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  • All HBS Web  (2,292)
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    • News  (723)
    • Research  (1,393)
    • Events  (4)
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Show Results For

  • All HBS Web  (2,292)
    • People  (7)
    • News  (723)
    • Research  (1,393)
    • Events  (4)
    • Multimedia  (7)
  • Faculty Publications  (495)
← Page 21 of 2,292 Results →
  • 15 Mar 2024
  • HBS Case

Let's Talk: Why It's Time to Stop Avoiding Taboo Topics at Work

says Steve should follow five rules: Don’t let problems fester. Situations worsen the longer they stew, Wing says, so resolving them early can smooth relationships and improve efficiency. Steve needs to have this conversation before he... View Details
Keywords: by Avery Forman
  • 2008
  • Working Paper

The Ontological Foundations of Leadership and Performance: Being a Leader, and the Effective Exercise of Leadership, A New Model

By: Werner Erhard, Michael C. Jensen, Steve Zaffron and Kari L. Granger

This paper is the (pre-course) introduction document to an experimental course developed by the authors and taught at the U. of Rochester Simon School of Business. The intention of the course is to leave the participants actually being leaders and being able to... View Details

Keywords: Transformation; Business Education; Knowledge; Leadership Development; Leadership Style; Performance Effectiveness; Attitudes; Behavior; Perspective
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Erhard, Werner, Michael C. Jensen, Steve Zaffron, and Kari L. Granger. "The Ontological Foundations of Leadership and Performance: Being a Leader, and the Effective Exercise of Leadership, A New Model." Harvard Business School Working Paper, No. 09-022, August 2008.
  • Program

Finance for Senior Executives

your business challenges and career decisions Who Should Attend Executives from a variety of functional areas, including operations, marketing, information technology, human resources, research and development, legal affairs, and... View Details
  • 01 Nov 1999
  • Lessons from the Classroom

What’s Next & So What? Leading in the 21st Century

So even though most companies spent the last decade reinventing their core business processes — such as how they do purchasing or manage inventory and order processing — they did so with the aim of greater efficiency. Most of them have not touched the core management... View Details
Keywords: by Staff
  • 11 Sep 2017
  • Research & Ideas

Why Employers Favor Men

what factors are shaping our hiring decisions, and whether we are comfortable with those factors playing a role.” Job candidates should be aware that employers may have preconceived ideas about average ability differences among men and women in certain areas, so... View Details
Keywords: by Dina Gerdeman
  • Program

Leading and Building a Culture of Innovation

execute innovative ideas at scale. As you explore the culture and capabilities needed to inspire organization-wide innovation, you will practice the behaviors and skills needed to drive innovation and... View Details
  • 14 Sep 2023
  • Research & Ideas

Working Moms Are Mostly Thriving Again. Can We Finally Achieve Gender Parity?

McGinn also found that fathers are beginning to recognize the toll of parenting on work and the need for more flexible work-life balance. But there’s a catch. “From our data—and it looks like other scholars are seeing the same thing—dads... View Details
Keywords: by Kara Baskin
  • 29 Feb 2024
  • HBS Case

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

with customer lifecycles and product lifecycles, but if their business relies on talent, they need to consider talent lifecycles as well,” says Elberse. “It’s inevitable as players get older, they’ll lose performance on the field. Even a... View Details
Keywords: by Avery Forman; Sports
  • 12 Oct 1999
  • Research & Ideas

What It Takes: Minorities in the Executive Suite

have a better chance of making it to the executive level than slower-moving colleagues. Although the data examined in Thomas and Gabarro's samples show that this model holds true for whites, it didn't work at all for people of color. Why? "Racial prejudice,... View Details
Keywords: by Judith A. Ross
  • Article

Making Exit Interviews Count

By: Everett Spain and Boris Groysberg
In the knowledge economy, skilled employees are the assets that drive organizational success. Thus companies must learn from them—why they stay, why they leave, and how the organization needs to change. A thoughtful exit interview—whether it be a face-to-face... View Details
Keywords: Information; Management Practices and Processes; Retention; Resignation and Termination
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Spain, Everett, and Boris Groysberg. "Making Exit Interviews Count." Harvard Business Review 94, no. 4 (April 2016): 88–95.
  • August 2022
  • Case

In-Q-Tel: Innovation On A Mission

By: Joshua Lev Krieger and Josh Lerner
In 2022, the leaders of In-Q-Tel (IQT) considered what was next for the unique mission-driven organization. Since 1999, IQT had one mission: to be the most sophisticated source of strategic technical knowledge and capabilities to the U.S. government and its allies. IQT... View Details
Keywords: Mission and Purpose; National Security; Technological Innovation; Research; Geopolitical Units; Risk Management; Recruitment; Growth and Development Strategy; Venture Capital; Knowledge Management; Information Industry; Banking Industry
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Krieger, Joshua Lev, and Josh Lerner. "In-Q-Tel: Innovation On A Mission." Harvard Business School Case 823-031, August 2022.
  • Article

