Publications
Publications
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(5,903)
- Faculty Publications (953)
- Article
Culture Is Not the Culprit: When Organizations Are in Crisis, It's Usually Because the Business Is Broken
By: Jay W. Lorsch and Emily McTague
When organizations get into big trouble, fixing the culture is usually the prescription. That's what most everyone said GM needed to do after its recall crisis in 2014—and ever since, CEO Mary Barra has been focusing on creating "the right environment" to promote... View Details
- March 2016 (Revised January 2023)
- Teaching Note
Carla Ann Harris at Morgan Stanley
This case follows Carla Ann Harris, an African-American executive on Wall Street, from her childhood to the eve of her 20th year at Morgan Stanley. In addition to her professional identity as an investment banker, Harris is also an accomplished gospel singer, an... View Details
- Article
Representative Democracy and the Implementation of Majority-Preferred Alternatives
In this paper, we contrast direct and representative democracy. In a direct democracy, individuals have the opportunity to vote over the alternatives in every choice problem the population faces. In a representative democracy, the population commits to a candidate ex... View Details
- February 2016 (Revised July 2017)
- Case
A Nation Divided: The United States and the Challenge of Secession
By: David Moss and Marc Campasano
Americans elected Abraham Lincoln as the nation's first Republican president in November of 1860. Northern political leaders had formed the Republican Party only a few years before, in large measure to combat the spread of slavery. Southerners had long been wary of... View Details
- January 2016 (Revised March 2016)
- Case
Whither the Weather (Company): Forecasting 2016
By: Rosabeth Moss Kanter and Jonathan Cohen
CEO David Kenny led the transformation of the Weather Company from a television business to a Big Data technology company from 2012 until 2016, when IBM acquired its digital assets. This case discusses major decisions taken by Kenny starting in 2014 as he sought to... View Details
- January 2016 (Revised March 2016)
- Case
HNA Group: Global Excellence with Chinese Characteristics
By: William C. Kirby, F. Warren McFarlan and Joycelyn W. Eby
By 2015, the HNA Group had grown from its roots as Hainan Airlines, a small airline founded in 1993 into a global conglomerate that ranked #464 in the Global 500. Much of this success it had achieved by cross-industry expansion within China, but since 2008, it had... View Details
- January 2016
- Case
Open Innovation at Fujitsu (A)
By: Amy C. Edmondson and Jean-François Harvey
This case study examines the open innovation journey at Fujitsu, a global information and communication technology company. The case ends with the location decision between Tokyo, Japan, downtown San Francisco or Sunnyvale, California, regarding establishing a small... View Details
Keywords: Open Innovation; Collaboration; Culture Change; Leadership; Japan; United States; Inter-organizational Relationships; Teaming; Maker Movement; Nascent Industries; Change Management; Leading Change; Organizational Culture; Emerging Markets; Collaborative Innovation and Invention; Information Technology Industry; Technology Industry; Sunnyvale; Tokyo; San Francisco
- January 2016 (Revised November 2019)
- Case
Blackstone at Age 30
By: Josh Lerner, John D. Dionne and Amram Migdal
Since its IPO in 2007 and following the global financial crisis, Blackstone largely outpaced its alternative investment firm peers in assets under management, new business launches, profitability, and market capitalization. Under the leadership of Stephen A.... View Details
- December 2015
- Article
Entrepreneurial Imagination and a Demand and Supply-side Perspective on the MNE and Cross-border Organization
By: Geoffrey Jones and Christos Pitelis
This article explores the role of entrepreneurial imagination on the international expansion of multinational enterprises. The focus is on supply- and demand-side factors that help explicate cross-border expansion. The article explores how appropriability-informed and... View Details
- December 2015
- Case
Negotiating the Path of Abraham, 2015 Progress and Challenges
The Abraham Path board reviews the last five years and seeks to frame and act on its major strategic, negotiating, and operational challenges going forward. The Abraham Path Initiative seeks to revitalize a route of Middle East cultural tourism following Abraham's path... View Details
- November 2015 (Revised August 2016)
- Case
Unilever's New Global Strategy: Competing through Sustainability
