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Show Results For
- All HBS Web
(3,681)
- People (18)
- News (1,117)
- Research (1,585)
- Events (10)
- Multimedia (26)
- Faculty Publications (639)
- 2006
- Article
The Long-Term Value of M&A Activity to Enhance Learning Organizations
Viewing the automobile industry as being made up of independent learning-organisations may reveal some tie-ups that can generate value not easily revealed by traditional financial metrics. The key question to be answered when considering M&A activity between automakers... View Details
Heller, Daniel A., Glenn Mercer, and Takahiro Fujimoto. "The Long-Term Value of M&A Activity to Enhance Learning Organizations." International Journal of Automotive Technology and Management 6, no. 2 (2006): 157 – 176.
- 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.
- September 2012
- Article
Learning Agility: Many Questions, a Few Answers, and a Path Forward
By: D. Scott DeRue, Susan J. Ashford and Christopher G. Myers
This article responds to and extends the commentaries offered in response to our focal article on learning agility. After summarizing the basic themes in the commentaries, we use this response to clarify points that were unclear in our original article and push back on... View Details
DeRue, D. Scott, Susan J. Ashford, and Christopher G. Myers. "Learning Agility: Many Questions, a Few Answers, and a Path Forward." Industrial and Organizational Psychology: Perspectives on Science and Practice 5, no. 3 (September 2012): 316–322.
- 1996
- Article
Developing an Organization Capable of Implementing Strategy and Learning
By: Michael Beer and Russell Eisenstat
Beer, Michael, and Russell Eisenstat. "Developing an Organization Capable of Implementing Strategy and Learning." Human Relations 49, no. 5 (1996).
- 1995
- Working Paper
Developing an Organization Capable of Implementing Strategy and Learning
By: Michael Beer
- Article
Developing a Digital Mindset: How to Lead Your Organization into the Age of Data, Algorithms, and AI
By: Tsedal Neeley and Paul Leonardi
Learning new technological skills is essential for digital transformation. But it is not enough. Employees must be motivated to use their skills to create new opportunities. They need a digital mindset: a set of attitudes and behaviors that enable people and... View Details
Keywords: Machine Learning; AI; Information Technology; Transformation; Competency and Skills; Employees; Technology Adoption; Leading Change; Digital Transformation
Neeley, Tsedal, and Paul Leonardi. "Developing a Digital Mindset: How to Lead Your Organization into the Age of Data, Algorithms, and AI." S22032. Harvard Business Review 100, no. 3 (May–June 2022): 50–55.
- 05 Jul 2006
- Working Paper Summaries
Failing to Learn and Learning to Fail (Intelligently): How Great Organizations Put Failure to Work to Improve and Innovate
Keywords: by Mark D. Cannon & Amy C. Edmondson
- September 2017
- Article
The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning
By: Tiona Zuzul and Amy C. Edmondson
This paper describes a relationship between legitimacy building and learning for a new firm in a nascent industry. Through a longitudinal study of a new firm in the nascent smart city industry, we found that the firm failed to make progress on important internal... View Details
Keywords: Organizational Learning; Advocacy; Organizations; Learning; Organizational Culture; Entrepreneurship
Zuzul, Tiona, and Amy C. Edmondson. "The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning." Academy of Management Discoveries 3, no. 3 (September 2017): 302–321.
- 18 Apr 2000
- Research & Ideas
Learning in Action
"The most effective learning strategy depends on the situation," writes David A. Garvin. "There is no stock answer, nor is there a single best approach." In Learning in Action, he illustrated the diversity... View Details
Keywords: by David A. Garvin
- January 2022 (Revised November 2023)
- Case
Expanding the Culture of Learning at Kraft Heinz
By: Ashley V. Whillans and Carolyn Watson
The Kraft Heinz Company (KHC) was an American food company formed in 2015 by the merger of Kraft Foods Group, Inc and the H.J. Heinz Company. The company sold food products like Heinz Ketchup, Kraft Mac & Cheese, Kool-Aid, and Philadelphia cream cheese to supermarkets,... View Details
Keywords: Learning; Culture; Work Culture; Workplace Practices; Mergers; Mergers and Acquisitions; Competitive Advantage; Human Capital; Training; Performance Evaluation; Growth and Development; Personal Development and Career; Employee Relationship Management; Organizational Change and Adaptation; Organizational Culture; Food and Beverage Industry
Whillans, Ashley V., and Carolyn Watson. "Expanding the Culture of Learning at Kraft Heinz." Harvard Business School Case 922-036, January 2022. (Revised November 2023.)
