Filter Results:
(910)
Show Results For
- All HBS Web
(2,882)
- People (30)
- News (965)
- Research (910)
- Events (5)
- Multimedia (14)
- Faculty Publications (236)
Show Results For
- All HBS Web
(2,882)
- People (30)
- News (965)
- Research (910)
- Events (5)
- Multimedia (14)
- Faculty Publications (236)
Sort by
- October 2000 (Revised December 2000)
- Exercise
Participant and Leader Behavior: Group Decision Simulation (C)
This series provides the instructions for a group decision-making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All... View Details
"Participant and Leader Behavior: Group Decision Simulation (C)." Harvard Business School Exercise 301-028, October 2000. (Revised December 2000.)
- October 2000 (Revised December 2000)
- Exercise
Participant and Leader Behavior: Group Decision Simulation (E)
This series provides the instructions for a group decision-making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All... View Details
"Participant and Leader Behavior: Group Decision Simulation (E)." Harvard Business School Exercise 301-030, October 2000. (Revised December 2000.)
- January 2025
- Case
Reimagining the Employee Experience at the LEGO Group
By: Amy Edmondson, Mark Mortensen and Elisabeth Powell
In 2024, the LEGO Group faced a decision about the future of LEGO’s Benefits Experience Strategy and the “Best of Both” remote/hybrid work policy. With over 28,500 employees spanning global hubs, retail stores, and manufacturing plants, LEGO leaders had to consider... View Details
Keywords: Leadership; Employee Relationship Management; Values and Beliefs; Organizational Culture; Alignment; Compensation and Benefits; Europe
Edmondson, Amy, Mark Mortensen, and Elisabeth Powell. "Reimagining the Employee Experience at the LEGO Group." Harvard Business School Case 625-088, January 2025.
- 06 Jun 2011
- Research & Ideas
Why Leaders Lose Their Way
important issues. Values-centered Leadership Leading is high stress work. There is no way to avoid the constant challenges of being responsible for people, organizations, outcomes, and uncertainties in the environment. Leaders who move up... View Details
Keywords: by Bill George
- January 2021 (Revised March 2022)
- Case
Arçelik: From a Dealer Network to an Omnichannel Experience
By: Ayelet Israeli and Fares Khrais
Arçelik Turkey, the country’s market leader in household appliances, was at an omnichannel crossroads in January 2020. Arçelik was a B2B player utilizing a dealership network with an umbrella of brands and had one of the largest brick-and-mortar store networks in... View Details
Keywords: Digital Marketing; Bricks And Mortar; Franchise Management; Franchising; Dealer Network; Dealers; B2B; B2B2C; Tradition; Culture Change; Cultural Adaptation; Omnichannel; Omnichannel Retail; Omni-channel; Omnichannel Retailing; Sales Channels; Sales Channel Development; Channel Management; Channels Of Distribution; Marketplace; Platforms; Collaboration; Online Channel; Online Data; Online Sales; Online Shopping; Online; Retail; Retailing; Disruption; Transformation; Franchise Ownership; Change Management; Partners and Partnerships; Consumer Behavior; Sales; Internet and the Web; Marketing Strategy; Conflict and Resolution; Conflict Management; Organizational Culture; Distribution Channels; Digital Transformation; Digital Platforms; Electronics Industry; Retail Industry; Consumer Products Industry; Turkey
Israeli, Ayelet, and Fares Khrais. "Arçelik: From a Dealer Network to an Omnichannel Experience." Harvard Business School Case 521-067, January 2021. (Revised March 2022.)
- 07 Apr 2003
- Research & Ideas
How the U.S. Army Develops Leaders
leader development in the Army. We saw professional identity as having the same type of conceptual promise at the individual level as organizational culture has at the unit level. Q: The Army has a "Be, Know, and Do" framework... View Details
Keywords: by Martha Lagace
- 2021
- Working Paper
T-Shaped Managers—One Size Does Not Fit All: Exploratory Study from the Military
By: Hise O. Gibson
People are an organization’s most important resource. Managers who are collaborative and innovative ensure that organizations remain competitive. This type of manager has been referred to as a T-shaped manager. “T” given that the vertical portion represents the depth... View Details
Keywords: T-shaped Management; Leader Development; Talent Management; Leadership Style; Leadership Development; Management Skills; Talent and Talent Management
Gibson, Hise O. "T-Shaped Managers—One Size Does Not Fit All: Exploratory Study from the Military." Harvard Business School Working Paper, No. 22-003, July 2021.
