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Show Results For
- All HBS Web
(1,767)
- People (2)
- News (97)
- Research (1,513)
- Events (5)
- Multimedia (3)
- Faculty Publications (1,023)
Rong Family: A Chinese Business History
Provides the complex historical background to understanding the development of family businesses in China from the late 19th century to the present. Using the example of the Rong family, China's most prominent industrialist family in pre-1949 China, analyzes the... View Details
- November 1994 (Revised May 2002)
- Case
K-III: A Leveraged Build-Up
By: George P. Baker III, Nicola Bamford and Nicolas Greenspan
Explores the strategy, financing, and governance of a new type of organizational form, dubbed the Leveraged Build-Up by its inventor, Kohlberg, Kravis, Roberts & Co. The company makes leveraged acquisitions of small publishing companies, managing them in a very... View Details
Keywords: Debt Securities; Financial Management; Leveraged Buyouts; Cash Flow; Organizational Structure; Mergers and Acquisitions; Corporate Governance; Financial Strategy; Corporate Finance; Publishing Industry
Baker, George P., III, Nicola Bamford, and Nicolas Greenspan. "K-III: A Leveraged Build-Up." Harvard Business School Case 295-067, November 1994. (Revised May 2002.)
- March 1993 (Revised December 2011)
- Case
Crown Cork & Seal in 1989
Describes the structure and recent trends of the metal container industry, Crown's successful strategy for competing in the industry, and John Connelly's leadership over more than 20 years. In 1989, William Avery succeeded Connelly as CEO and is forced to consider new... View Details
Keywords: Leadership; Five Forces Framework; Management Succession; Organizational Change and Adaptation; Organizational Structure; Competitive Strategy
Bradley, Stephen P. "Crown Cork & Seal in 1989." Harvard Business School Case 793-035, March 1993. (Revised December 2011.)
- February 2005
- Article
European Integration and Corporate Restructuring: The Strategy of Unilever c1957-c1990
By: Geoffrey Jones and Peter Miskell
This article examines the role of the large Anglo-Dutch consumer products company in promoting European integration. It shows that Unilever contributed financially to campaigns to support the creation of the European Union, and its subsequent expansion, despite a... View Details
Keywords: Horizontal Integration; Organizations; Policy; Expansion; Market Transactions; Geographic Location; Restructuring; Competition; Brands and Branding; Production; Capital Structure; Value; Consumer Products Industry; European Union; United States
Jones, Geoffrey, and Peter Miskell. "European Integration and Corporate Restructuring: The Strategy of Unilever c1957-c1990." Economic History Review 58, no. 1 (February 2005): 113–139.
- 2009
- Other Paper
Trade Policy and Firm Boundaries
By: Laura Alfaro, Paola Conconi, Andrew F. Newman and Harald Fadinger
We examine how trade policy affects firms' organizational choices. We embed a model of firms' vertical integration decisions into a standard perfectly-competitive international trade framework. In the model, integration decisions are driven by a trade-off... View Details
Keywords: Trade; Policy; Ownership; Business and Government Relations; Vertical Integration; Boundaries
Alfaro, Laura, Paola Conconi, Andrew F. Newman, and Harald Fadinger. "Trade Policy and Firm Boundaries."
- 2015
- Working Paper
Coactive Vicarious Learning: Towards a Relational Theory of Vicarious Learning in Organizations
By: Christopher G. Myers
Vicarious learning—a process of individual belief and behavior change that occurs through being exposed to, and making meaning of, another's experience—has long been recognized as a key driver of individual, team and organizational success. Yet existing perspectives on... View Details
Myers, Christopher G. "Coactive Vicarious Learning: Towards a Relational Theory of Vicarious Learning in Organizations." Harvard Business School Working Paper, No. 16-020, August 2015.
- January 2002 (Revised April 2004)
- Case
Chapter Enrichment Program Teams at the American Red Cross (A)
By: Jeffrey T. Polzer and Anita Williams Woolley
The American Red Cross has a system for structuring, staffing, and leading teams to review its local chapters. Mirroring professional services firms that use teams to serve clients, this system provides detailed guidelines to increase individual team member's... View Details
Polzer, Jeffrey T., and Anita Williams Woolley. "Chapter Enrichment Program Teams at the American Red Cross (A)." Harvard Business School Case 402-042, January 2002. (Revised April 2004.)
- February 1991 (Revised February 1992)
- Case
Appex Corp.
By: Nitin Nohria
1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through... View Details
Keywords: Information Technology; Organizational Change and Adaptation; Organizational Design; Management Analysis, Tools, and Techniques; Organizational Culture; Mobile and Wireless Technology; Performance Productivity; Problems and Challenges; Management Practices and Processes; Business Divisions; Information Management; Information Technology Industry; Telecommunications Industry; United States
Nohria, Nitin. "Appex Corp." Harvard Business School Case 491-082, February 1991. (Revised February 1992.)
- Article
Advancing Research on Hybrid Organizing—Insights from the Study of Social Enterprises
By: Julie Battilana and Matthew Lee
Hybrid organizations that combine multiple organizational forms deviate from socially legitimate templates for organizing and thus experience unique organizing challenges. In this paper, we introduce and develop the concept of hybrid organizing, which we define as the... View Details
Keywords: Hybrid Organizations; Social Enterprise; Organizational Structure; Social Entrepreneurship
Battilana, Julie, and Matthew Lee. "Advancing Research on Hybrid Organizing—Insights from the Study of Social Enterprises." Academy of Management Annals 8 (2014): 397–441.