In January 2009, when Paul Polman was appointed CEO of Unilever, he inherited a company in long-term decline at the beginning of a major global financial crisis. As the first outsider ever recruited to lead the company, Polman lost little time in challenging the... View Details
- November 2015 (Revised January 2016)
- Teaching Note
McDonald's Corporation: Managing a Sustainable Supply Chain—From Amazon Soya to Cage Free Eggs
This case provides an opportunity for students to consider how large, multinational corporations should respond when targeted by activists regarding environmental and social concerns in their supply chains. Greenpeace targeted McDonald's because its chicken supplier... View Details
- 2015
- Chapter
Consuming Brands
By: Jill Avery and Anat Keinan
Traditional definitions of branding often underestimate the value a brand has for infusing a choice situation with meaning. This chapter explores how people consume brands and presents three perspectives on the meaning of brands that have diverse theoretical roots in... View Details
- October 2015 (Revised September 2016)
- Case
The Transformation of Mudo
By: Anthony J. Mayo, Esel Çekin and Çiğdem Çelik
After 16 years in management consulting, Barış Karakullukçu left to become the CEO of Mudo in 2012, one of the best-known names in Turkey's retail industry. She was tasked with leading Mudo's transition from a family business to a more institutionalized, corporate... View Details
Keywords: Leadership; Management Challenges; Emerging Market; Retail; Second-generation; Operational Efficiency; Performance Management; Corporate Culture; Growth; Leading Change; Family Business; Organizational Culture; Emerging Markets; Family Ownership; Transformation; Performance Improvement; Growth and Development Strategy; Retail Industry; Turkey
- October 2015 (Revised November 2024)
- Case
A Challenger's Strategy: Pinar Abay at ING Bank Turkey
By: Paul Healy, Gautam Mukunda and Esel Çekin
In 2013, Pinar Abay was appointed as the CEO of ING Bank Turkey. At 34, she was the youngest bank CEO in Turkey's history. Her appointment raised eyebrows because of her youth and because her career at McKinsey had given her no day-to-day bank management experience.... View Details
Keywords: Challenger's Strategy; Culture; Innovation; Performance Management; Talent Acquisition; Differentiation; Growth; Emerging Country; Banking; Digital Banking; Alternative Channels; Leadership; Change Management; Talent and Talent Management; Organizational Culture; Emerging Markets; Transformation; Banks and Banking; Innovation and Invention; Growth and Development Strategy; Banking Industry; Turkey
- Article
Men as Cultural Ideals: Cultural Values Moderate Gender Stereotype Content.
By: Amy Cuddy, Elizabeth Baily Wolf, Peter Glick, Susan Crotty, Jihye Chong and Michael I. Norton
Four studies tested whether cultural values moderate the content of gender stereotypes, such that male stereotypes more closely align with core cultural values (specifically, individualism vs. collectivism) than do female stereotypes. In Studies 1 and 2, using... View Details
- October 2015
- Case
A Challenger's Strategy: Pinar Abay at ING Bank Turkey
By: Paul M. Healy, Gautam Mukunda and Esel Çekin
In 2013, Pinar Abay was appointed as the CEO of ING Bank Turkey. At 34, she was the youngest bank CEO in Turkey's history. Her appointment raised eyebrows because of her youth and because her career at McKinsey had given her no day-to-day bank management experience.... View Details
- September 2015 (Revised February 2017)
- Case
MOD Pizza: A Winning Recipe?
By: Boris Groysberg, John D. Vaughan and Matthew Preble
Scott and Ally Svenson, the founders of MOD Pizza, had to make a number of decisions in planning how to scale their small company. They wanted to grow MOD from 45 stores as of May 2015 to 200 stores by the end of 2016, and while the two believed that MOD could manage... View Details
- Article
The Organizational Apology: A Step-by-Step Guide
By: Maurice E. Schweitzer, Alison Wood Brooks and Adam D. Galinsky
At some point, every company makes a mistake that requires an apology—to an individual; a group of customers, employees, or business partners; or the public at large. And more often than not, companies and their leaders fail to apologize effectively, if at all, which... View Details
- August 2015 (Revised May 2016)
- Case
Riot Games: Can Culture Survive Growth?
By: Boris Groysberg and Michael Norris
In 2015, Riot Games, the maker of the top PC game League of Legends, considers its growth strategy as it moves into a new campus in Los Angeles. View Details