, Gary P. "The Hard Truth About Innovative Cultures." Harvard Business Review 97, no. 1 (January–February 2019): 62–71.
      • December 2018
      • Case

      The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (A)

      By: Tsedal Neeley
      Vittorio Colao, CEO of telecommunication giant Vodafone, must respond to reports of disturbing accounting practices at two of Vodafone’s operating companies. In one case, €60 million have been misreported due to a series of failures to check manual accounting... View Details
      Keywords: GLOBAL-LOCAL; Organization Culture; Global Identity; Local Identity; Accounting Discrepency; Globalization; Leadership; Trust; Organizational Culture; Organizational Design; Organizations; Identity; Local Range; Global Range; Values and Beliefs; Accounting Audits
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      Neeley, Tsedal. "The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (A)." Harvard Business School Case 419-031, December 2018.
      • December 2018
      • Supplement

      The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (B)

      By: Tsedal Neeley
      Vittorio Colao, CEO of telecommunication giant Vodafone, must respond to reports of disturbing accounting practices at two of Vodafone’s operating companies. In one case, €60 million have been misreported due to a series of failures to check manual accounting... View Details
      Keywords: GLOBAL-LOCAL; Global Identity; Local Identity; Accounting Discrepency; Globalization; Leadership; Trust; Organizational Culture; Organizational Design; Organizations; Identity; Local Range; Global Range; Values and Beliefs; Accounting Audits
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      Neeley, Tsedal. "The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with 'International Values and Local Roots' (B)." Harvard Business School Supplement 419-032, December 2018.
      • 2018
      • Article

      Cracking the Organizational Challenge of Pursuing Joint Social and Financial Goals: Social Enterprise as a Laboratory to Understand Hybrid Organizing

      By: Julie Battilana
      While in recent decades the social and business sectors have evolved on fairly separate tracks, today companies are increasingly expected to generate social value in addition to profit. As a result, they also increasingly face the distinct challenge of pursuing social... View Details
      Keywords: Hybrid Organizations; Hybrid Organizing; Multiple Goals; Social Enterprise; Goals and Objectives; Organizational Design; Organizational Culture
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      Battilana, Julie. "Cracking the Organizational Challenge of Pursuing Joint Social and Financial Goals: Social Enterprise as a Laboratory to Understand Hybrid Organizing." M@n@gement 21, no. 4 (2018): 1278–1305.
      • November 2018 (Revised August 2020)
      • Case

      The Reinvention of Kodak

      By: Ryan Raffaelli and Christine Snively
      The Eastman Kodak Company (Kodak) was a name familiar to most Americans. The company had dominated the film and photography industry through most of the 20th Century and was known for making affordable cameras (and the “Kodak Moment”) and supplying the movie industry... View Details
      Keywords: CEO; Leadership; Asset Management; Transformation; Organizational Change and Adaptation; Competitive Strategy
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      Raffaelli, Ryan, and Christine Snively. "The Reinvention of Kodak." Harvard Business School Case 419-012, November 2018. (Revised August 2020.)
      • November 2018
      • Case

      Governance Transition at Anadolu Group

      By: Paul M. Healy and Esel Y. Cekin
      Kamil Yazici and Izzet Ozilhan founded and built Anadolu Group Holding—a family business that grew into a multi-billion-dollar regional powerhouse. For 57 years they were equal partners in running the company. They then handed over a leadership role to a next... View Details
      Keywords: Family-managed Business; Professionally-run Company; Second-generation; Third-generation; Governance; Governance Changes; Succession Planning; Corporate Culture; Shareholders; Board Of Directors; Long-term Sustainability; Conglomerate; Family Business; Corporate Governance; Change Management; Management Succession; Leadership; Transition; Organizational Structure; Consumer Products Industry; Turkey; Central Asia; Middle East
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      Healy, Paul M., and Esel Y. Cekin. "Governance Transition at Anadolu Group." Harvard Business School Case 119-048, November 2018.
      • 2018
      • Book

      The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

      By: Amy C. Edmondson
      The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation,... View Details
      Keywords: Psychological Safety; Knowledge Economy; Teaming; Management; Organizational Culture; Innovation and Management; Learning
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      Edmondson, Amy C. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Hoboken, NJ: John Wiley & Sons, 2018.
      • October 2018
      • Case

      Recipe for Success: Growth and Evolution at Cafe Cupcake

      By: Anthony Mayo and Heather Beckham
      Café Cupcake (CC) is a fast-casual restaurant chain that offers artisan cupcakes and light fare throughout the southeastern United States and Texas. This case chronicles the growth and evolution of Café Cupcake. It also considers the specific human resource challenges... View Details
      Keywords: Growth and Development Strategy; Human Resources; Management; Organizational Change and Adaptation; Organizational Culture; Food and Beverage Industry
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      Mayo, Anthony, and Heather Beckham. "Recipe for Success: Growth and Evolution at Cafe Cupcake." Harvard Business School Brief Case 919-509, October 2018.
      • Article

      Getting Clear on Corporate Culture: Conceptualisation, Measurement and Operationalisation