- 19 Jun 2013 - 21 Jun 2013
- Keynote Speech
Empowering the Learner at Work: The Three Stances Framework
By: Michele Rigolizzo, David Perkins and Marga Biller
Research suggests that work-relevant learning occurs largely on the job. However, in many situations workers do not learn nearly as much as they might. The "three stances" model helps to explain why. When someone undertakes a task, the person may adopt a completion,... View Details
Keywords: Learning And Development; Learning Organizations; Learning To Learn; Organizational Culture; Organizational Design; Learning
Rigolizzo, Michele, David Perkins, and Marga Biller. "Empowering the Learner at Work: The Three Stances Framework." Learning Managers Forum, United Nations, Turin, Italy, June 19–21, 2013. (The Learning Managers Forum provides the leaders of the UN Learning Community with opportunities to:
SHARE and analyze innovation, knowledge, and best practices;
EXPLORE new ways to respond to the challenges of your daily work;
SHAPE the UN Learning Community of the future.)
- Guest Column
Is Your Company Encouraging Employees to Share What They Know?
By: Christopher G. Myers
Is your company encouraging employees to share what they know? Too much expertise is going to waste. Many of the things we need to know to be successful—to innovate, collaborate, solve problems, and identify new opportunities—aren't learned simply through schooling,... View Details
Keywords: Vicarious Learning; Learning And Development; Learning Organizations; Knowledge Sharing; Organizations; Employees; Learning
Myers, Christopher G. "Is Your Company Encouraging Employees to Share What They Know?" Harvard Business Review (website) (November 6, 2015).
- Teaching Interest
Designing Winning Organizations
The course focuses on only one thing: how to design an organization that executes strategy better than competitors. This course will not teach you how to formulate strategy. Instead, taking strategy as given, you will learn the practical tools, tips, and techniques... View Details
- 15 Mar 2023
- News
Has Your Organization Acted on What It’s Learned in the Pandemic?
- 2004
- Working Paper
The Recovery Window: Organizational Learning Following Ambiguous Threats in High-Risk Organizations
By: Amy C. Edmondson, Michael A. Roberto, Richard M.J. Bohmer, Erika M. Ferlins and Laura R. Feldman
- November 1992
- Article
Executive Succession and Organization Outcomes in Turbulent Environments: An Organizational Learning Approach
By: Michael Tushman, B. Virany and E. Romanelli
Tushman, Michael, B. Virany, and E. Romanelli. "Executive Succession and Organization Outcomes in Turbulent Environments: An Organizational Learning Approach." Organization Science 3, no. 4 (November 1992): 72–92.
- January 2015 (Revised April 2015)
- Case
Zeal: Launching Personalized and Social Learning
By: John J-H Kim and Christine S. An
Set in 2014, this case follows John Danner and his team at Zeal as they consider their product development strategy. In February 2013, serial entrepreneurs John Danner and Sanjay Noronha co-found Zeal, an education technology start up providing a web-based, mobile... View Details
Keywords: Entrepreneurship; Education Technology; MVP; Product Development; Product Market Fit; Monetization Strategy; SaaS Business Models; Education; Personalized Learning
Kim, John J-H, and Christine S. An. "Zeal: Launching Personalized and Social Learning." Harvard Business School Case 315-052, January 2015. (Revised April 2015.)
- Web
Hiring Organizations
Employment Data Hiring Organizations Employment Data Hiring Organizations The below organizations hired an MBA graduate from the Class of 2024 or a summer intern from the Class... View Details
- July–September 2020
- Article
Innovation Contest: Effect of Perceived Support for Learning on Participation
By: Olivia Jung, Andrea Blasco and Karim R. Lakhani
Background: Frontline staff are well positioned to conceive improvement opportunities based on first-hand knowledge of what works and does not work. The innovation contest may be a relevant and useful vehicle to elicit staff ideas. However, the success of the... View Details
Keywords: Contest; Innovation; Employee Engagement; Organizational Learning; Health Care; Health Care Delivery; Innovation and Invention; Organizations; Learning; Employees; Perception; Health Care and Treatment
Jung, Olivia, Andrea Blasco, and Karim R. Lakhani. "Innovation Contest: Effect of Perceived Support for Learning on Participation." Health Care Management Review 45, no. 3 (July–September 2020): 255–266.