Publications

November 2004 (Revised March 2007)
Case

10 Uncommon Values®: Optimizing the Stock-Selection Process

By: Paul M. Healy and Boris Groysberg

In 2003, Steve Hash, research director at Lehman Brothers, prepared to initiate the firm's "Ten Uncommon Values" stock-picking process for the year. An investment committee had to pick the 10 best stocks from about 100 stock ideas presented by the firm's analysts. The... View Details

Keywords: Stocks; Investment; Financial Strategy; Decision Making; Groups and Teams; Financial Services Industry; United States

09 Jul 2009
Working Paper Summaries

Performance Pressure as a Double-Edged Sword: Enhancing Team Motivation While Undermining the Use of Team Knowledge

Keywords: by Heidi K. Gardner

March 2000
Exercise

Developing Products on Internet Time: A Process Design Exercise

By: Stefan H. Thomke

This team exercise allows students to experience some of the dynamics of developing products in the fast-paced Internet environment and was inspired by the browser war between Netscape and Microsoft. Designed to be taught in a single class session, the exercise... View Details

Keywords: Product Development; Internet and the Web; Problems and Challenges; Risk and Uncertainty; Design; Decisions; Management Practices and Processes; Integration; Organizations; Competition

1992
Chapter

Understanding and Influencing Group Process

By: John J. Gabarro and Anne Harlan

Keywords: Groups and Teams; Power and Influence

May 2011
Case

Baria Planning Solutions, Inc.: Fixing the Sales Process

By: Steven C. Wheelwright and William Schmidt

Baria Planning Solutions (BPS) is a consulting firm that specializes in using spend analysis to help companies identify savings through reduced procurement costs and improved supplier performance. Management is concerned about the disappointing performance of the sales... View Details

Keywords: Quantitative Analysis; Technology; Operations Management; Product Lines; Manufacturing; Capacity Planning; Production Planning; Production; Management Practices and Processes; Service Operations; Supply Chain Management; Salesforce Management; Planning; Consulting Industry; North and Central America

2009
Working Paper

Performance Pressure as a Double-Edged Sword: Enhancing Team Motivation While Undermining the Use of Team Knowledge

By: Heidi K. Gardner

In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing team motivation to achieve good results while simultaneously triggering process losses. I conducted a... View Details

Keywords: Experience and Expertise; Knowledge Use and Leverage; Performance Effectiveness; Performance Expectations; Groups and Teams

Read Now

16 Sep 2024
Blog Post

Creating a Candidate-Centered Recruiting Process

recruiting practices for candidates with diverse abilities is designed to welcome candidates into the recruiting process and foster their success while establishing a more equitable and effective process for... View Details

Keywords: All Industries

March 2012
Article

Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge

By: Heidi K. Gardner

In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing the team's motivation to achieve good results while simultaneously triggering process losses. I... View Details

Keywords: Motivation and Incentives; Knowledge Use and Leverage; Behavior; Groups and Teams; Performance

Find at Harvard

07 Apr 2021
Research & Ideas

How Teams Work: Lessons from the Pandemic

interpersonal interactions essential to knowledge workers and looks at how teams tried to facilitate them. They include: Task interactions, when team members collaborate on activities that directly... View Details

Keywords: by Kristen Senz

Performance Pressure as a Double-edged Sword: Enhancing Team Motivation but Undermining the Use of Team Knowledge

In this paper, I develop and empirically test the proposition that performance pressure acts as a double-edged sword for teams, providing positive effects by enhancing the team’s motivation to achieve good results while simultaneously triggering process losses. I... View Details

February 2022 (Revised May 2022)
Case

Buddy Valastro: Cake Boss

By: Boris Groysberg, Evan M.S. Hecht and Katherine Connolly Baden

Buddy Valastro, celebrity baker and business owner, inherited his father’s bakery—Carlo’s Bake Shop of Hoboken, New Jersey—at the age of seventeen. He had willed the shop to survive and gone on to fame through his television show, “Cake Boss”—the name most people now... View Details

23 Apr 2007
Research & Ideas

Are Great Teams Less Productive?

as a process of cascading team learning activities—independently carried out but interdependent in their impact on company performance. Different types of teams or groups face... View Details

Keywords: by Sarah Jane Gilbert

12 Jul 2012
Working Paper Summaries

Negotiation Processes As Sources of (And Solutions To) Interorganizational Conflict

Keywords: by Elizabeth Long Lingo, Colin Fisher & Kathleen L. McGinn

July 1996
Case

Buck & Pulleyn's Team Management

In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and... View Details

Keywords: Business or Company Management; Change Management; Organizational Structure; Groups and Teams

November 2000
Background Note

Running and Growing the Small Company: Team Project Guidelines

Requires participation in a team research project. Each team should have three to four members. The goal of the project is to acquire first-hand knowledge of how a particular business process is managed at a small company. View Details

Keywords: Small Business; Groups and Teams; Projects

27 Sep 2010
Research & Ideas

Customer Experts Lose Influence When Teams are Pressured

Although it is tempting to blame particular individuals, my evidence shows that these processes result from collective actions from all directions within the team: top-down from the team leaders, bottom-up... View Details

Keywords: by Sarah Jane Gilbert

2014
Chapter

Negotiation Processes as Sources of (and Solutions to) Interorganizational Conflict

By: Elizabeth Long Lingo, Colin Fisher and Kathleen L. McGinn

We investigate how structural features of negotiations can affect interaction processes and how negotiations can be not only a solution to, but also a source of, inter-organizational conflict. Principals, agents, and teams face different sets of constraints and... View Details

Keywords: Negotiation; Conflict; Organizational Management; Organizations; Conflict Management; Negotiation Process; Theory