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- All HBS Web
(5,546)
- People (41)
- News (2,102)
- Research (2,089)
- Events (9)
- Multimedia (92)
- Faculty Publications (812)
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- 28 Jul 2011
- Working Paper Summaries
The Three Foundations of a Great Life, Great Leadership, and a Great Organization
Keywords: by Michael C. Jensen
- January 2010
- Article
Open vs. Closed Innovation: A Model of Discovery and Divergence
By: Esteve Almirall and Ramon Casadesus-Masanell
When is open innovation superior to closed innovation? Through a formal simulation model, we show that an open approach to innovation allows the firm to discover combinations of product features that would be hard to envision under integration. However, when partners... View Details
Keywords: Innovation and Invention; Partners and Partnerships; Goals and Objectives; Cost vs Benefits; Integration; Product
Almirall, Esteve, and Ramon Casadesus-Masanell. "Open vs. Closed Innovation: A Model of Discovery and Divergence." Academy of Management Review 35, no. 1 (January 2010): 27–47.
- December 1998 (Revised January 1999)
- Compilation
Explaining the Great Depression
By: David A. Moss and Joseph P Gownder
Although the Great Depression stands as the most punishing economic event of the 20th century, there is still remarkably little consensus about its causes. This case presents a number of prominent explanations including those of Franklin D. Roosevelt, John Maynard... View Details
Moss, David A., and Joseph P Gownder. "Explaining the Great Depression." Harvard Business School Compilation 799-067, December 1998. (Revised January 1999.)
- 2011
- Working Paper
The Three Foundations of a Great Life, Great Leadership, and a Great Organization
By: Michael C. Jensen
I argue here that the three factors my co-authors and I identify as constituting the foundation for being a leader and the effective exercise of leadership can also be seen as the foundations not only for great leadership, but also for a high quality personal life and... View Details
Jensen, Michael C. "The Three Foundations of a Great Life, Great Leadership, and a Great Organization." Harvard Business School Working Paper, No. 11-122, May 2011.
- July – August 2011
- Article
The Enabling Role of Social Position in Diverging from the Institutional Status Quo: Evidence from the U.K. National Health Service
By: Julie Battilana
This study examines the relationship between social position, both within the field and within the organization, and the likelihood of individual actors initiating organizational changes that diverge from the institutional status quo. I explore this relationship using... View Details
Keywords: Status and Position; Transformation; Organizational Change and Adaptation; Projects; Leading Change; Managerial Roles; Relationships; Power and Influence; Health Industry; United Kingdom
Battilana, Julie. "The Enabling Role of Social Position in Diverging from the Institutional Status Quo: Evidence from the U.K. National Health Service." Organization Science 22, no. 4 (July–August 2011): 817–834.
- January 2008 (Revised July 2009)
- Case
Forecasting the Great Depression
What is proper role of professional economic forecasting in financial decision making? The case presents excerpts from three leading economic forecasters on the eve of, and just after, the stock market crash of October 1929. The first set of excerpts is from Roger... View Details
Keywords: History; Mathematical Methods; Personal Development and Career; Forecasting and Prediction; Financial Crisis
Friedman, Walter A. "Forecasting the Great Depression." Harvard Business School Case 708-046, January 2008. (Revised July 2009.)
- Article
The Great Disruption
By: Clayton M. Christensen, Thomas Craig and Stuart Hart
Keywords: Disruption
Christensen, Clayton M., Thomas Craig, and Stuart Hart. "The Great Disruption." Foreign Affairs 80, no. 2 (March–April 2001).
- January 2009 (Revised January 2011)
- Background Note
The Great Moderation, Dead or Alive?
By: Diego A. Comin
The Great Moderation is a significant decline in the volatility of fluctuations in most macroeconomic variables that the United States and other developed and developing economies have experienced at least since the mid-1980s. This case describes the basic facts,... View Details
Comin, Diego A. "The Great Moderation, Dead or Alive?" Harvard Business School Background Note 709-023, January 2009. (Revised January 2011.)
- 2007
- Working Paper
Initiating Divergent Organizational Change: The Enabling Role Of Actors' Social Position
By: Julie Battilana
Battilana, Julie. "Initiating Divergent Organizational Change: The Enabling Role Of Actors' Social Position." Harvard Business School Working Paper, No. 07-053, February 2007.
