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  • All HBS Web  (3,421)
    • People  (4)
    • News  (671)
    • Research  (2,383)
    • Events  (12)
    • Multimedia  (9)
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← Page 33 of 3,421 Results →
  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 3 Transaction Free Zones

By: Carliss Y. Baldwin
In Chapter 2 we saw that the most economical locations for transactions in a task network are the so-called thin crossing points—places where transfers are easy to define, count and pay for. However, in many places in the task network, transfers of material, energy,... View Details
Keywords: Modularity; Information Technology; Organizations
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Baldwin, Carliss Y. "Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 3 Transaction Free Zones." Harvard Business School Working Paper, No. 21-031, August 2020.
  • March 2025
  • Article

Limited Accountability and Awareness of Corporate Emissions Target Outcomes

By: Xiaoyan Jiang, Shawn Kim and Shirley Lu
Firms are increasingly announcing targets to reduce their carbon emissions, but it is unclear whether firms are held accountable for these targets. Here we examine emissions targets that ended in 2020 to investigate the final target outcomes, the transparency of target... View Details
Keywords: Carbon Emissions; Goals and Objectives; Corporate Social Responsibility and Impact; Corporate Accountability; Environmental Sustainability; Public Opinion
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Jiang, Xiaoyan, Shawn Kim, and Shirley Lu. "Limited Accountability and Awareness of Corporate Emissions Target Outcomes." Nature Climate Change 15, no. 3 (March 2025): 279–286.
  • September 2017
  • Article

The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning

By: Tiona Zuzul and Amy C. Edmondson
This paper describes a relationship between legitimacy building and learning for a new firm in a nascent industry. Through a longitudinal study of a new firm in the nascent smart city industry, we found that the firm failed to make progress on important internal... View Details
Keywords: Organizational Learning; Advocacy; Organizations; Learning; Organizational Culture; Entrepreneurship
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Zuzul, Tiona, and Amy C. Edmondson. "The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning." Academy of Management Discoveries 3, no. 3 (September 2017): 302–321.
  • 2017
  • Chapter

Getting Started with Ambidexterity

By: Andrew Binns and Michael Tushman
This paper demonstrates the value of thinking about ambidexterity as having three distinct moments—ideation, incubation, and scaling—that share common features for success, such as the role of the senior team, and that also have distinct disciplines. Incubation is a... View Details
Keywords: Corporate Entrepreneurship; Business Startups; Innovation and Invention
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Binns, Andrew, and Michael Tushman. "Getting Started with Ambidexterity." Chap. 4 in Advancing Organizational Theory in a Complex World, edited by Jane Qiu, Ben Nanfeng Luo, Chris Jackson, and Karin Sanders, 60–73. Routledge Studies in Management, Organizations and Society. London, UK: Routledge, 2017.
  • Article

The Power in Demography: Women's Social Constructions of Gender Identity at Work

By: R. J. Ely
This study examined how women's proportional representation in the upper echelons of organizations affects professional women's social constructions of gender difference and gender identity at work. Qualitative and quantitative data were used. Results suggest that sex... View Details
Keywords: Demographics; Gender; Labor
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Ely, R. J. "The Power in Demography: Women's Social Constructions of Gender Identity at Work." Academy of Management Journal 38, no. 3 (June 1995): 589–634. (Winner, Academy of Management Journal Impact Award, 2021.)
  • May 2008 (Revised June 2008)
  • Case

Kenny Kahn at Muzak (A)

By: Linda A. Hill and Emily Stecker
Founded in 1934, Muzak pioneered the industry of background music. Equipped with propriety technology and a vast music library, over the ensuing decades the Muzak franchise organization expanded geographically. Despite a history of innovation, by the late 1990s Muzak... View Details
Keywords: Change Management; Design; Management Analysis, Tools, and Techniques; Brands and Branding; Organizational Change and Adaptation; Organizational Culture; Franchise Ownership; Music Industry
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Hill, Linda A., and Emily Stecker. "Kenny Kahn at Muzak (A)." Harvard Business School Case 408-057, May 2008. (Revised June 2008.)

    Anthony Mayo

    Tony Mayo is the Thomas S. Murphy Senior Lecturer of Business Administration and C. Roland Christensen Distinguished Management Educator in the Organizational Behavior Unit of Harvard Business School (HBS).  He currently teaches and serves as the course head for... View Details

    Keywords: advertising; airline; education industry; nonprofit industry; publishing industry; service industry
    • 11 Jan 2016
    • Research & Ideas

    Is Group Loyalty a Force for Good or Evil?

    you are trying to do is create a sense of loyalty or trust in the firm,” says Tandon Family Professor Francesca Gino, a member of the Negotiation, Organizations & Markets unit at Harvard Business School. “But that can make people so... View Details
    Keywords: by Michael Blanding
    • September 2013
    • Article

    Great Leaders Who Make the Mix Work

    By: Boris Groysberg and Katherine Connolly
    Business leaders send a powerful message when they make a commitment to diversity that goes beyond rhetoric. But what motivates them to do so, and how do they actually create inclusive cultures? To find out, the authors interviewed 24 CEOs whose firms were known for... View Details
    Keywords: Leadership Development; Working Conditions; Leading Change; Management Practices and Processes; Organizational Culture; Diversity; Gender
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    Groysberg, Boris, and Katherine Connolly. "Great Leaders Who Make the Mix Work." Harvard Business Review 91, no. 9 (September 2013): 68–76.