- October 2000 (Revised December 2000)
- Exercise
Participant and Leader Behavior: Group Decision Simulation (B)
This series provides the instructions for a group decision-making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All... View Details
"Participant and Leader Behavior: Group Decision Simulation (B)." Harvard Business School Exercise 301-027, October 2000. (Revised December 2000.)
- October 2000 (Revised December 2000)
- Exercise
Participant and Leader Behavior: Group Decision Simulation (A)
This series provides the instructions for a group decision-making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All... View Details
"Participant and Leader Behavior: Group Decision Simulation (A)." Harvard Business School Exercise 301-026, October 2000. (Revised December 2000.)
- October 2000 (Revised December 2000)
- Exercise
Participant and Leader Behavior: Group Decision Simulation (D)
This series provides the instructions for a group decision-making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All... View Details
"Participant and Leader Behavior: Group Decision Simulation (D)." Harvard Business School Exercise 301-029, October 2000. (Revised December 2000.)
- October 2000 (Revised December 2000)
- Exercise
Participant and Leader Behavior: Group Decision Simulation (F)
This series provides the instructions for a group decision-making simulation in which students experience four different methods for leading a group decision process. In the simulation, all students work in groups, with one person designated as the team leader. All... View Details
"Participant and Leader Behavior: Group Decision Simulation (F)." Harvard Business School Exercise 301-049, October 2000. (Revised December 2000.)
- 14 Jul 2020
- Research & Ideas
Restarting Under Uncertainty: Managerial Experiences from Around the World
considered essential? How could employees’ safety be guaranteed? And, most recently, how can businesses preserve financial viability in the face of rapidly declining demand for products and services? The experiences we collected show... View Details
- 24 Apr 2017
- Op-Ed
Op-Ed: Courage: The Defining Characteristic of Great Leaders
Source: guvendemir Courage is the quality that distinguishes great leaders from excellent managers. Over the past decade, I have worked with and studied more than 200 CEOs of major companies through board service, consulting, and research... View Details
- 15 Dec 2003
- Research & Ideas
Women Leaders and Organizational Change
for different groups, then the next big challenge is to garner support for experimenting with how people might do the work differently. Q: How can women create change in their organizations? A: Find allies—in other women, men, other... View Details
Keywords: by Mallory Stark
- 25 Oct 2012
- Research & Ideas
Developing the Global Leader
What skills do today's executives need to develop to become effective global leaders of tomorrow? And how do corporations teach these skills to their own leaders? "The shift from a country-centric corporation to one that is more... View Details
Keywords: by Julia Hanna
- Teaching Interest
Data Science and AI for Leaders
By: Dennis Campbell
Modern business increasingly relies... View Details
- 04 Sep 2012
- Research & Ideas
Why Most Leaders (Even Thomas Jefferson) Are Replaceable
this is the case, and it is certainly not clear that every leader matters." Out Of The Blue Every once in a while, though, someone comes to power who is inexperienced or appointed in an unusual way. The incumbent dies suddenly, for... View Details
Keywords: by Kim Girard
- 13 Oct 2003
- Research & Ideas
Negotiating Challenges for Women Leaders
Below, excerpts from an interview. Lagace: What is an example of an experiment you've conducted that looks at differences in how women and men negotiate? McGinn: One of the interesting first pieces of data we looked at was job offers to... View Details
Keywords: by Martha Lagace
- 18 Jul 2011
- Research & Ideas
Looking in the Mirror: Questions Every Leader Must Ask
When CEOs speak with Rob Kaplan looking for answers, he usually focuses them instead on figuring out and discussing the right questions. "Show me a company, nonprofit, or a government leader that is struggling, and almost invariably... View Details
Keywords: by Carmen Nobel
- Article
Experiments in Open Innovation at Harvard Medical School
By: Eva C. Guinan, Kevin J. Boudreau and Karim R. Lakhani
Harvard Medical School seems an unlikely organization to open up its innovation process. By most measures, the more than 20,000 faculty, research staff and graduate students affiliated with Harvard Medical School are already world class and at the top of the medical... View Details
Guinan, Eva C., Kevin J. Boudreau, and Karim R. Lakhani. "Experiments in Open Innovation at Harvard Medical School." Art. 3. MIT Sloan Management Review 54, no. 3 (Spring 2013): 45–52.