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February 2015
Case

CLP: Powering Asia

By: George Serafeim, Rebecca Henderson and Dawn Lau

Richard Lancaster, taking over from Andrew Brandler, was the Chief Executive Officer (CEO) of CLP Holdings Ltd., one of the leading power companies in Asia, with operations in China, Southeast Asia, Taiwan, Australia, and India, and an energy portfolio spanning coal,... View Details

Keywords: Energy Generation; Environmental Sustainability; Goals and Objectives; Values and Beliefs; Growth and Development Strategy; Strategic Planning; Energy Industry; Asia; India

2014
Working Paper

Making the Business Case for Environmental Sustainability

By: Rebecca Henderson

Can a business case be made for acting sustainably? This is a difficult question to answer precisely, largely because there is no generally accepted definition of the term "sustainability". Is it acting sustainably to protect the human rights of the firm's workforce?... View Details

Keywords: Corporate Social Responsibility and Impact; Decision Making; Environmental Sustainability

February 2015 (Revised March 2016)
Case

China Shenhua Energy Company

By: Forest L. Reinhardt, G. A. Donovan and Keith Chi-ho Wong

A leading Chinese energy firm, active in coal mining and electric power generation, analyzes coal-to-liquids technology in light of energy security and environmental concerns. View Details

Keywords: Environment; China; CO2; Coal Mining; Electricity; Sustainability; Energy; Strategy; Business and Government Relations; Energy Generation; Energy Sources; Environmental Sustainability; Energy Industry; Utilities Industry; China; Asia

2015
Other Unpublished Work

Do Managers Have a Role to Play in Sustaining the Institutions of Capitalism?

By: Rebecca Henderson and Karthik Ramanna

In a capitalist system based on free markets, do managers have responsibilities to the system itself? If they do, should these responsibilities shape their behavior when they engage in the political processes that structure the institutions of capitalism? The... View Details

Keywords: Capitalism; Lobbying; Leadership; Economic Systems; Managerial Roles; Business and Government Relations

2015
Chapter

Making the Business Case for Environmental Sustainability

By: Rebecca Henderson

Can a business case be made for acting sustainably? This is a difficult question to answer precisely, largely because there is no generally accepted definition of the term "sustainability." Is it acting sustainably to protect the human rights of the firm's workforce?... View Details

2015
Working Paper

Cashing Out: The Rise of M&A in Bankruptcy

By: Stuart Gilson, Edith Hotchkiss and Matthew Osborn

The use of M&A in bankruptcy has increased dramatically in recent years, leading to concerns that the Chapter 11 process has shifted toward excessive liquidation of viable firms. In this paper, we argue that the rise of M&A has blurred traditional distinctions between... View Details

Keywords: M＆A; Chapter 11; Distress; Bankruptcy; Mergers and Acquisitions; Insolvency and Bankruptcy

December 2014
Supplement

Interview with Anders Byriel and Mads Nygård: Kvadrat

By: Boris Groysberg and Sarah L. Abbott

Anders Byriel, CEO of the family-owned Danish textiles company, Kvadrat, and Mads Nygård, SVP of Strategy & Organization at Kvadrat, discuss the challenges and opportunities faced by the company. They elaborate on areas covered in the case including: 1.) Asia; 2.) Soft... View Details

Keywords: General Management; Organization Behavior; Strategy; Performance Management; Leadership; Business or Company Management; Growth and Development Strategy; Management Practices and Processes; Human Resources; Manufacturing Industry; Denmark

December 2014 (Revised May 2016)
Case

Dhamani Jewels: Becoming a Global Luxury Brand

By: Lynda Applegate and Lisa C. Mazzanti

Dhamani started as a loose gemstone dealer in 1969 in Jaipur, India. By the 2000s, it was headquartered in Dubai, United Arab Emirates and had expanded into diamonds and retail. The family business was now in its second generation of leadership and aimed to become a... View Details

Keywords: Luxury Retail; Jewelry; Luxury Goods; UAE; Retail; Brands and Branding; Family Business; Apparel and Accessories Industry; Dubai; India

December 2014 (Revised May 2015)
Case

Growth Hacking at Bazaart (A)

By: Jeffrey Bussgang and Matthew G. Preble

The four founding members of Bazaart—a young Israeli company whose sole product was its eponymous mobile application (app) which allowed users to create collages from photographs and other images—face an important strategic decision in June 2014. Since its founding... View Details