      Suraj Srinivasan

      Suraj Srinivasan is the Philip J. Stomberg Professor of Business Administration, a member of the Accounting and Management faculty unit, and chair of the View Details

      Keywords: accounting industry; financial services
      • 09 Feb 2009
      • Research & Ideas

      Uncompromising Leadership in Tough Times

      Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage describes organizations that, Beer says, "are diametrically opposite to the View Details
      Keywords: by Martha Lagace
      • June 1991 (Revised June 1993)
      • Case

      Becton Dickinson (B): Global Management

      By: Michael Beer
      The president of Becton Dickinson (BD) and his top management team struggle with issues of: 1) how to manage the top of the organization, focusing on leadership style, the committee structure, and the role of sector presidents, and 2) how to manage a multinational... View Details
      Keywords: Globalized Firms and Management; Multinational Firms and Management; Human Resources; Leadership Style; Management Teams; Corporate Strategy; Health Industry
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      Beer, Michael. "Becton Dickinson (B): Global Management." Harvard Business School Case 491-152, June 1991. (Revised June 1993.)
      • 2012
      • Chapter

      The Small Worlds of Business Groups: Liberalization and Network Dynamics

      By: Jon Brookfield, Sea-Jin Chang, Israel Drori, Shmuel Ellis, Sergio G. Lazzarini, Jordan I. Siegel and Juan Pablo von Bernath Bardina
      Using comparative data from six major emerging economies — Brazil, Chile, Israel, Mexico, South Korea, and Taiwan — we examine how ownership networks in those societies responded to a roughly similar “ structural break ” of economic liberalization during the 1990s... View Details
      Keywords: Emerging Economies; Ownership; Corporate Governance; Emerging Markets
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      Brookfield, Jon, Sea-Jin Chang, Israel Drori, Shmuel Ellis, Sergio G. Lazzarini, Jordan I. Siegel, and Juan Pablo von Bernath Bardina. "The Small Worlds of Business Groups: Liberalization and Network Dynamics." Chap. 3 in The Small Worlds of Corporate Governance, edited by Bruce Kogut, 77–115. Cambridge, MA: MIT Press, 2012.
      • 2007
      • Other Unpublished Work

      Influence and Inefficiency in the Internal Capital Market

      By: Julie Wulf
      I model inefficient resource allocations in M-form organizations due to influence activities by division managers that skew capital budgets in their favor. Corporate headquarters receives two types of signals about investment opportunities: private signals that can be... View Details
      Keywords: Capital Budgeting; Investment; Knowledge Acquisition; Managerial Roles; Resource Allocation; Power and Influence
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      Wulf, Julie. "Influence and Inefficiency in the Internal Capital Market." November 2007. (Revised November 2007.)
      • December 2000
      • Background Note

      Online Market Makers

      By: Thomas R. Eisenmann and Chris Hackett
      Describes the business model for online market makers, firms that use the Internet to organize a marketplace, providing participants with a virtual "place" to trade, rules to govern their exchanges, and infrastructure to support trading. First it proposes a definition... View Details
      Keywords: Business Model; Web Services Industry
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      Eisenmann, Thomas R., and Chris Hackett. "Online Market Makers." Harvard Business School Background Note 801-308, December 2000.
      • October 2000 (Revised November 2018)
      • Exercise

      Web-Based Beer Game Exercise

      By: Janice H. Hammond
      The Web-based beer game is an exercise that demonstrates supply channel dynamics. Simulates the flow of material and information in a simplified channel of beer production and distribution, focusing on the linkages between a beer manufacturer, its distributors, a... View Details
      Keywords: Distribution Channels; Production
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      Hammond, Janice H. "Web-Based Beer Game Exercise." Harvard Business School Exercise 601-048, October 2000. (Revised November 2018.)

        An Anatomy of Crypto-Enabled Cybercrimes

        The advent of cryptocurrencies and digital assets holds the promise of improving financial systems by offering cheap, quick, and secure transfer of value. However, it also opens up new payment channels for cybercrimes. Assembling a diverse set of public on- and... View Details
        • June 1996 (Revised January 2000)
        • Case

        McKinsey & Co.: Managing Knowledge and Learning

        By: Christopher A. Bartlett
        Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate... View Details
        Keywords: Management; Managerial Roles; Management Practices and Processes; Competitive Advantage; Global Range; Knowledge Dissemination; Business Processes; Consulting Industry
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        Bartlett, Christopher A. "McKinsey & Co.: Managing Knowledge and Learning." Harvard Business School Case 396-357, June 1996. (Revised January 2000.)
        • August 2014
        • Article

        Incentives in a Stage-Gate Process

        By: Raul O. Chao, Kenneth C. Lichtendahl and Yael Grushka-Cockayne
        Many large organizations use a stage‐gate process to manage new product development projects. In a typical stage‐gate process project managers learn about potential ideas from research and exert effort in development while senior executives make intervening go/no‐go... View Details
        Keywords: Stage-Gate Process; Production; Operations; Product Development; Innovation and Invention
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        Chao, Raul O., Kenneth C. Lichtendahl, and Yael Grushka-Cockayne. "Incentives in a Stage-Gate Process." Production and Operations Management 23, no. 8 (August 2014): 1286–1298.
        • April 2008
        • Case

        TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial

        By: Michael Beer and Sunru Yong
        TerraCog, a successful privately held high-tech firm that develops GPS (global positioning system) and similar products for consumer markets, has recently been caught off-guard by a competitor's new product that makes novel use of satellite imagery. When TerraCog... View Details
        Keywords: Organizational Behavior; Meetings; Decision Making; Group Dynamics; Human Resource Management; Conflict; Information Technology; Leadership; Conflict Management; Competition; Groups and Teams; Organizational Culture; Human Resources; Communication; Decision Choices and Conditions; Crisis Management; Technology Industry
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        Beer, Michael, and Sunru Yong. "TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial." Harvard Business School Brief Case 082-184, April 2008.
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