Publications
Publications
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- All HBS Web
(4,495)
- Faculty Publications (1,542)
- January 2017
- Case
Where Should Pat Gelsinger's Time Go?
By: Raffaella Sadun
Pat Gelsinger, CEO of VMware, is deciding how to structure the firm presence in cloud computing. He can pursue the opportunity in multiple ways: doubling down the investments in an internal and nascent cloud offering, partnering with established third parties, or... View Details
- December 2016
- Background Note
Reaching Beyond Your Organization: Empowering Innovation
By: William R. Kerr
Forward-thinking established companies utilize new routes for external innovation with start-ups and crowds. The reading reviews strategic partnerships, strategic investments, strategic acquisitions, and crowd-based collaborations. Case examples include Google, SK... View Details
- 2016
- Working Paper
Foreign Competition and Domestic Innovation: Evidence from U.S. Patents
By: David Autor, David Dorn, Gordon H. Hanson, Pian Shu and Gary Pisano
Manufacturing is the locus of U.S. innovation, accounting for more than three quarters of U.S. corporate patents. The rise of import competition from China has represented a major competitive shock to the sector, which in theory could benefit or stifle innovation. In... View Details
- November 2016 (Revised December 2020)
- Case
Canada Mortgage and Housing Corporation in Motion
By: Boris Groysberg and Sarah L. Abbott
Evan Siddall, newly appointed CEO of Canada Mortgage Housing Corporation, a governmental organization focused on the residential housing market, is charged with leading change at the organization. The case follows this process of change step by step and looks at the... View Details
Keywords: Leadership, Personal Strategy ＆ Style; Government Organizations; Performance Management; Organizational Change And Transformation; Culture; Leading Change; Change; Organizational Change and Adaptation; Organizational Culture; Performance Evaluation; Government Administration; Risk Management; Restructuring; Leadership; Performance; Change Management; Financial Services Industry; Canada
- November 2016
- Case
Jollibee Foods Corporation
By: Boris Groysberg and Katherine Connolly
When Tony Tan Caktiong stepped down as president and CEO of Jollibee Foods Corporation (JFC) in mid-2014, Ernesto Tanmantiong, his younger brother, succeeded him. In 2016, the brothers were working together to realize the company’s vision of making JFC a truly... View Details
Keywords: Values; Vision; Fast Food; Values and Beliefs; Goals and Objectives; Expansion; Philippines
- November–December 2016
- Article
The Impact of Patent Wars on Firm Strategy: Evidence from the Global Smartphone Industry
By: Yongwook Paik and Feng Zhu
Strategy scholars have documented in various empirical settings that firms seek and leverage stronger institutions to mitigate hazards and gain competitive advantage. In this paper, we argue that such “institution-seeking” behavior may not be confined to the pursuit of... View Details
- October 2016 (Revised October 2017)
- Case
Misaki Capital and Sangetsu Corporation
By: Ian Gow, Charles C.Y. Wang, Naoko Jinjo and Nobuo Sato
Japan’s corporate culture has traditionally prioritized the interests of stakeholders such as customers, employees, and suppliers over those of shareholders. After a decades-long economic slump, Japan’s government has revitalized efforts to improve corporate governance... View Details
- 2016
- Working Paper
Alternative Paths of Green Entrepreneurship: The Environmental Legacies of The North Face's Doug Tompkins and Patagonia's Yvon Chouinard
By: Geoffrey Jones and Ben Gettinger
This working paper examines the impact of two entrepreneurs who offered alternative paths to reach their shared goal of a more sustainable world. Yvon Chouinard and Doug Tompkins were respective founders of the prominent outdoor apparel brands Patagonia and The North... View Details
- October 2016 (Revised November 2016)
- Case
DO & CO: Gourmet Entertainment
By: Juan Alcácer and Esel Çekin
This case is about a global catering, restaurant, and hospitality company, DO & CO, growing geographically with its existing businesses while also adding new brands to its portfolio. The company had $1 billion in revenues in 2015 from its three divisions: airline... View Details
