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Publications

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  • All HBS Web  (650)
    • News  (94)
    • Research  (473)
    • Events  (3)
    • Multimedia  (2)
  • Faculty Publications  (265)

Show Results For

  • All HBS Web  (650)
    • News  (94)
    • Research  (473)
    • Events  (3)
    • Multimedia  (2)
  • Faculty Publications  (265)
← Page 22 of 650 Results →
  • 01 Oct 2002
  • News

Ann M. Fudge

probably not surprised at her subsequent headline-making ascent in corporate America. “I learned how to balance and prioritize early on,” says the Washington, D.C., native, whose unique combination of determination, grace, and integrity... View Details
  • 11 Feb 2014
  • First Look

First Look: February 11

Multinational Corporations, Global Justice and Corporate Responsibility: A Question of Purpose By: Hsieh, Nien-hê Abstract—Do multinational View Details
Keywords: Sean Silverthorne
  • 06 Dec 2010
  • Sharpening Your Skills

Sharpening Your Skills: Doing Business in Emerging Markets

analyzers and advisors, aggregators and distributors, transaction facilitators, and more. A useful starting point for managers is to construct an institutional map to identify institutional voids—which may themselves present business opportunities. Western View Details
  • December 2014 (Revised October 2017)
  • Case

Social Business at Novartis: Arogya Parivar

By: Michael E. Porter, Mark R. Kramer and David Lane
Late in 2013, Novartis CEO Joseph Jimenez was considering whether or how to deepen the company's investment in Arogya Parivar, its profitable program that sold Novartis medicines in rural India while expanding access to medicine and health information to millions of... View Details
Keywords: Shared Value; India; Kenya; Vietnam; Novartis; Arogya Parivar; Social Business; Multinational Firms and Management; Competitive Advantage; Corporate Social Responsibility and Impact; Pharmaceutical Industry; Viet Nam; Kenya; India
Citation
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Porter, Michael E., Mark R. Kramer, and David Lane. "Social Business at Novartis: Arogya Parivar." Harvard Business School Case 715-411, December 2014. (Revised October 2017.)
  • March 2002 (Revised October 2005)
  • Case

Wal-Mart in 2002

By: David B. Yoffie and Yusi Wang
In its first quarter of 2002, Wal-Mart became the largest company on the globe (by sales) and expanded into Japan. Was the giant retailer unstoppable? This case explores Wal-Mart's top issues in fueling top- and bottom-line growth: diversification into groceries, new... View Details
Keywords: Diversification; Expansion; Multinational Firms and Management; Corporate Strategy; Global Strategy; Retail Industry; Japan; United States
Citation
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Yoffie, David B., and Yusi Wang. "Wal-Mart in 2002." Harvard Business School Case 702-466, March 2002. (Revised October 2005.)
  • 01 Apr 1998
  • News

Short Takes

should examine the issue of product architecture. Careful attention to modularity and intermodule coupling can dramatically lower the cost of change. Chinese Corporate Culture As China moves from a planned to a market-oriented economy,... View Details
Keywords: Garry Emmons and Caroline Chauncey
  • 26 Jun 2007
  • First Look

First Look: June 26, 2007

increases US investors' equity FPI holdings by 21%, controlling for effects on FDI. This suggests that the residual tax on foreign multinational firm earnings biases capital flows to low corporate tax... View Details
Keywords: Martha Lagace
  • 01 Oct 1998
  • News

A Career to Smile About

Foods, joined Colgate in 1988 as head of its Far East and Canada operations. "How do you take an idea or product that may work in Latin America and introduce it into Asia or Africa, instantaneously? All multinationals are working on this... View Details
Keywords: Dun Gifford, Jr.
  • 23 Oct 2012
  • First Look

First Look: October 23

several concrete managerial prescriptions for the selection problem based on this trade-off. Finally, we demonstrate the value of our framework in a case study that considers air traffic management. Ethnic Innovation and U.S. View Details
Keywords: Sean Silverthorne
  • 16 May 2018
  • Research & Ideas

How Companies Managed Risk (and Even Benefitted) in World War Internment Camps

Prisoners were housed in old stone barracks and newly constructed huts made of corrugated iron. The researchers examined the corporate archives of three German multinationals that employed the largest number... View Details
Keywords: by Julia Hanna; Manufacturing
  • 06 Oct 2009
  • First Look

First Look: October 6

  PublicationsDoes Foreign Direct Investment Promote Growth? Exploring the Role of Financial Markets on Linkages Authors:Laura Alfaro, Sebnem Kalemli-Ozcan, Areendam Chanda, and Selin Sayek Publication:Journal of Development Economic (forthcoming) Abstract Do View Details
Keywords: Martha Lagace
  • 01 Dec 2003
  • News

HIV/AIDS and Business

social and financial cost of inaction is so high that standing by is not an option, particularly for multinational corporations doing business in countries with high infection rates. “AIDS places a dramatic... View Details
Keywords: Colleges, Universities, and Professional Schools; Educational Services; Health, Social Assistance
  • 01 Oct 1997
  • News

Patricia ("Tosh") Rapoport Barron

Equanimity has been the hallmark of Tosh Barron's life, one filled with precipitous moments and tests of character that might have overwhelmed a lesser person. From her quiet, comfortable office at Xerox Corporation headquarters in... View Details
Keywords: Nancy O. Perry
  • 21 Aug 2012
  • First Look

First Look: August 21

  PublicationsThe Size and Composition of Corporate Headquarters in Multinational Companies: Empirical Evidence Authors:David Collis, David Young, and Michael Goold Publication:Journal of International... View Details
Keywords: Sean Silverthorne
  • 01 Jan 2008
  • News

Anand G. Mahindra, MBA 1981

Mahindra in 1991. Anand Mahindra has been leading M&M’s charge into the ranks of the world’s global corporations ever since. Established in 1945, Mahindra & Mahindra Ltd. (M&M), named after one of India’s best-known business families, got... View Details
  • 22 Jul 2002
  • Research & Ideas

How Business Strategy Tamed the “Invisible Hand”

for the decade after World War II because wartime destruction led to excess demand, which limited competition as firms rushed to expand capacity. Given the enormous job of rebuilding Europe and much of Asia, it was not until the late 1950s and 1960s that many large... View Details
Keywords: by Pankaj Ghemawat
  • 16 Sep 2014
  • First Look

First Look: September 16

recognized as providing an important dimension in international business studies. Much of this historical work has focused on mapping historical growth patterns of multinationals and exploring the determinants of their growth. However,... View Details
Keywords: Sean Silverthorne
  • 26 Jan 2010
  • First Look

First Look: Jan. 26

integrating the latest research about the interplay between human behavior, societal needs, and regulatory institutions. The book concludes by setting out a potential research agenda for the social sciences. Creating Value through View Details
Keywords: Martha Lagace
  • 20 Sep 2004
  • Research & Ideas

How Consumers Value Global Brands

warming, but they expect multinational giants like BP and Shell to do so. Similarly, people may turn a blind eye when local companies take advantage of employees, but they won't stand for transnational players like Nike and Polo adopting... View Details
Keywords: by Douglas B. Holt, John A. Quelch & Earl L. Taylor
  • 02 Aug 2006
  • Research & Ideas

Investor Protection: The Czech Experience

Protection in a Converging World," the expropriation and its aftermath "illustrate the interaction of property and contract rights in a global setting, how corporate control is shaped by geography, and how View Details
Keywords: by Martha Lagace; Media & Broadcasting; Entertainment & Recreation
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