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  • March 2011 (Revised February 2012)
  • Case

Innovation and Growth at Actelion Ltd.

By: Gary P. Pisano, Daniela Beyersdorfer and Ruth Dittrich
In late 2010, Jean-Paul Clozel, CEO of the Swiss biotech pharmaceuticals firm Actelion, looks back on a successful decade. The small venture that he had started with a few of his scientist colleagues in the late 1990s to discover novel medicine in a research-driven... View Details
Keywords: Business Model; Talent and Talent Management; Innovation and Management; Leadership; Growth and Development Strategy; Product Development; Organizational Culture; Research and Development; Biotechnology Industry; Pharmaceutical Industry; Switzerland
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  • 2019
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 9 Organizing to Rationalize

By: Carliss Y. Baldwin
The purpose of this chapter is to explain what the technologies of flow production with stochastic bottlenecks require and reward in organizations. I argue that organizations successfully implementing these technologies are likely to have unified governance and... View Details
Keywords: Information Technology; Organizational Design; Management Teams; Business History
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  • 2011
  • Other Unpublished Work

Functional Centralization and the Division of Labor in Management

By: Julie Wulf, Maria Guadalupe and Hongyi Li
This paper shows that the trend towards flatter hierarchies in large US firms since the mid-80's has been accompanied by increased centralization of activities at the top of the organization. In particular, the number of functional managers (e.g., Chief Financial... View Details
Keywords: Executive Compensation; Management Teams; Organizational Structure; Business Strategy; Diversification; Information Technology; United States
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  • 11 Feb 2019
  • HBS Seminar

Peter Belmi, University of Virginia Darden School of Business

  • March 2024 (Revised September 2024)
  • Case

Supercell 2.0: Clash of Plans

By: Jeffrey F. Rayport and George Gonzalez
Founded in 2010, Supercell was a Helsinki, Finland-based mobile gaming company that had developed and launched five global hit mobile games: Clash of Clans, Clash Royale, Hay Day, Brawl Stars, and Boom Beach. The company’s early philosophy was that it could produce... View Details
Keywords: Business Growth and Maturation; Restructuring; Games, Gaming, and Gambling; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Corporate Strategy; Video Game Industry; Finland
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  • Program

Risk Management for Corporate Leaders—Virtual

expose your company to excessive risk Use the three levels of risk hierarchy to build and integrate processes that anticipate, prioritize, and mitigate threats Learn how to overcome individual and View Details
  • 24 Apr 2012
  • First Look

First Look: April 24

hierarchies. Flattening (or delayering, as it is also known) typically refers to the elimination of layers in a firm's organizational hierarchy and the broadening of managers' spans of control. The alleged... View Details
Keywords: Carmen Nobel
  • December 2006 (Revised October 2016)
  • Case

eClinicalWorks: The Paths to Growth

By: Robert F. Higgins and Mark Rennella
In January 2006, eClinicalWorks (eCW) had an acquisition opportunity that could fundamentally change the way they had done business since the inception of the company in 1999. eClinicalWorks was a privately run business in the healthcare information technology field... View Details
Keywords: Young Companies; Strategic Revelation; Strategy And Execution; Strategy Development; Strategy And Leadership; Financing Strategy; Financing Risk; Financing; Expansion; Business Growth and Maturation; Organizational Culture; Financing and Loans; Customer Focus and Relationships; Acquisition; Growth and Development Strategy; Information Technology Industry; Health Industry; Massachusetts
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  • 22 Aug 2006
  • First Look

First Look: August 22, 2006

  Working PapersCartels and Competition: Neither Markets nor Hierarchies Author:Jeffrey Fear Abstract This article provides an overview on the rise and fall of cartels since the late 19th century when the modern cartel movement properly... View Details
Keywords: Martha Lagace
  • 14 Feb 2022
  • Research & Ideas