Keywords: Growth Hacking; Customer Acquisition; Startup Marketing; Startup; Startup Nation; Business Startups; Growth and Development Strategy; Customers; Marketing; Social Marketing; Fashion Industry; Technology Industry; Israel

November 2014
Teaching Plan

Diageo: Innovating for Africa

By: David E. Bell, Damien P. McLoughlin, Mary Shelman and Andrew Otazo

This teaching plan is designed to help students understand the challenges and opportunities of launching products and building businesses in developing markets. View Details

Article

Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business

By: Marco Iansiti and Karim R. Lakhani

When Google bought Nest, a maker of digital thermostats, for $3.2 billion just a few months ago, it was a clear indication that digital transformation and connection are spreading across even the most traditional industrial segments and creating a staggering array of... View Details

Keywords: Digital Innovation; Digitization; Industrial Internet; Technological Innovation; Production; Competitive Strategy; Engineering; Aerospace Industry

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September 2014 (Revised February 2017)
Case

Belk: Towards Exceptional Scheduling

By: Ethan Bernstein, Saravanan Kesavan, Bradley Staats and Luke Hassall

With 24,000 staff and over 300 stores, Belk Inc. sought to replace its entirely manual labor scheduling system with an automated software solution from Reflexis. Belk hoped the upgrade would simplify scheduling, reduce time employees spent in non-customer-facing roles,... View Details

August 2014 (Revised May 2016)
Case

Husk Power

By: Joseph B. Lassiter III and Sid Misra

In late 2013, Husk Power Systems found itself falling further and further behind plan. The founding CEO had decided to resign. His co-founder is faced with the decision of quitting his corporate job in the US to head to India and help form a new management team. Husk... View Details

2014
Book

Consumer Lending in France and America: Credit and Welfare

By: Gunnar Trumbull

Why did America embrace consumer credit over the course of the twentieth century, when most other countries did not? How did American policy makers by the late twentieth century come to believe that more credit would make even poor families better off? This book traces... View Details

Keywords: Attitudes; Credit; France; United States

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June 2014
Article

The Capitalist's Dilemma

By: Clayton M. Christensen and Derek C. M. van Bever

Sixty months after the 2008 recession ended, the economy was still sputtering, producing disappointing growth and job numbers. Corporations seemed stuck: Despite low interest rates, they were sitting on massive piles of cash and failing to invest in new initiatives. In... View Details

Keywords: Capital Investments; Creating Markets; Evaluating Business Investments; Innovation; Emerging Markets; Investment; Economic Growth; Capital; Innovation and Invention

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May 2014 (Revised August 2014)
Teaching Note

Women MBAs at Harvard Business School: 1962–2012

By: Boris Groysberg and Robin Abrahams

April 2014 (Revised March 2015)
Case

GE and the Industrial Internet

By: Karim R. Lakhani, Marco Iansiti and Kerry Herman

CEO Jeff Immelt considers whether GE is moving fast enough on its new Industrial Internet initiative. The undertaking includes building out an Industrial Internet, connecting machines and devices, collecting their data and operations, and providing services to clients... View Details

April 10, 2014
Article

Generation to Generation: How to Save the Family Business

By: Boris Groysberg and Deborah Bell

Most family-owned businesses—approximately 70%—last just one generation. Because an estimated 80% of businesses across the globe are family-owned, the low survival rate has alarming consequences. Consider this: In the United States alone, family-owned businesses (FOBs)... View Details

Keywords: Family Business; Governing and Advisory Boards; Strategy; Management Succession; Competency and Skills; Diversity

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March 2014 (Revised May 2014)
Teaching Note

The TELUS Share Conversion Proposal

By: Lucy White and Benjamin C. Esty

On February 21, 2013, TELUS announced a proposal to convert the firm's non-voting shares into voting shares on a one-to-one basis, thereby eliminating the firm's dual class structure. Shareholders were scheduled to vote on the proposal at the firm's annual general... View Details

February 2014
Case

BGI: Data-driven Research

By: Willy Shih and Sen Chai

BGI has the largest installed gene-sequencing capacity in the world, and to Zhang Gengyun, general manager of the Life Sciences Division, this represented an opportunity to apply his training as a plant breeder and his early career work as a biochemist to improving... View Details

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