Publications

April 2013
Article

What Roger Fisher Got Profoundly Right: Five Enduring Lessons for Negotiators

By: James K. Sebenius

Roger Fisher, who died in 2012, enjoyed a remarkable career that modeled one way that an academic, especially in a professional school such as law or business, could make a significant, positive, and lasting difference in the world. Distinctive aspects of his career... View Details

Keywords: Bargaining; Conflict Resolution; Dealmaking; Negotiation; Personal Development and Career; Conflict and Resolution

2011
Working Paper

Organizations in the Shadow of Communities

By: Siobhan O'Mahony and Karim R. Lakhani

The concept of a community form is drawn upon in many subfields of organizational theory. Although there is not much convergence on a level of analysis, there is convergence on a mode of action that is increasingly relevant to a knowledge-based economy marked by porous... View Details

Keywords: Knowledge Sharing; Organizational Culture; Civil Society or Community; Boundaries; Information Technology; Theory; Value Creation

July 2010 (Revised September 2012)
Case

Public Architecture

By: Lakshmi Ramarajan, Christopher Marquis and Bobbi Thomason

Public Architecture is a non-profit architecture company dedicated to creating social and professional change through design for the public good. Public has focused on three strategies to create change: 1) promoting the design community's commitment to pro bono work,... View Details

Keywords: Design; Innovation and Management; Growth and Development Strategy; Corporate Social Responsibility and Impact; Organizational Culture; Organizational Structure; Nonprofit Organizations; Business Strategy; Integration

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

September 2009
Article

The Technology Manager's Journey: An Extended Narrative Approach to Educating Technical Leaders

By: Robert D. Austin, Richard L. Nolan and Shannon O'Donnell

Technology management poses particular challenges for educators because it requires a facility with different kinds of knowledge and wide-ranging learning abilities. We report on the development and delivery of an information technology (IT) management course designed... View Details

Keywords: Information Technology; Management; Knowledge Use and Leverage; Business Education; Multinational Firms and Management; Entertainment; Communication; Curriculum and Courses; Framework; Design; Goals and Objectives; Learning; Information Technology Industry

2009
Other Unpublished Work

Bridge Building in Venture Capital-Backed Acquisitions

By: Paul A. Gompers and Yuhai Xuan

We study the role of common venture capital investors in alleviating asymmetric information between public acquirers and private venture capital-backed targets. We find that acquisition announcement returns are more positive for acquisitions in which both the target... View Details

Keywords: Mergers and Acquisitions; Venture Capital; Private Equity; Knowledge Sharing; Market Transactions

September 2007
Article

Investigative Negotiation

By: Deepak Malhotra and Max H. Bazerman

This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Negotiators often fail to achieve results because they channel too much effort into... View Details

Keywords: Knowledge Acquisition; Knowledge Use and Leverage; Negotiation Process; Negotiation Tactics; Motivation and Incentives; Perspective; Pharmaceutical Industry

2005
Working Paper

Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations

By: James R. Detert and Amy C. Edmondson

This article examines, in a series of three studies, how people working in organizational hierarchies wrestle with the challenge of upward voice. We first undertook in-depth exploratory research in a knowledge-intensive multinational corporation in which employee input... View Details

Keywords: Prejudice and Bias; Working Conditions; Knowledge Management; Attitudes; Organizational Culture

May 1997
Teaching Note

Introduction and Overview: Managing Product Development, Instructor's Note

By: Marco Iansiti

The first module, comprising three cases and a team exercise, provides an impressionistic look at all the issues raised in greater detail in subsequent classes. It thus enables students, who come to the course with a range of experience and skills, to get up to speed... View Details

Keywords: Experience and Expertise; Product Development; Projects; Groups and Teams

April 1997 (Revised May 1997)
Case

Mercer Management Consulting's "Grow to Be Great" (A): The Growth Initiative

By: Dorothy A. Leonard and Carin-Isabel Knoop

In late 1994, James Down, member of Mercer's Executive Committee, has to decide whether or not he should push ahead with the writing and publication of a book on growth--at a time when the more successful business publications focus on reengineering and cost cutting.... View Details

Keywords: Technological Innovation; Organizational Culture; Business Growth and Maturation; Knowledge Management; Product Development; Information Publishing; Books; Consulting Industry; Publishing Industry

Article

Non-verifiability, Costly Renegotiation, and Efficiency

By: Jerry R. Green and J. J. Laffont

We study the implications of the non verifiability of information for the allocation of resources and the bearing of risk in a two party relationship. We consider a two step approach. In step one the two parties define a non contingent contract which will be executed... View Details

Keywords: Negotiation

May 1994 (Revised October 1994)
Case

Motorola: Institutionalizing Corporate Initiatives

By: Shoshana Zuboff and Janis Lee Gogan

Motorola became a recognized quality leader in large part by becoming a leader in employee education and by encouraging "participative management." Through the Motorola Training and Education Center, later Motorola University, the company invested substantial resources... View Details

Keywords: Experience and Expertise; Customer Satisfaction; Training; Human Resources; Leadership; Management Analysis, Tools, and Techniques; Corporate Strategy; Education Industry

Article

Renegotiation and the Form of Efficient Contracts

By: Jerry R. Green and J. J. Laffont

Two parties may agree to a mutually binding contract that will govern their behavior after an uncertain event becomes known. As there is no agent who can both observe this uncertain outcome and enforce the contract, contingent agreements are precluded. However, the... View Details

Keywords: Negotiation; Contracts

May 1992 (Revised June 1993)
Case

Jan Carlzon: CEO at SAS (A)

By: Christopher A. Bartlett

Describes Jan Carlzon's actions on assuming the CEO's responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating... View Details

Keywords: Communication; Financial Crisis; Employee Relationship Management; Knowledge; Leadership Development; Crisis Management; Motivation and Incentives; Business Strategy; Aerospace Industry