Curiosity, Not Coding: 6 Skills Leaders Need in the Digital Age

and uncharted ways. Trusting executives: Distribute authority. It’s important to shake the command-control model, which depends on hierarchy and rules. Leaders must learn to exercise influence without relying on formal authority. They set... View Details
Keywords: by Linda A. Hill, Ann Le Cam, Sunand Menon, and Emily Tedards; Technology
  • 12 Sep 2017
  • First Look

First Look at New Research and Ideas, September 12, 2017

forthcoming Research in Organizational Behavior Self-Managing Organizations: Exploring the Limits of Less Hierarchical Organizing By: Lee, Michael Y., and Amy C. Edmondson Abstract—Fascination with organizations that eschew the... View Details
Keywords: Carmen Nobel
  • 03 Apr 2007
  • First Look

First Look: April 3, 2007

were also proud of their company culture, which de-emphasized traditional company hierarchies and encouraged independent thinking and cooperative working arrangements across departments. Keeping the company private, in their view, had... View Details
Keywords: Martha Lagace
  • 31 Jan 2022
  • Research & Ideas

Where Can Digital Transformation Take You? Insights from 1,700 Leaders

decision-making” as one of the most critical success factors in the digital era, judgment—an analog skill—is still required. Digitally mature companies have employees up and down the hierarchy who can look at data critically, knowing that... View Details
Keywords: by Linda A. Hill, Ann Le Cam, Sunand Menon, and Emily Tedards
  • 25 Nov 2008
  • First Look

First Look: November 25, 2008

http://papers.nber.org/papers/w14483 The Flattening Firm and Product Market Competition: The Effect of Trade Liberalization Authors: Maria Guadalupe and Julie M. Wulf Abstract This paper establishes a causal effect of competition from trade liberalization on various... View Details
Keywords: Martha Lagace
  • 2009
  • Working Paper

Assess, Don't Assume, Part II: Negotiating Implications of Cross-Border Differences in Decision Making, Governance, and Political Economy

By: James K. Sebenius

When facing a cross-border negotiation, the standard preparatory assessments—of the parties, their interests, their no-deal options, opportunities for and barriers to creating and claiming value, the most promising sequence and process design, etc.—should be... View Details

Keywords: Decision Making; Cross-Cultural and Cross-Border Issues; Corporate Governance; Negotiation Process; Organizational Culture; Business and Government Relations
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  • 12 May 2021
  • Book

The Hard Truth About Being a CEO

Fubini, a senior lecturer in the Organizational Behavior Unit at Harvard Business School, poured that knowledge, along with a list of lessons learned from researching leaders past and present into the book Hidden Truths: What Leaders Need... View Details
Keywords: by Michael Blanding
  • Web

Technology & Innovation - Faculty & Research

access pushes decisions down, as it allows for superior decentralized decision making without an undue cognitive burden on those lower in the hierarchy. Better communication pushes decisions up, as it allows employees to rely on those above them in the View Details
  • 14 Apr 2022
  • Op-Ed

Let’s Move Forward from COVID—Without Forgetting What We’ve Learned

involuntary loss of knowledge in an organization. The type of organizational forgetting occurring now is creating more problems. Instead of relying on the lessons learned from two years of COVID-19 crisis management, organizations are... View Details
Keywords: by Hise O. Gibson and MaShon Wilson
  • 01 Oct 2021
  • Research & Ideas

Dying to Lead: How Reaching the Top Can Kill You Sooner

then-headquarters in Schenectady, New York. He relied heavily on GE’s employee directories, which listed all the managers within the company’s organizational structure. He also used US Census data, and other public and private documents... View Details
Keywords: by Jay Fitzgerald
  • 03 Sep 2013
  • First Look

First Look: September 3

Ann, and Ryan Raffaelli Abstract—The institutional logics perspective highlights how organizations are embedded within broader systems of meaning and how this embeddedness activates salient institutional logics in organizations that can enable or constrain View Details
Keywords: Sean Silverthorne