Publications
Publications
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- All HBS Web
(8,103)
- Faculty Publications (750)
- 2011
- Chapter
Cognitive, Affective, and Special-interest Barriers to Policy Making
By: Lisa L. Shu, Chia-Jung Tsay and Max Bazerman
- September 2011
- Module Note
Orientation to Leadership Intelligence Days, 2011
By: Joshua D. Margolis and Anthony J. Mayo
Julie Bornstein, senior vice president of Sephora Direct, is seeking to double her budget for social media and other digital marketing initiatives for 2011. A number of digital efforts implemented in the past two years seem to be bearing fruit and there is a desire to... View Details
- 2011
- Book
Getting to Giving: Fundraising the Entrepreneurial Way
By: Howard H. Stevenson and Shirley M. Spence
Getting to Giving is based on Stevenson's many years as a donor, fundraiser and entrepreneur. The book offers practical techniques and real life stories, and brings passion and humor to the art and science of asking for money. Topics included in the book... View Details
- June 2011 (Revised June 2012)
- Case
Sephora Direct: Investing in Social Media, Video, and Mobile
By: Elie Ofek and Alison Berkley Wagonfeld
Julie Bornstein, senior vice president of Sephora Direct, is seeking to double her budget for social media and other digital marketing initiatives for 2011. A number of digital efforts implemented in the past two years seem to be bearing fruit and there is a desire to... View Details
- June 2011
- Case
Shelley Capital and the Hedge Fund Secondary Market
By: Luis Viceira, Elena Corsi and Ruth Dittrich
An advisory company has to decide how to sell their client's hedge fund holdings in the secondary market, and thinks about their future. Shelley Capital was a a European advisory company operating in the hedge fund secondary market, a market that boosted in 2008 with... View Details
- June 28, 2011
- Article
Using Implementation Intentions Prompts to Enhance Influenza Vaccination Rates
By: Katherine L Milkman, John Beshears, James J. Choi, David Laibson and Brigitte C. Madrian
We evaluate the results of a field experiment designed to measure the effect of prompts to form implementation intentions on realized behavioral outcomes. The outcome of interest is influenza vaccination receipt at free on-site clinics offered by a large firm to its... View Details
- Article
Naivete and Cynicism in Negotiations and Other Competitive Contexts
By: Chia-Jung Tsay, Lisa L. Shu and Max H. Bazerman
A wealth of literature documents how the common failure to think about the self-interests of others contributes to suboptimal outcomes. Yet sometimes, an excess of cynicism appears to lead us to over-think the actions of others and make negative attributions about... View Details
- May 2011 (Revised March 2013)
- Background Note
Location Choice for New Ventures: Cities
By: William R. Kerr and Ramana Nanda
Location choice is a critical decision for entrepreneurs. This note explores how entrepreneurs should think about different city options through a systematic framework that encompasses professional and personal issues. We use the intellectual frameworks of the cluster... View Details
- May 2011 (Revised March 2012)
- Case
Nanda Home: Preparing for Life after Clocky
By: Elie Ofek and Jill Avery
Gauri Nanda, the inventor of Clocky, the alarm clock that rolls off the bed stand and forces its owner to find it, has to make critical decisions regarding the future of her nascent company. As sales of Clocky show signs of declining, she must decide whether to... View Details
- May 2011
- Article
Effective Managers Say the Same Thing Twice (or More)
By: Tsedal Neeley and Paul Leonardi
How do effective managers get employees to act promptly? New research suggests that it's by making their requests at least twice. Though you may think redundancy is unnecessary and even a waste of time, a new study indicates that it helps your message cut through... View Details
- May 2011
- Article
Think Customers Hate Waiting? Not So Fast...
By: Ryan W. Buell and Michael I. Norton
Managers typically look for ways to reduce wait time to increase customer satisfaction. New research suggests there's a better approach: showing customers a representation of the effort, whether literal or not, being expended on their behalf while they wait. (The... View Details
- April 2011
- Article
Ethical Breakdowns: Good People often Let Bad Things Happen. Why?
By: Max H. Bazerman and Ann E. Tenbrunsel
Companies are spending a great deal of time and money to install codes of ethics, ethics training, compliance programs, and in-house watchdogs. If these efforts worked, the money would be well spent. But unethical behavior appears to be on the rise. The authors observe... View Details
- Article
Putting the 'Relationship' Back into CRM
By: Susan Fournier and Jill Avery
Many managers think that the way to capture value through relationship marketing is to focus on the 'good' customers and get rid of the 'bad' ones. But there is a lot more to best practice relationship management than maximizing revenues on individual customers and... View Details
- April 2011
- Article
Strategies for Learning from Failure
By: Amy C. Edmondson
Many executives believe that all failure is bad (although it usually provides lessons)--and that learning from it is pretty straightforward. The author, a professor at Harvard Business School, thinks both beliefs are misguided. In organizational life, she says, some... View Details
- April 2011
- Article
The Emotional Impact and Behavioral Consequences of Post-M&A Integration: An Ethnographic Case Study in the Software Industry
By: David Ager
This ethnographic case study has focused in depth on one type of acquisition, that of two small, young firms (each with less than 2,000 employees and less than ten years in operation) acquired by one company in the software development industry based in the United... View Details
- 2011
- Book
Blind Spots: Why We Fail to Do What's Right and What to Do about It
By: Max H. Bazerman and Ann E. Tenbrunsel
When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability... View Details
- March 2011
- Article
Zoom In, Zoom Out
Zoom buttons on digital devices let us examine images from many viewpoints. They also provide an apt metaphor for modes of strategic thinking. Some people prefer to see things up close, others from afar. Both perspectives have virtues. But they should not be fixed... View Details
- February 2011
- Case
Stanley Black & Decker, Inc.
This case allows instructors to explore shareholder value creation and transfer opportunities in merger and acquisition transactions. It also invites an examination of corporate governance issues surrounding CEO compensation. This case is quite brief (a total of 4... View Details
- Article
From Thinking Too Little to Thinking Too Much: A Continuum of Decision Making.
By: Dan Ariely and Michael I. Norton
Due to the sheer number and variety of decisions that people make in their everyday lives-from choosing yogurts to choosing religions to choosing spouses-research in judgment and decision making has taken many forms. We suggest, however, that much of this research has... View Details
- 2011
- Working Paper
How Foundations Think: The Ford Foundation as a Dominating Institution in the Field of American Business Schools
By: Rakesh Khurana, Kenneth Kimura and Marion Fourcade
The question of institutional change has become central to organizational research (Powell, 2008). Recent scholarship has demonstrated, often through carefully researched cases, that institutions can and sometimes do change. According to this research, there are two... View Details