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- All HBS Web
(1,814)
- People (1)
- News (356)
- Research (1,036)
- Multimedia (10)
- Faculty Publications (553)
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- February 1991 (Revised July 1993)
- Case
Cultural Change at Nissan Motors
By: John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Leadership; Behavior; Governing Rules, Regulations, and Reforms; Change Management; Management; Auto Industry; Manufacturing Industry
Kotter, John P. "Cultural Change at Nissan Motors." Harvard Business School Case 491-079, February 1991. (Revised July 1993.)
- February 2012
- Case
Henkel: Building a Winning Culture
By: Robert Simons and Natalie Kindred
This case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was... View Details
Keywords: Performance Measurement; Performance Appraisals; Human Resource Management; Values; Organizational Transformations; Pay For Performance; Strategy Execution; Values and Beliefs; Work-Life Balance; Organizational Culture; Human Resources; Performance Evaluation; Compensation and Benefits
Simons, Robert, and Natalie Kindred. "Henkel: Building a Winning Culture." Harvard Business School Case 112-060, February 2012.
- 2002
- Case
3M Corporation
By: Vijay Govindarajan and Julie Lang
3M's strategy was rooted in innovation. 3M's 30 Percent Rule, where 30 percent of revenues must come from products introduced in the last four years, clarifies and drives its innovation mentality. Selected policies and philosophies helped to institutionalize a... View Details
- 12 Aug 2009
- Working Paper Summaries
Culture Clash: The Costs and Benefits of Homogeneity
Keywords: by Eric J. Van den Steen
- 14 May 2018
- Research & Ideas
Amazon vs. Whole Foods: When Cultures Collide
bad guy" Harvard Business School professors Dennis Campbell and Tatiana Sandino took notice, suspecting a clash of corporate cultures was at work. Their forthcoming case study discusses the limits of... View Details
- October 1990 (Revised September 1993)
- Case
Changing the Culture at British Airways
By: John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Problems and Challenges; Customer Relationship Management; Corporate Strategy; Privatization; Air Transportation Industry; United Kingdom
Kotter, John P. "Changing the Culture at British Airways." Harvard Business School Case 491-009, October 1990. (Revised September 1993.)
- February 2007
- Case
IBM Culture in Its Architecture
By: A. Eugene Kohn and Kerry Herman
In 1992, Lou Gerstner was the CEO of IBM during a period where the firm was losing money and a turnaround was desperately needed. In a bold decision, Gerstner chose to build a new headquarters in Armonk, NY that had strict limits on expandability. His idea was to use... View Details
Keywords: Design; Leadership; Job Design and Levels; Organizational Structure; Buildings and Facilities; Business Headquarters; Decisions; Organizational Culture; Corporate Strategy; Expansion; Information Technology Industry; New York (state, US)
Kohn, A. Eugene, and Kerry Herman. "IBM Culture in Its Architecture." Harvard Business School Case 207-026, February 2007.
- January–February 2014
- Article
Can a Strong Culture Be Too Strong?
By: David A. Garvin
The article presents a case study of a business enterprise with high employee turnover that is considering adopting a personnel management innovation, referred to as People Support, involving a group of managers whose role is to listen to and help resolve employees'... View Details
Garvin, David A. "Can a Strong Culture Be Too Strong?" Harvard Business Review 92, nos. 1-2 (January–February 2014): 113–117.
- March 2011 (Revised April 2011)
- Case
BOOKOFF Corporation in 2006
By: Hirotaka Takeuchi and Yoshinori Fujikawa
A visionary founder appoints a former part-time worker and homemaker as his successor in order to keep the corporate culture he created intact. View Details
- 01 Jun 2016
- What Do You Think?
When Business Performance Falters, is Culture Change the Fix?
“ it is not an either/or but a coordinated process.” Art Stewart added, “In my view, culture must now be treated as an integrated strategy and viewed as a core asset for contributing to marketplace value and View Details
Keywords: by James L. Heskett
- November 2007 (Revised March 2008)
- Case
Tyco International: Corporate Governance
By: Rakesh Khurana and James Weber
Examines how Tyco and its board recovered from its corporate scandals. Describes how its CEO and board set out to institute processes, guidelines, and a culture that would make Tyco into a company widely recognized for its world class corporate governance. View Details
Keywords: Crime and Corruption; Corporate Governance; Governing Rules, Regulations, and Reforms; Governing and Advisory Boards; Business Processes; Organizational Culture
Khurana, Rakesh, and James Weber. "Tyco International: Corporate Governance." Harvard Business School Case 408-059, November 2007. (Revised March 2008.)