Keywords: Strategy; International Expansion; Operational Constraints; Three-dimensional Growth; Value-added Approach; Brand Acquisition; Airline Catering; Airline Industry; Event Catering; Hospitality; Profitable Growth; Team Management; Competition; Talent and Talent Management; Corporate Strategy; Operations; Brands and Branding; Value Creation; Globalized Firms and Management; Expansion; Acquisition; Growth and Development Strategy; Food and Beverage Industry; Air Transportation Industry; Service Industry
- 2016
- Working Paper
Patent Disclosures and Standard-Setting
By: Josh Lerner, Haris Tabakovic and Jean Tirole
A key role of standard setting organizations (SSOs) is to aggregate information on relevant intellectual property (IP) claims before deciding on a standard. This article explores the firms’ strategies in response to IP disclosure requirements—in particular, the choice... View Details
- October 2016
- Case
La-Z-Boy (A)
By: Joseph B. Fuller and Natalie Kindred
Kurt Darrow, CEO of La-Z-Boy furniture, must decide whether to continue an overhaul of the company's strategy in the face of a collapse in demand during the great recession. Having pared back La-Z-Boy's portfolio of brands and manufacturing network, he intends to... View Details
Keywords: Retail; Manufacturing; Organizational Transformations; Reorganization; Furniture Industry; Corporate Strategy; Home Fashion; Turnaround; Portfolio Rationalization; Globalization Of Supply Chain; Brand Repositioning; Business Growth and Maturation; Brands and Branding; Competitive Strategy; Vertical Integration; Retail Industry; Manufacturing Industry; Consumer Products Industry; United States
- 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
- September 2016 (Revised February 2019)
- Case
KaBOOM!: Play at Scale (A)
By: V. Kasturi Rangan and Sarah Appleby
A case on scaling social impact for nonprofits. Founded in 1995, KaBOOM! quickly became a nationally recognized nonprofit in building playgrounds with strong corporate partnerships and volunteer-organizing capabilities. Over the years, KaBOOM! developed new programs,... View Details
- September 2016 (Revised October 2017)
- Case
KaBOOM!: Play at Scale (Abridged)
By: V. Kasturi Rangan and Sarah Appleby
A case on scaling social impact for nonprofits. Founded in 1995, KaBOOM! quickly became a nationally recognized nonprofit in building playgrounds with strong corporate partnerships and volunteer-organizing capabilities. Over the years, KaBOOM! developed new programs,... View Details
- September 2016 (Revised February 2017)
- Case
MyTime
By: Juliane Begenau and Robin Greenwood
Ethan Anderson, the CEO of San Francisco–based e-commerce company MyTime, must decide on the company's growth strategy. MyTime’s first product was a website and mobile app that offered consumers a convenient way to book appointments with local merchants throughout the... View Details
- 2018
- Working Paper
Bank Risk-Taking and the Real Economy: Evidence from the Housing Boom and Its Aftermath
By: Antonio Falato, Giovanni Favara and David Scharfstein
The short-termism of lenders amplifies boom-bust credit cycles, leading in turn to real costs for the aggregate economy. During the U.S. housing credit boom, publicly-traded banks increased mortgage lending activity and relaxed standards much more than privately-held... View Details
- September 2016
- Case
Financial Services at Falabella (A)
By: C. Fritz Foley and Agustin M. Hurtado
In 2010, the board and senior management team of Falabella, a leading retailer with operations throughout Latin America, faced choices about what to do with its financial services division. More than 4.5 million customers had CMR credit cards that could be used in... View Details
- September 2016
- Supplement
Financial Services at Falabella (B)
By: C. Fritz Foley and Agustin M. Hurtado
Supplements the (A) case and provides an update describing choices Falabella made. View Details
- September–October 2016
- Article
Growing New Corporate Businesses: From Initiation to Graduation
By: Sebastian Raisch and Michael Tushman
Large companies initiate many new businesses, but few of them reach scale. The ambidexterity literature describes how companies create exploratory businesses, but says little about how they subsequently scale these businesses. The strategy literature uses real option... View Details
- September 2016
- Article
Monitoring Global Supply Chains
By: Jodi L. Short, Michael W. Toffel and Andrea R. Hugill
Firms seeking to avoid reputational spillovers that can arise from dangerous, illegal, and unethical behavior at supply chain factories are increasingly relying on private social auditors to provide strategic information about suppliers' conduct. But little is known... View Details