Publications
Publications
Show Results For
- All HBS Web
(601)
- Faculty Publications (86)
- 2012
- Chapter
Problem Solving and Search in Networks
By: David Lazer and Ethan Bernstein
This chapter examines the role that networks play in facilitating or inhibiting search for solutions to problems at both the individual and collective levels. At the individual level, search in networks enables individuals to transport themselves to a very different... View Details
- 2014
- Working Paper
Team Scaffolds: How Meso-Level Structures Support Role-based Coordination in Temporary Groups
By: Melissa A. Valentine and Amy C. Edmondson
This paper shows how meso-level structures support effective coordination in temporary groups. Prior research on coordination in temporary groups describes how roles encode individual responsibilities so that coordination between relative strangers is possible. We... View Details
Keywords: Fluid Personnel; Team Scaffolds; Team Effectiveness; Role-based Coordination; Multi-method; Health Care and Treatment; Analytics and Data Science; Knowledge Use and Leverage; Organizational Structure; Outcome or Result; Performance Effectiveness; Groups and Teams; Networks; Behavior; Balance and Stability; Health Industry
- December 2010
- Case
Leadership, Culture, and Transition at lululemon
By: Michael Tushman, Ruth Page and Tom Ryder
The case examines leadership and organizational change within a strong culture context through a multimedia study of lululemon, a specialty retailer of high-end athletic apparel. Video segments trace the company's history from its founding in 1998 as a single retail... View Details
- December 2010
- Article
Building Sustainable Hybrid Organizations: The Case of Commercial Microfinance Organizations
By: Julie Battilana and Silvia Dorado
We explore how new types of hybrid organizations (organizations that combine institutional logics in unprecedented ways) can develop and maintain their hybrid nature in the absence of a "ready-to-wear" model for handling the tensions between the logics they combine.... View Details
- November 2010 (Revised May 2012)
- Background Note
Assessing a Company's Future Financial Health
By: Thomas R. Piper
The case provides students with (1) an understanding of the essence of long-term financial health; (2) familiarity with the calculation and meaning of various financial ratios; and (3) an understanding of the influence of a company's operating and competitive... View Details
- August 2010 (Revised December 2010)
- Supplement
Urban Water Partners (A) (CW)
By: Karthik Ramanna and George Serafeim
The case explores a new venture to bring clean water to Tanzanians who otherwise cannot access or afford it. Management has enough money to get their company through August 2010, but needs more capital. An HBS alum is interested in investing in the company;... View Details
- August 2010 (Revised January 2013)
- Case
Urban Water Partners (A)
By: Karthik Ramanna, George Serafeim and Aldo Sesia
The case explores a new business venture to bring clean water to residents of Dar es Salaam, Tanzania, who otherwise cannot afford it. Management has enough money to get the company through August 2010 but needs more capital thereafter. An HBS alumnus is interested in... View Details
- August 2010 (Revised January 2013)
- Supplement
Urban Water Partners (B)
By: Karthik Ramanna, George Serafeim and Aldo Sesia
The case explores a new business venture to bring clean water to residents of Dar es Salaam, Tanzania, who otherwise cannot afford it. Management has enough money to get their company through August 2010, but needs more capital thereafter. An HBS alumnus is interested... View Details
- June 2010
- Article
A Gap-Filling Theory of Corporate Debt Maturity Choice
By: Robin Greenwood, Samuel G. Hanson and Jeremy C. Stein
We argue that time-series variation in the maturity of aggregate corporate debt issues arises because firms behave as macro liquidity providers, absorbing the large supply shocks associated with changes in the maturity structure of government debt. We document that... View Details
- 2009
- Working Paper
India Transformed: Insights from the Firm Level 1988-2005
By: Laura Alfaro and Anusha Chari
Using firm-level data this paper analyzes, the transformation of India's economic structure following the implementation of economic reforms. The focus of the study is on publicly-listed and unlisted firms from across a wide spectrum of manufacturing and services... View Details
- October 2009
- Article
Managing Risk in the New World
Five experts gathered recently to discuss the future of enterprise risk management: Kaplan, the Baker Foundation Professor at Harvard Business School, who with his colleague David Norton developed the balanced scorecard; Mikes, an assistant professor at HBS who studies... View Details
- September 2009 (Revised May 2011)
- Case
Sniffing Out Opportunities at PetSmart
By: V.G. Narayanan and Lisa Brem
The pet and pet supply industry was one of the few bright lights in an otherwise dismal retail outlook in 2009. This case gives background pet retail industry information and strategic positioning information for both PetSmart and PETCO to enable students to develop... View Details
- September – October 2009
- Article
Critical Decisions in Software Development: Updating the State of the Practice
By: Alan MacCormack, Michael A. Cusumano, Chris Kemerer and Bill Crandall
This article focuses on how to choose the "right" software development process, how to structure global software design chains, how to manage the interaction of project structure and software design, and how to balance innovation and efficiency in a software business. View Details
- July – August 2009
- Article
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
By: Sebastian Raisch, Julian Birkinshaw, Gilbert Probst and Michael Tushman
Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues that are fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through... View Details
- April 2009 (Revised July 2010)
- Case
Corporate Solutions at Jones Lang LaSalle (2001)
By: Ranjay Gulati and Lucia Menzer Marshall
Peter Barge, CEO of the newly created Corporate Solutions Group of Jones Lang LaSalle (JLL), is executing a restructuring of the U.S. corporate real estate services division that will enable the company to offer its clients integrated solutions. Barge has created an... View Details
- 2008
- Chapter
Conceptual Foundations of the Balanced Scorecard
By: Robert S. Kaplan
David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article. The article was based on a multi-company research project that studied performance measurement in companies whose intangible assets played a central role in value... View Details
- January 2009 (Revised May 2009)
- Case
Innovation at Mahindra & Mahindra (A)
By: Stefan H. Thomke and Briana Doerr Luthra
Describes the Mahindra & Mahindra Group's approach to innovation. The Group is among the top industrial houses in India and its managing director Anand Mahindra has put innovation at the core of its growth strategy. Emphasis is placed on managing the balance between... View Details
- 2009
- Article
India Transformed: Insights from the Firm Level 1988–2007
By: Laura Alfaro and Anusha Chari
Using firm-level data, this paper analyzes the transformation of India's economic structure following the implementation of economic reforms. The focus of the study is on publicly listed and unlisted firms from across a wide spectrum of manufacturing and services... View Details
- Article
MIT Roundtable on Corporate Risk Management
By: Robert C. Merton
Against the backdrop of financial crisis, a distinguished group of academics and practitioners discusses the contribution of financial management and innovation to corporate growth and value, along with the pitfalls and unintended consequences of such innovation.... View Details
- August 2008
- Case
Sloan & Harrison: Non-Equity Partner Discontent
By: Boris Groysberg and Eliot Sherman
The law firm, Sloan & Harrison, was dealing with some discontent among its junior non-equity partners. These partners were concerned with the transparency of the advancement process, their ability to position themselves as both leaders within the firm and rainmakers,... View Details