• 14 Jul 2020
• Research & Ideas

Restarting Under Uncertainty: Managerial Experiences from Around the World

establishing or revising their safety protocols or preemptively stacking inventory. Adaptation sometimes meant being able to strike a fine balance between leveraging existing capabilities and finding innovative ways to integrate old... View Details

Keywords: by Raffaella Sadun, Andrea Bertoni, Alexia Delfino, Giovanni Fassio, and Mariapaola Testa

• August 2012
• Article

Dynamically Integrating Knowledge in Teams: A Resource-based View of Team Performance

By: H. K. Gardner, F. Gino and B. Staats

In knowledge-based environments, teams must develop a systematic approach to integrating knowledge resources throughout the course of projects in order to perform effectively. Yet, many teams fail to do so. Drawing on the resource-based view of the firm, we examine how... View Details

Keywords: Groups and Teams; Projects; Performance Effectiveness; Knowledge Sharing; Employees; Theory; Framework; Management Practices and Processes; Research

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Gardner, H. K., F. Gino, and B. Staats. "Dynamically Integrating Knowledge in Teams: A Resource-based View of Team Performance." Academy of Management Journal 55, no. 4 (August 2012): 998–1022.

• 19 Jul 2016
• Working Paper Summaries

Towards a Prescriptive Theory of Dynamic Capabilities: Connecting Strategic Choice, Learning, and Competition

Keywords: by Gary P. Pisano

• 2017
• Working Paper

Empowering Bureaucracy: Achieving Non-Hierarchical Control and Employee Autonomy Through Dynamic Formal Roles

By: Michael Lee

Hierarchy and formal structure are conventionally viewed as two tightly coupled dimensions of organization design. As organizations move from more hierarchical to less hierarchical authority structures, they also tend to reduce formal structure. However, organic... View Details

Keywords: Organization Design; Autonomy; Decentralization; Self-Managed Organizations; Formalization; Roles; Organizational Design; Organizational Structure; Management Systems

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Lee, Michael. "Empowering Bureaucracy: Achieving Non-Hierarchical Control and Employee Autonomy Through Dynamic Formal Roles." Working Paper, August 2017.

• Article

Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change

By: A. Tucker and A. Edmondson

The importance of hospitals learning from their failures hardly needs to be stated. Not only are matters of life and death at stake on a daily basis, but also an increasing number of U.S. hospitals are operating in the red. This article reports on in-depth qualitative... View Details

Keywords: Health Care and Treatment; Health Industry

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Tucker, A., and A. Edmondson. "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change." California Management Review 45, no. 2 (Winter 2003). (Winner of Accenture Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management​.)

• August 2016
• Case

CSI Ingenieros

By: Jay Lorsch and Emily McTague

CSI's business unit managers gathered around the downstairs conference room for the company's weekly meeting to discuss project bids. Cristina WaldAshley Hartman, who was in charge of finding projects for the engineering firm to work on, read through several she had... View Details

Keywords: Corporate Governance; Board; Board Committees; Board Dynamics; Organization; Organization Alignment; Dynamic Capabilities; Organization Design; Organizational Prototyping; Organizational Silence; Organizational Learning; Organization Behavior; Organizational Change and Adaptation; Organizational Culture; Manufacturing Industry; South America; Uruguay

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Lorsch, Jay, and Emily McTague. "CSI Ingenieros." Harvard Business School Case 417-022, August 2016.

• Research Summary

Simultaneous Distinction, Democratization and Omnivorism Effects: A Longitudinal Analysis of Dynamic Symbolic Boundaries in Counterfeit Consumption Networks

Sociologists have long examined the interactive relationship between social structure, taste and power.  This literature has overwhelmingly fallen into three, ostensibly competing, theoretical “camps”: Distinction, where high-status consumers use... View Details

• 2022
• Working Paper

An Anatomy of Performance Monitoring

By: Achyuta Adhvaryu, Anant Nyshadham and Jorge Tamayo

Performance monitoring is a mainstay management tool in most organizations. Yet we still know little about whether—and why—better monitoring yields better performance in practice. To shed light on these questions, we study the introduction of a performance monitoring... View Details

Keywords: Performance Monitoring; Worker Skills; Skill Depreciation; Managerial Inattention; On-the-job Training; Productivity; Multitasking; Quick Serve Restaurants; Performance Evaluation; Employees; Competency and Skills; Training; Performance Productivity; Management; Information Technology; Food and Beverage Industry; Puerto Rico

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Adhvaryu, Achyuta, Anant Nyshadham, and Jorge Tamayo. "An Anatomy of Performance Monitoring." Harvard Business School Working Paper, No. 22-066, March 2022. (R&R Journal of Political Economy.)