- July 9, 2013
- Article
Why Fights Erupt in Family Businesses
By: Josh Baron and Rob Lachenauer
Lack of boundaries and formal structure create potential for nasty (and lasting) disagreements. View Details
Baron, Josh, and Rob Lachenauer. "Why Fights Erupt in Family Businesses." Harvard Business Review (website) (July 9, 2013).
- 2016
- Chapter
Envy and Interpersonal Corruption: Social Comparison Processes and Unethical Behavior in Organizations
By: Julia J. Lee and Francesca Gino
Book Abstract: Competition for resources, recognition, and favorable outcomes are all facts of life in professional settings. When one falls short in comparison to colleagues or subordinates, feelings of envy may arise. Fueled by inferiority, hostility, and resentment,... View Details
Lee, Julia J., and Francesca Gino. "Envy and Interpersonal Corruption: Social Comparison Processes and Unethical Behavior in Organizations." In Envy at Work and in Organizations, edited by Richard H. Smith, Ugo Merlone, and Michelle K. Duffy, 347–372. New York: Oxford University Press, 2016.
- 04 Jul 2016
- Research & Ideas
Is Your Org Chart Stuck in a Rut? Try a Scientific Experiment
If you want to be awed by the pace of technological advancement over the past few decades, compare the capabilities of a bulky PC from 1984 with those of a sleek smartphone in 2016. You’ll find stark differences. But if you want to be underwhelmed, try comparing a... View Details
Keywords: by Carmen Nobel
- July 1996
- Case
Buck & Pulleyn's Team Management
In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and... View Details
Keywords: Business or Company Management; Change Management; Organizational Structure; Groups and Teams
Barnes, Louis B. "Buck & Pulleyn's Team Management." Harvard Business School Case 497-007, July 1996.
- Research Summary
Performance Measurement and Accountability in the Social Sector
Professor Ebrahim's research examines the pressures for accountability facing social sector organizations, and their implications for organizational performance. How can nonprofits and social enterprises measure performance in order to achieve better results? This... View Details
- November 2002 (Revised February 2010)
- Case
Intel Corporation: 1968-2003
By: Ramon Casadesus-Masanell, David B. Yoffie and Sasha Mattu
Describes three stages in Intel's history: the initial success and then collapse in DRAMs and EPROMs, its transition to and dominance in microprocessors, and its move to become the main supplier of the building blocks for the Internet economy. Allows a rich discussion... View Details
Keywords: History; Organizational Change and Adaptation; Internet and the Web; Information Technology; Competitive Strategy; Corporate Strategy; Industry Structures; Information Technology Industry; Technology Industry
Casadesus-Masanell, Ramon, David B. Yoffie, and Sasha Mattu. "Intel Corporation: 1968-2003." Harvard Business School Case 703-427, November 2002. (Revised February 2010.)
- January 1971 (Revised August 1984)
- Case
Dansk Designs Ltd.
Dansk Designs Ltd., a supplier of high quality, highly designed tableware products, plans to enter a new product area in housewares. Past growth and anticipated future expansion make organizational changes necessary. Overseas operations, design changes, supplier... View Details
Keywords: Organizational Change and Adaptation; Growth Management; Expansion; Organizational Structure; Consumer Products Industry
Rosenblum, John W. "Dansk Designs Ltd." Harvard Business School Case 371-288, January 1971. (Revised August 1984.)
- 2009
- Working Paper
Taking a 'Deep Dive': What Only a Top Leader Can Do
By: Howard H. Yu and Joseph L. Bower
Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the... View Details
Keywords: Leading Change; Management Practices and Processes; Resource Allocation; Business Processes; Organizational Change and Adaptation; Organizational Culture; Organizational Structure
Yu, Howard H., and Joseph L. Bower. "Taking a 'Deep Dive': What Only a Top Leader Can Do." Harvard Business School Working Paper, No. 09-109, April 2009. (Revised February 2010, May 2010.)
- March 2013 (Revised October 2013)
- Supplement
Jones Lang LaSalle (2012): Integrated Services and the Architecture of Complexity (D)
By: Ranjay Gulati and Luciana Silvestri
This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2008 and 2012. In 2008, in order to strengthen the firm's brokerage team, JLL merged with The Staubach Company, a real estate services provider with a first-rate... View Details
Keywords: Organizational Structure; Strategy; Integration; Real Estate Industry; North America; South America; Central America
Gulati, Ranjay, and Luciana Silvestri. "Jones Lang LaSalle (2012): Integrated Services and the Architecture of Complexity (D)." Harvard Business School Supplement 113-117, March 2013. (Revised October 2013.)
- August 2008 (Revised June 2013)
- Background Note
Note on the Nonprofit Coherence Framework
By: Allen S. Grossman and Stacey Childress
This note presents the Nonprofit Coherence Framework. It helps nonprofit leaders identify the key elements that support an organizational strategy focused on attaining high performance, bring those elements into a coherent relationship with the strategy and each other,... View Details
Keywords: Management Practices and Processes; Organizational Culture; Organizational Structure; Performance Improvement; Nonprofit Organizations; Corporate Strategy
Grossman, Allen S., and Stacey Childress. "Note on the Nonprofit Coherence Framework." Harvard Business School Background Note 309-035, August 2008. (Revised June 2013.)