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  • 20 Mar 2017
  • News

Would it really ‘never hurt’ for Trump to apologize?

  • 20 Mar 2014
  • News

Fixing a Weak Safety Culture at General Motors

  • 12 Jul 2021
  • News

The Art of Constructing Apologies, with Sandra Sucher

  • November 2007
  • Supplement

Differences at Work: Sam (B)

By: Sandra J. Sucher and Rachel Gordon
In Differences at Work: Sam (B) HBS Case No. 9-408-054 Sam receives an informal apology from Human Resources which leaves Sam feeling unsatisfied as it is not an official company response. Sam leaves the company for unrelated reasons shortly thereafter but still... View Details
Keywords: Working Conditions; Human Resources; Social Psychology; Conflict and Resolution; Resignation and Termination; Employees; Policy
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  • November 2007
  • Supplement

Differences at Work: Emily (C)

By: Sandra J. Sucher and Rachel Gordon
In Differences at Work: Emily (C) HBS Case No. 9-408-047 describes how the original email author apologizes to her acknowledging that his behavior was extremely inappropriate. While Emily accepts the apology, she still forwards the email on to her boss with a note... View Details
Keywords: Behavior; Working Conditions; Employees; Interpersonal Communication; Resignation and Termination
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  • 15 May 2022
  • News

Layoffs on Zoom: Is There a Better Way?

  • Article

How Implicit Beliefs Influence Trust Recovery

By: M. Haselhuhn, M.E. Schweitzer and A. Wood
After a trust violation, some people are quick to forgive, whereas others never trust again. In this report, we identify a key characteristic that moderates trust recovery: implicit beliefs of moral character. Individuals who believe that moral character can change... View Details
Keywords: Values and Beliefs; Trust
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  • 03 Jun 2020
  • News

Business leaders have to create the change needed to end racism

  • 15 Oct 2007
  • Research & Ideas

Businesses Beware: The World Is Not Flat

Thomas Friedman, author of "The World Is Flat: A Brief History of the Twenty-first Century", opines that a number of events ranging from the fall of the Berlin Wall to the rise of the Internet have flattened the competitive landscape worldwide by increasing... View Details
Keywords: by Martha Lagace
  • November 2008
  • Supplement

Differences at Work: Sameer (B)

By: Sandra J. Sucher and Rachel Gordon
In Differences at Work: Sameer (B) HBS Case No. 9-609-054, Sameer leaves the firm at the summer's end without confronting his employer about the jokes and wondering whether he made the right choice. Later Sameer's former employer calls him to apologize for their... View Details
Keywords: Decision Choices and Conditions; Moral Sensibility; Resignation and Termination; Working Conditions; Opportunities; Behavior
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  • 08 Nov 2016
  • Working Paper Summaries

Managers' Cultural Background and Disclosure Attributes

Keywords: by Francois Brochet, Gregory S. Miller, Patricia Naranjo, and Gwen Yu
  • 08 Sep 2015
  • First Look

September 8, 2015

Galinsky Abstract—At some point, every company makes a mistake that requires an apology—to an individual; a group of customers, employees, or business partners; or the public at large. And more often than not, companies and their leaders fail to View Details
Keywords: Carmen Nobel
  • 2016
  • Working Paper

Managers' Cultural Background and Disclosure Attributes

By: Francois Brochet, Gregory S. Miller, Patricia Naranjo and Gwen Yu
We examine how a manager’s ethnic cultural background affects managers’ communication with investors. Using a sample of earnings conference calls transcripts with 26,430 executives from 42 countries, we find that managers from ethnic groups that have a more... View Details
Keywords: Disclosure Tone; Individualism; Conference Calls; Ethnic Group; Management Style; Communication Intention and Meaning; Ethnicity; Corporate Disclosure; Financial Reporting
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    Caroline M. Elkins

    Caroline Elkins is the Thomas Henry Carroll/Ford Foundation Professor of Business Administration in the Business, Government and International Economy unit at HBS. She is also Professor of History and of African and African American Studies at Harvard University, an... View Details

    • 25 Oct 2016
    • First Look

    October 25, 2016

    transcripts with 26,430 executives from 42 countries, we find that managers from ethnic groups that have a more individualistic culture (i) use a more optimistic tone, (ii) exhibit greater self-reference, and (iii) make fewer apologies in... View Details
    Keywords: Sean Silverthorne
    • 06 Nov 2023
    • Research & Ideas

    Did You Hear What I Said? How to Listen Better

    it may be as simple as apologizing and asking the speaker to repeat what they said—but many of us are reluctant to do that because it seems to show we didn’t care about what the other person was saying. In reality, however, it may... View Details
    Keywords: by Michael Blanding
    • 03 Oct 2023
    • HBS Case

    Layoffs Can Be Bad Business: 5 Strategies to Consider Before Cutting Staff

    “We’re very sorry to be taking this step,” he said in an email to employees, “and John and I are fully responsible.” While an apology may seem of little consequence to laid-off employees, it can help restore trust between surviving... View Details
    Keywords: by Ben Rand; Telecommunications; Technology; Financial Services; Manufacturing
    • 07 Feb 2017
    • Research & Ideas

    The Right Way to Cry in Front of Your Boss

    New research suggests that if you break out in tears in front of supervisors or colleagues, you have a chance to recover. The key: reframe your distress as passion. Most people tend to apologize in those situations, says Elizabeth Baily... View Details
    Keywords: by Roberta Holland
    • 24 Apr 2018
    • Op-Ed

    Op-Ed: What Mark Zuckerberg Can Learn About Crisis Leadership from Starbucks

    before trust can rebuilt with users. #5: Never waste a good crisis. By immediately flying to Philadelphia and personally apologizing to the two victims, Johnson enabled them to become spokespeople for the broader issue of racial bias and... View Details
    Keywords: by Bill George; Technology; Food & Beverage
    • 16 Jun 2008
    • Research & Ideas

    Seven Tips for Managing Price Increases

    discretionary. The key here is to educate the consumer, apologize for the uncontrollable price increases, give price-sensitive consumers some promotional options, and reemphasize product benefits. View Details
    Keywords: by John Quelch