      By: Nien-he Hsieh, Benjamin Lange, David Rodin and Mira L. A. Wolf-Bauwens
      This article provides a review of existing literature on corporate culture, drawing on work from the disciplines of business ethics, management studies, psychology, anthropology, and economics, as well as interviews with business leaders. It surveys different... View Details
      Keywords: Corporate Culture; Culture Change; Business Ethics; Corporate Purpose; Corporate Culture Significance; Culture Measurements; Organizational Culture; Organizational Change and Adaptation; Ethics; Mission and Purpose; Measurement and Metrics
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      Hsieh, Nien-he, Benjamin Lange, David Rodin, and Mira L. A. Wolf-Bauwens. "Getting Clear on Corporate Culture: Conceptualisation, Measurement and Operationalisation." Journal of the British Academy 6, no. s1 (2018): 155–184. (DOI: https://doi.org/10.5871/jba/006s1.155.)
      • September 2018 (Revised November 2018)
      • Case

      Careem: Base Camp or Mountain Peak? Designing an OS for Scaling

      By: Shikhar Ghosh, Gamze Yucaoglu and Alpana Thapar
      This case focuses on designing a fast growing organization. It is part of a two-case set that is taught together to cover the scaling journey.
      Careem, a Dubai-based ride-hailing service aimed to ‘simplify and improve the lives of people, and build an awesome... View Details
      Keywords: Scale; Values; Rights; Operating Systems; Business Startup; Transportation; Organizational Design; Entrepreneurship; Information Technology; Organizational Culture; Values and Beliefs; Decision Making; Managerial Roles; Dubai; United Arab Emirates; Middle East
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      Ghosh, Shikhar, Gamze Yucaoglu, and Alpana Thapar. "Careem: Base Camp or Mountain Peak? Designing an OS for Scaling." Harvard Business School Case 819-049, September 2018. (Revised November 2018.)
      • September 2018 (Revised November 2018)
      • Case

      From Beirut With Love (A)

      By: Christina R. Wing, Esel Y. Cekin and Samer Al-Rachedy
      This case describes how Robert Fadel, CEO and chairman of ABC, one of Lebanon’s leading retail and real estate groups, professionalized the family business. Robert was the second son of the company’s founder, Maurice Fadel, who had run it single-handedly. Concerned... View Details
      Keywords: Family Conflicts; Sibling Rivalry; Second-generation; Foundation; Trust; Work-life Balance; Succession Planning; Corporate Culture; Shareholders; Board Of Directors; Retail; Department Store; Shopping Mall; Real Estate; Growth; Non-executive Chairman; Sustainability; Family Business; Conflict Management; Management Succession; Governance; Leadership; Transformation; Leading Change; Organizational Structure; Management; Growth and Development; Retail Industry; Real Estate Industry; Lebanon; Middle East
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      Wing, Christina R., Esel Y. Cekin, and Samer Al-Rachedy. "From Beirut With Love (A)." Harvard Business School Case 619-024, September 2018. (Revised November 2018.)
      • August 2018 (Revised October 2019)
      • Case

      C3.ai—Driven to Succeed

      By: Robert Simons and George Gonzalez
      CEO Tom Siebel navigates his artificial intelligence (ai) startup through a series of pivots, market expansions, and even an elephant attack to become a leading platform ad service provider. The case describes his unusual management approach emphasizing employee... View Details
      Keywords: Strategy Execution; Performance Measurement; Critical Performance Variables; Strategic Boundaries; Internet Of Things; Artificial Intelligence; Software Development; Big Data; Machine Learning; Business Startups; Management Style; Business Strategy; Performance; Measurement and Metrics; Organizational Culture; AI and Machine Learning; Digital Transformation; Applications and Software; Digital Marketing; Analytics and Data Science; Technology Industry; United States; California
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      Simons, Robert, and George Gonzalez. "C3.ai—Driven to Succeed." Harvard Business School Case 119-004, August 2018. (Revised October 2019.)
      • July 2018
      • Case

      Leading Open Innovation at BT

      By: Amy C. Edmondson, Jean-François Harvey and Johnathan R. Cromwell
      This case focuses on the genesis and development of the open innovation unit at BT, the strategic value of the unit, and its operating model. As the business environment becomes increasingly dynamic and firms are pressured to achieve faster innovation rates, there may... View Details
      Keywords: Collaboration; Open Innovation; Inter-organizational Relationships; Organizational Culture; Collaborative Innovation and Invention; Innovation and Management; Information Technology Industry; Technology Industry; United Kingdom; United States
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      Edmondson, Amy C., Jean-François Harvey, and Johnathan R. Cromwell. "Leading Open Innovation at BT." Harvard Business School Case 619-013, July 2018.
      • July 2018
      • Teaching Note