• August 2016 (Revised December 2016)
• Module Note

Strategy Execution Module 2: Building a Successful Strategy

By: Robert Simons

This module reading describes the basics of building a successful strategy. Topics in this module include a discussion of the distinction between corporate and business strategy; how to conduct a SWOT analysis of market dynamics and internal capabilities; the use of... View Details

Keywords: Management Control Systems; Implementing Strategy; Strategy Execution; Business Strategy; Five Forces; Distinctive Capabilities; Emergent Strategy; Mission Statements; Strategy; SWOT Analysis; Competitive Advantage

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Simons, Robert. "Strategy Execution Module 2: Building a Successful Strategy." Harvard Business School Module Note 117-102, August 2016. (Revised December 2016.)

• September 2022
• Case

Blake Sports: Evolution of the CEO and the Executive Team

By: Boris Groysberg and Katherine Connolly Baden

Cameron (Cam) Barker, CEO and Founder of Blake Sports Apparel, sat in his office at his company’s headquarters in Birmingham, England, feeling stunned and disappointed. Only a few minutes prior, he had wrapped up a meeting with CFO James Ryan, a highly-respected star... View Details

Keywords: Leadership And Managing People; Leadership Skills; Team Dynamics; Team Effectiveness; Team Leadership; Team Management; Leadership Style; Leadership; Management; Management Skills; Management Style; Talent and Talent Management; Groups and Teams; United Kingdom

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Groysberg, Boris, and Katherine Connolly Baden. "Blake Sports: Evolution of the CEO and the Executive Team." Harvard Business School Case 423-038, September 2022.

• February 1990
• Background Note

Information Technology in Organizations: Emerging Issues in Ethics and Policy

Introduces a framework for identifying and analyzing the ethical and policy issues triggered by the various capabilities of information technology (IT). Ten IT capabilities are defined (access, capture, speed, permanence/storage. duplication, tracking, monitoring, data... View Details

Keywords: Rights; Information Technology; Ethics; Organizations; Policy

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Sviokla, John J., and Mary C. Gentile. "Information Technology in Organizations: Emerging Issues in Ethics and Policy." Harvard Business School Background Note 190-130, February 1990.

• 13 Nov 2019
• Research & Ideas

Don't Turn Your Marketing Function Over to AI Just Yet

Imagine a future in which a smart marketing machine can predict the needs and habits of individual consumers and the dynamics of competitors across industries and markets. This device would collect data to answer strategic questions, guide managerial decisions, and... View Details

Keywords: by Kristen Senz

• 2019
• Working Paper

The Future of Executive Development: The CLO's Compass and The Executive Programs Designer's Guide

By: Mihnea Moldoveanu and Das Narayandas

Executive education worldwide has entered a period of disruption catalyzed by the digitalization of content, connectivity, and communication—while the demand for managerial skills is growing. The forces of disintermediation, disaggregation, and decoupling are creating... View Details

Keywords: Digitalization; Executive Education; Disruption; Leadership Development; Management Skills; Curriculum and Courses; Internet and the Web; Design

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Moldoveanu, Mihnea, and Das Narayandas. "The Future of Executive Development: The CLO's Compass and The Executive Programs Designer's Guide." Harvard Business School Working Paper, No. 20-060, November 2019.

• Article

Organizational Ambidexterity in Action: How Managers Explore and Exploit

By: Charles A. O'Reilly III and Michael L. Tushman

Dynamic capabilities have been proposed as a useful way to understand how organizations are able to adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to seize opportunities through the orchestration and integration... View Details

Keywords: Decision Choices and Conditions; Management Practices and Processes; Resource Allocation; Organizational Change and Adaptation; Organizational Design; Opportunities

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O'Reilly, Charles A., III, and Michael L. Tushman. "Organizational Ambidexterity in Action: How Managers Explore and Exploit." California Management Review 53, no. 4 (Summer 2011): 5–21.

• March 2024 (Revised June 2024)
• Case

Governing OpenAI (A)

By: Lynn S. Paine, Suraj Srinivasan and Will Hurwitz

In late November 2023, OpenAI’s new board of directors took stock of the situation. The company, which sought to develop artificial general intelligence (AGI)—computer systems with capabilities exceeding human abilities—was looking to regain its footing after a chaotic... View Details

Keywords: Artificial Intelligence; Board Of Directors; Board Decisions; Board Dynamics; Corporate Boards; Governance Changes; Governance Structure; Leadership Change; Legal Aspects Of Business; Nonprofit Governance; Strategy And Execution; Technological Change; AI and Machine Learning; Corporate Governance; Leadership; Management; Mission and Purpose; Technological Innovation; Governing Rules, Regulations, and Reforms; Governing and Advisory Boards; Resignation and Termination; Ethics; Nonprofit Organizations; Open Source Distribution; Partners and Partnerships; Technology Industry; San Francisco; United States

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Paine, Lynn S., Suraj Srinivasan, and Will Hurwitz. "Governing OpenAI (A)." Harvard Business School Case 324-103, March 2024. (Revised June 2024.)

• 27 Dec 2018
• Working Paper Summaries

Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

Keywords: by Jean-François Harvey, Henrik Bresman, and Amy C. Edmondson