- 15 Mar 2007
- Working Paper Summaries
Initiating Divergent Organizational Change: The Enabling Role of Actors’ Social Position
Keywords: by Julie Battilana
- 2016
- Working Paper
The Great Training Robbery
By: Michael Beer, Magnus Finnstrom and Derek Schrader
In 2012 U.S. corporations spent $164.2 billion on training and education. Overwhelming evidence and experience shows, however, that most companies are unable to transfer employee learning into changes in individual and organization behavior or improved financial... View Details
Beer, Michael, Magnus Finnstrom, and Derek Schrader. "The Great Training Robbery." Harvard Business School Working Paper, No. 16-121, April 2016.
- 19 Apr 2016
- Working Paper Summaries
The Great Training Robbery
- 3 Aug 2007 - 8 Aug 2007
- Conference Presentation
Initiating Divergent Organizational Change: The Enabling Role of Actor's Social Position
By: Julie Battilana
- October 2014
- Case
Honeywell and the Great Recession (A)
By: Sandra J. Sucher and Susan J. Winterberg
CEO Dave Cote spent six years turning around an ailing Honeywell and in 2008 Cote and his team face a new challenge: how to respond to the Great Recession. Cote does not want to give up the gains he made in transforming and unifying Honeywell. With a fall-off in... View Details
Keywords: Layoffs; Furloughs; Downsizing; Work Sharing; Short Time Work; Recessions; Earnings Forecast; Job Cuts and Outsourcing; Cost Management; Executive Compensation; Crisis Management; Financial Crisis; Manufacturing Industry
Sucher, Sandra J., and Susan J. Winterberg. "Honeywell and the Great Recession (A)." Harvard Business School Case 315-022, October 2014.
- June, 2023
- Article
Walking the Purpose-Talk Inside a Large Company: Sustainable Product Development as an Instance of Divergent Change
By: Marissa Kimsey, Thijs Geradts and Julie Battilana
There is a growing interest in large companies pursuing a new purpose—changing their core reason for being from a singular focus on financial gain to a renewed responsibility to people and the planet alongside profit. Yet knowledge of how a large company can walk that... View Details
Kimsey, Marissa, Thijs Geradts, and Julie Battilana. "Walking the Purpose-Talk Inside a Large Company: Sustainable Product Development as an Instance of Divergent Change." Special Issue on Corporate Purpose. Strategy Science 8, no. 2 (June, 2023): 311–321.
- Article
Initiating Divergent Organizational Change: The Enabling Role of Actor's Social Position
By: Julie Battilana
Battilana, Julie. "Initiating Divergent Organizational Change: The Enabling Role of Actor's Social Position." Academy of Management Annual Meeting Proceedings (2007).
- March 2004 (Revised November 2004)
- Case
Great Depression, Mass Unemployment, and Business Leadership, The
Explores the texture of mass unemployment during the Great Depression in the United States. Business leaders offer assessments of the Great Depression and the New Deal. View Details
Smith, Jason Scott. "Great Depression, Mass Unemployment, and Business Leadership, The." Harvard Business School Case 804-163, March 2004. (Revised November 2004.)
- 23 Jul 2001
- Research & Ideas
Sam Walton: Great From the Start
rules which did not make sense to him—which meant almost all of them. —Richard S. Tedlow Walton seemed to have a lot of strikes against him. But he was a spectacular success in his first store. Why? Much of what was to make him a View Details
- September 2003 (Revised January 2005)
- Case
Emergence, Valhalla, and Orchid: Divergent Models for Venture Capital Funds
By: William A. Sahlman and Matthew Willis
Compares and contrasts three different venture capital funds from the perspective of a potential investor. The first fund has a technology-enabled services preference, the second a Mid-Atlantic region preference, and the third a seed round preference. Students are... View Details
Keywords: Borrowing and Debt; Entrepreneurship; Service Operations; Information Technology; Venture Capital
Sahlman, William A., and Matthew Willis. "Emergence, Valhalla, and Orchid: Divergent Models for Venture Capital Funds." Harvard Business School Case 804-056, September 2003. (Revised January 2005.)
- September 1993 (Revised September 1997)
- Case
China (A): The Great Awakening
By: Debora L. Spar
As the third largest economy after the United States and Japan, China's startling economic growth has spurred increasing interest in the economic, social, and political factors that catapulted the country to sudden prominence. This case starts with an overview of the... View Details
Spar, Debora L. "China (A): The Great Awakening." Harvard Business School Case 794-019, September 1993. (Revised September 1997.)