      Verizon 2018

      By: Rosabeth Moss Kanter and Jonathan Cohen
      Teaching Note for HBS No. 318-114. In 2018, CEO Lowell McAdam led efforts to transform Verizon through digital innovation, media acquisitions and integration, and changes to the company culture. He sought to manage change at the company as growth in traditional areas... View Details
      Keywords: Change; Change Leadership; Change Management; Innovation; Digital; Management; Leading Change; Innovation and Management; Acquisition; Integration; Organizational Culture; Telecommunications Industry; Media and Broadcasting Industry; United States
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      Kanter, Rosabeth Moss, and Jonathan Cohen. "Verizon 2018." Harvard Business School Teaching Note 319-031, July 2018.
      • July–August 2018
      • Article

      How CEOs Manage Time

      By: Michael E. Porter and Nitin Nohria
      In 2006 Harvard Business School’s Michael E. Porter and Nitin Nohria launched a study tracking how large companies’ CEOs spent their time, 24/7, for 13 weeks: where they were, with whom, what they did, and what they were focusing on. To date, Porter and Nohria have... View Details
      Keywords: CEOs; Executives; Time Management; Attitudes; Managerial Roles; Leadership; Performance Effectiveness; Strategy; Decision Making; Organizational Culture
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      Porter, Michael E., and Nitin Nohria. "How CEOs Manage Time." Harvard Business Review 96, no. 4 (July–August 2018): 42–51.
      • June 2018
      • Case

      Candor at Clever

      By: Ethan Bernstein and Om Lala
      Clever, a high-growth EdTech company based in San Francisco, had grown quickly in market share and headcount. As with many high-growth companies, however, early employees (many of whom had never managed people before) had been given the opportunity to manage teams, and... View Details
      Keywords: Performance Feedback; Talent Development And Retention; Talent Management; Feedback; Difficult Conversations; Radical Candor; Scaling Start-ups; Scaling And Growth; Developing Effective Managers; Effective Managers; First-time Managers; Kim Scott; Clever; Bay Area; Silicon Valley; Interpersonal Communication; Talent and Talent Management; Human Resources; Leadership Development; Management Practices and Processes; Management Skills; Management Style; Organizations; Organizational Culture; Performance Evaluation; Conflict and Resolution; Technology Industry; Education Industry; San Francisco; United States
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      Bernstein, Ethan, and Om Lala. "Candor at Clever." Harvard Business School Case 418-087, June 2018.
      • June 2018
      • Teaching Note

      Zurich Insurance

      By: Boris Groysberg, David Lane and Joni Coughlin
      This teaching note addresses six cases in the Zurich Insurance series, the overview case (HBS No. 417-035) and five cases focused on particular change efforts (HBS Nos. 417-036 through 417-040).
      Zurich Insurance was undergoing organizational change after... View Details
      Keywords: Managing Change; Organizational Behavior; Diversity Management; Organizational Architecture; Recruiting; Succession Planning; Management; Organizational Culture; Organizational Change and Adaptation; Leading Change; Human Capital; Human Resources; Insurance; Leadership; Diversity; Organizational Structure; Recruitment; Leadership Development; Management Succession; Insurance Industry
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      Groysberg, Boris, David Lane, and Joni Coughlin. "Zurich Insurance." Harvard Business School Teaching Note 418-071, June 2018.
      • 2018
      • Chapter

      The Strategic Imperative of Psychological Safety and Organizational Error Management

      By: Amy C. Edmondson and Paul Verdin
      Despite discussion in the management literature about agile organizations or learning organizations, many large organizations are top-down, slow to change, and fraught with obstacles to learning. We describe “strategy-as-learning” to contrast with the traditional... View Details
      Keywords: Strategy; Learning; Safety; Organizational Culture; Performance Consistency
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      Edmondson, Amy C., and Paul Verdin. "The Strategic Imperative of Psychological Safety and Organizational Error Management." In How Could this Happen? Managing Errors in Organizations, edited by Jan U. Hagen. Palgrave Macmillan, 2018.
      • May 2018
      • Supplement

      Transformation at ING (C): Culture

      By: William R. Kerr and Alexis Brownell
      In 2016, ING Group began an overhaul of its company culture, culminating in a code of conduct dubbed "The Orange Code." View Details
      Keywords: ING; Company Culture; Cultural Change; Change; Organizational Culture; Change Management; Banking Industry; Financial Services Industry; Netherlands
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      Kerr, William R., and Alexis Brownell. "Transformation at ING (C): Culture." Harvard Business School Supplement 818-121, May 2018.
      • May–June 2018
      • Article

      What Most People Get Wrong about Men and Women: Research Shows the Sexes Aren't So Different

      By: Catherine H. Tinsley and Robin J. Ely
      Why have women failed to achieve parity with men in the workplace? Contrary to popular belief, it’s not because women prioritize their families over their careers, negotiate poorly, lack confidence, or are too risk averse. Meta-analyses of published studies show that... View Details
      Keywords: Working Conditions; Gender; Equality and Inequality; Organizational Culture; Change Management
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      Tinsley, Catherine H., and Robin J. Ely. "What Most People Get Wrong about Men and Women: Research Shows the Sexes Aren't So Different." Harvard Business Review 96, no. 3 (May–June 2018): 114–121.
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