Publications
Publications
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- All HBS Web
(5,557)
- Faculty Publications (490)
- 2006
- Working Paper
On the Origin of Shared Beliefs (and Corporate Culture)
This paper shows why members of an organization often share similar beliefs. I argue that there are two mechanisms. First, when performance depends on making correct decisions, people prefer to work with others who share their beliefs and assumptions, since such... View Details
- 2005
- Working Paper
Silent Saboteurs: How Implicit Theories of Voice Inhibit the Upward Flow of Knowledge in Organizations
By: James R. Detert and Amy C. Edmondson
This article examines, in a series of three studies, how people working in organizational hierarchies wrestle with the challenge of upward voice. We first undertook in-depth exploratory research in a knowledge-intensive multinational corporation in which employee input... View Details
- August 2005 (Revised August 2006)
- Exercise
People Management
By: Boris Groysberg and David Lane
Highlights critical gaps between research and practice in the field of strategic human resources management. Also, aims to debunk some myths and preconceptions that general managers bring to their HR decisions. Before class, participants fill out a true-or-false... View Details
- June 2005 (Revised March 2017)
- Teaching Note
Siebel Systems: Organizing for the Customer
By: Robert Simons
Teaching Note to (103-014). The Siebel Systems case describes the unusual accountability and organizing choices made by managers of a successful, rapidly growing software development company. The case is set in 2002, but details the critical decisions made by founder... View Details
- Article
Why Do People Give?: New Evidence and Strategies for Nonprofit Managers
By: David M. Van Slyke and Arthur C. Brooks
- December 2004 (Revised August 2005)
- Exercise
Orientation to the Public Image Assessment Exercise
By: Robin J. Ely
The Public Image Assessment exercise acquaints students with the ideal images they hold of themselves, the actions they engage in to convey these images, and the benefits and costs of these behaviors to themselves and to others. Social psychologists call this process... View Details
- September 20, 2004
- Comment
How Consumers Value Global Brands
By: Douglas Holt, John A. Quelch and Earl L. Taylor
In 2002, we carried out a two-stage research project in partnership with the market research company Research International/USA to find out how consumers in different countries value global brands. First, we conducted a qualitative study in forty-one countries to... View Details
- April 2004 (Revised May 2005)
- Case
Confronting a Necessary Evil: The Firing of Alex Robins (A)
A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. View Details
- 2004
- Book
Birth of a Salesman: The Transformation of Selling in America
This book chronicles the remarkable metamorphosis of the American salesman from itinerant amateur to trained expert. From the mid-nineteenth century to the eve of World War II, the development of sales management transformed an economy populated by peddlers and... View Details
- February 2004 (Revised May 2005)
- Supplement
Confronting a Necessary Evil: The Firing of Alex Robins (B)
A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. View Details
Keywords: Resignation and Termination
- February 2004 (Revised April 2005)
- Exercise
Necessary Evils: A Diagnostic Exercise
By: Joshua D. Margolis and Andrew Molinsky
Central to the work of leaders and professionals are tasks that entail harming one party to deliver benefits or advance valued and worthy goals. Sometimes a person must, as part of his or her job, perform an act that causes emotional, material, or physical harm to... View Details
- January 2004
- Supplement
Jack Welch General Electric-The People Factory at work: Picking My Successor at GE
By: Joseph L. Bower
Jack Welch describes the process by which Jeff Immelt was chosen. In doing so, he describes General Electric's People Factory. View Details
- November 2003 (Revised March 2004)
- Case
Dewberry Capital
In 2003, key executives of Dewberry Capital, a fast-growing, Atlanta-based real estate company, are evaluating their growth strategy and the resultant organizational issues. John Dewberry, the entrepreneurial founder of the firm, has developed a portfolio of... View Details
- November 2003 (Revised March 2004)
- Supplement
GE's Talent Machine: The Making of a CEO
CEO Jeff Immelt, ex-CEO Jack Welch, and HR Chief Bill Conaty discuss how GE has made talent development a source of sustainable competitive advantage. Immelt describes GE's deeply embedded philosophy around its people and how it has allowed the company to add value... View Details
- September 2003 (Revised November 2005)
- Case
Best Buy Co., Inc. (A): An Innovator's Journey
By: Dorothy A. Leonard and Brian DeLacey
The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as... View Details
- June 2003 (Revised April 2004)
- Case
Mercy Corps: Global Social Entrepreneurship (A)
By: Christopher A. Bartlett and Daniel F. Curran
Neal Keny-Guyer, CEO of Mercy Corps International, built his organization by following the advice of Theodore Roosevelt: "Be smart enough to hire good people and have sense enough to get out of their way." For eight years, Keny-Guyer helped Mercy Corps grow in size and... View Details
- April 2003 (Revised October 2003)
- Background Note
Diasporas: Causes and Effects
By: Tarun Khanna and Paula Campbell
Articulates a simple supply-demand framework to understand why people immigrate and focuses attention on the specialized cross-border intermediaries that facilitate such movement. Analyzes a series of important effects, primarily economic, of the diaspora communities... View Details
- February 2003 (Revised August 2004)
- Case
Flextronics: Deciding on a Shop Floor System for Producing the Microsoft Xbox
By: Jeffrey T. Polzer and Alison Berkley Wagonfeld
Jim McCusker must guide a group decision-making process aimed at getting input and buy-in from key people in California, Mexico, and Austria to choose a shop floor IT system for Flextronics. McCusker is Flextronics' account manager for the Microsoft Xbox project.... View Details
- January 2003 (Revised October 2003)
- Case
Satera Team at Imatron Systems, Inc. (A), The
By: Teresa M. Amabile and Elizabeth Schatzel
Escalating conflict has erupted within the Satera product development team, resulting from the conflicting cognitive styles of the two senior mechanical engineers. The conflict has taken a toll on both project progress and team morale, endangering one of the most... View Details
- January 2003 (Revised January 2007)
- Case
Guide Dogs for the Blind Association
By: Allen S. Grossman, Jane Wei-Skillern and Kristin Lieb
In 2002, Guide Dogs for the Blind Association, the recognized world leader in the breeding and training of guide dogs, was in the midst of broadening its reach and providing additional mobility services. Chief Executive Geraldine Peacock was concerned that systemic... View Details