- March 2011
- Supplement
BOOKOFF Corporation in 2007
By: Hirotaka Takeuchi and Yoshinori Fujikawa
A visionary founder appoints a former part-time worker and homemaker as his successor in order to keep the corporate culture he created intact. View Details
- 2016
- Working Paper
Managers' Cultural Background and Disclosure Attributes
By: Francois Brochet, Gregory S. Miller, Patricia Naranjo and Gwen Yu
We examine how a manager’s ethnic cultural background affects managers’ communication with investors. Using a sample of earnings conference calls transcripts with 26,430 executives from 42 countries, we find that managers from ethnic groups that have a more... View Details
Keywords: Disclosure Tone; Individualism; Conference Calls; Ethnic Group; Management Style; Communication Intention and Meaning; Ethnicity; Corporate Disclosure; Financial Reporting
Brochet, Francois, Gregory S. Miller, Patricia Naranjo, and Gwen Yu. "Managers' Cultural Background and Disclosure Attributes." Harvard Business School Working Paper, No. 17-027, October 2016.
- February 2008 (Revised November 2015)
- Case
Danaher Corporation
By: Bharat Anand, David J. Collis and Sophie Hood
Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the U.S. This case examines the corporate strategy of this diversified, global corporation. It describes the firm's portfolio strategy and the Danaher Business System—a... View Details
Keywords: Business Conglomerates; Global Strategy; Multinational Firms and Management; Growth and Development Strategy; Organizational Culture; Corporate Strategy; Value Creation
Anand, Bharat, David J. Collis, and Sophie Hood. "Danaher Corporation." Harvard Business School Case 708-445, February 2008. (Revised November 2015.)
- December 2012
- Article
What Drives Corporate Social Performance? The Role of Nation-level Institutions
By: Ioannis Ioannou and George Serafeim
Based on Whitley's "National Business Systems" (NBS) institutional framework (Whitley 1997, 1999), we theorize about and empirically investigate the impact of nation-level institutions on firms' corporate social performance (CSP). Using a sample of firms from 42... View Details
Keywords: Environment; Environmental Performance; Corporate Social Responsibility; Sustainability; Institutions; Institutional Theory; Corporate Social Responsibility and Impact; Environmental Sustainability; Corporate Governance
Ioannou, Ioannis, and George Serafeim. "What Drives Corporate Social Performance? The Role of Nation-level Institutions." Journal of International Business Studies 43, no. 9 (December 2012): 834–864.
- March 2009
- Article
Risk Management and Calculative Cultures
By: Anette Mikes
Enterprise risk management (ERM) has recently emerged as a widespread practice in financial institutions. It has been increasingly codified and encrypted into regulatory, corporate governance and organisational management blueprints. A burgeoning literature of... View Details
Keywords: Risk Management; Practice; Banks and Banking; Corporate Governance; Value; Business and Shareholder Relations; Managerial Roles; Culture; Governing Rules, Regulations, and Reforms; Business or Company Management; Financial Services Industry
Mikes, Anette. "Risk Management and Calculative Cultures." Management Accounting Research 20, no. 1 (March 2009): 18–40. (
Winner of David Solomons Prize For the best paper in each annual volume of Management Accounting Research presented by Chartered Institute of Management Accountants
.)- 23 Nov 2021
- Book
What It Takes to Build an Organizational Culture That Wins
including how to lead with passion and how to create an inspirational mission. In this excerpt from the book, Heskett takes on the corporate adage that “culture eats strategy for lunch.” Culture and strategy... View Details
Keywords: by Avery Forman
- October 2010
- Article
Culture Clash: The Costs and Benefits of Homogeneity
This paper develops an economic theory of the costs and benefits of corporate culture-in the sense of shared beliefs and values in order to study the effects of "culture clash" in mergers and acquisitions. I first use a simple analytical framework to show that shared... View Details
Keywords: Cost vs Benefits; Organizational Culture; Economics; Information Management; Forecasting and Prediction; Values and Beliefs; Mergers and Acquisitions; Framework; Satisfaction; Motivation and Incentives; Power and Influence; Communication
Van den Steen, Eric. "Culture Clash: The Costs and Benefits of Homogeneity." Management Science 56, no. 10 (October 2010): 1718–1738.
- January 2014 (Revised August 2020)
- Case
Building a Social Media Culture at Dell
By: Rohit Deshpandé and Michael Norris
As Michael Dell refocused his newly-private company on services and solutions, the entire corporation was pushed to embrace social media. View Details
Keywords: Information Technology; Marketing Strategy; Social Media; Technology Industry; United States
Deshpandé, Rohit, and Michael Norris. "Building a Social Media Culture at Dell." Harvard Business School Case 514-096, January 2014. (Revised August 2020.)
- 21 Mar 2014
- Working Paper Summaries