Why Leadership Training Fails—and What to Do about It

By: Michael Beer, Magnus Finnström and Derek Schrader
U.S. corporations spend enormous amounts of money—some $456 billion globally in 2015 alone—on employee training and education, but they aren't getting a good return on their investment. People soon revert to old ways of doing things, and company performance doesn't... View Details
Keywords: Organizational Change and Adaptation; Leadership Development; Organizational Design; Employees; Business Processes; United States
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Beer, Michael, Magnus Finnström, and Derek Schrader. "Why Leadership Training Fails—and What to Do about It." Harvard Business Review 94, no. 10 (October 2016): 50–57.
  • September 2005
  • Case

IBM Network Technology (A) (Abridged)

By: Michael L. Tushman
An unconventional manager within IBM leads the creation of a business unit with multibillion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. Exemplifies how organizational design and... View Details
Keywords: Organizational Design; Management Teams; Leadership Style; Growth and Development; Growth and Development Strategy; Employees; Information Technology Industry
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Tushman, Michael L. "IBM Network Technology (A) (Abridged)." Harvard Business School Case 406-053, September 2005.
  • Program

Driving Corporate Performance

competitive, high-performing organization Leverage human resource capabilities as an essential component of strong performance Measure accountability and improve organizational design Motivate the organization's talent, including... View Details
  • April 1994 (Revised August 1996)
  • Case

American Express (A)

By: Jay W. Lorsch
In January 1993, the American Express board met to decide who would succeed James D. Robinson, III as chairman and CEO. The board needed to act in the spotlight of intense media and investor scrutiny, and after leaks had revealed that there was a conflict among the... View Details
Keywords: Decision Making; Corporate Governance; Resignation and Termination; Leadership; Management Succession; Performance Evaluation
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Lorsch, Jay W. "American Express (A)." Harvard Business School Case 494-093, April 1994. (Revised August 1996.)
  • 19 May 2020
  • Blog Post

The Aspen Fellowship: MBA Student Launches Program Supporting Black Undergrads

Introducing The Aspen Fellowship, a 6-week program helping black undergrad students build the skills they need to jumpstart their careers. Brian Hollins (MBA 2021) is building the Aspen Fellowship, a 6-week program that provides black... View Details
  • February 2022
  • Case

Toraya

By: Lauren Cohen and Akiko Kanno
Mitsuharu Kurokawa was the 18th generation leader of a family firm that produced and sold premium Japanese sweets, Toraya Confectionery Co., Ltd. He had succeeded the business from his father, Mitsuhiro Kurokawa who had led the firm for thirty years. Mitsuharu was... View Details
Keywords: Branding; Luxury Brand; Succession; Family Business; Management Succession; Brands and Branding; Luxury; Marketing; Expansion; Globalization; Innovation and Invention; Customer Satisfaction; Food and Beverage Industry; Retail Industry; Japan
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Cohen, Lauren, and Akiko Kanno. "Toraya." Harvard Business School Case 222-068, February 2022.
  • 16 Feb 2024
  • Research & Ideas

Is Your Workplace Biased Against Introverts?

aspects of it,” he says. Checking the passion bias at work The tendency to define passion by how it’s expressed is human nature. But there are steps that employees and managers alike can take to rein in this hidden bias and spread credit... View Details
Keywords: by Ben Rand
  • June 2019
  • Case

Mercedes and the Relaunch of Maybach: Reviving a Heritage Automobile Brand

By: Anat Keinan, Klaus Heine, Marie-Cecile Cervellon and Sandrine Crener
The case traces the growth of Maybach from its origins as a pioneer in car manufacturing to its relaunch by parent company Mercedes Benz AG (now Daimler AG). It covers the relaunch strategy implemented by the German car manufacturer and examines the challenges of... View Details
Keywords: Heritage Brand; Relaunch; Brands and Branding; Luxury; Product Launch; Strategy; Auto Industry
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Keinan, Anat, Klaus Heine, Marie-Cecile Cervellon, and Sandrine Crener. "Mercedes and the Relaunch of Maybach: Reviving a Heritage Automobile Brand." Harvard Business School Case 519-099, June 2019.
  • Program

Transforming Customer Experiences

inside sales teams, or other functions central to service delivery Executives in marketing, data analysis, or operations management Human resources executives concerned with driving internal service culture While individuals are invited... View Details
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