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← Page 33 of 2,958 Results →
  • February 2025
  • Case

Ingersoll Rand: Broadening Employee Ownership

By: Ethan Rouen and Jenyfeer Martinez Buitrago
Set in 2024, this case examines how Ingersoll Rand—a global leader in air, liquid, and gas handling technologies—approached broadening employee ownership. The company granted restricted stock units (RSUs) to all employees on their one-year anniversary, reinforcing a... View Details
Keywords: Stock Shares; Employee Stock Ownership Plan; Retention; Employee Ownership; Mergers and Acquisitions; Organizational Culture; Expansion; Africa; Asia; Europe; Latin America; Middle East; North and Central America
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Rouen, Ethan, and Jenyfeer Martinez Buitrago. "Ingersoll Rand: Broadening Employee Ownership." Harvard Business School Case 125-076, February 2025.
  • May 2006 (Revised November 2006)
  • Case

IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)

By: Christopher A. Bartlett, Vincent Marie Dessain and Anders Sjoman
Traces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the... View Details
Keywords: Developing Countries and Economies; Moral Sensibility; Policy; Employment; Contracts; Supply Chain Management; Organizational Culture; Natural Environment; Non-Governmental Organizations; Social Issues
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Bartlett, Christopher A., Vincent Marie Dessain, and Anders Sjoman. "IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A)." Harvard Business School Case 906-414, May 2006. (Revised November 2006.)

    Pietro Satriano

    Pietro Satriano is a Senior Lecturer at Harvard Business School.  He sits on the boards of CarMax, the largest omni-channel used car retailer in the U.S. and Metro, a large regional grocery retailer in Canada.  Pietro advises a number of food-tech startups and acts... View Details

    • Teaching Interest

    Short Intensive Program (SIP): Effective Strategic Philanthropy

    By: Brian L. Trelstad
    Non-profit organizations and social enterprises play an important role in every country in the world: as laboratories for social innovation, as the delivery system for critical goods and services at scale, as the stewards of our cultural heritage, and as advocates for... View Details
    • 05 Dec 2024
    • HBS Seminar

    Amanda Sharkey, Mendoza College of Business

    • September 2024
    • Case

    Xendit: Hiring for Growth

    By: Jeffrey F. Rayport, Steve Castano, Quoc Anh Nguyen and Claire Wu
    In 2019, Xendit, a growth-stage Southeast Asia (SEA) fintech venture based in Jakarta, was looking to hire a Head of Sales and Head of Product to lead its next phase of growth. Founded by Moses Lo and Tessa Wijaya, Xendit provided payment infrastructure, modeling... View Details
    Keywords: Fintech; Financing and Loans; Entrepreneurship; Jobs and Positions; Sales; Product; Growth and Development; Selection and Staffing; Organizational Culture; Expansion; Financial Services Industry; Technology Industry; Southeast Asia; Indonesia; Philippines
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    Rayport, Jeffrey F., Steve Castano, Quoc Anh Nguyen, and Claire Wu. "Xendit: Hiring for Growth." Harvard Business School Case 825-046, September 2024.
    • July 2009 (Revised March 2010)
    • Case

    Sotheby's & Christie's Inc.

    By: Ramon Casadesus-Masanell and Catherine Jane Wise
    The fine art auction business has remained a duopoly over its 250 year history. The industry is dominated by Sotheby's and Christie's Inc. Curiously, neither competitor has been able to overtake the other by a notable margin despite the clear network effects of this... View Details
    Keywords: Arts; Business Model; Restructuring; Economics; Auctions; Market Entry and Exit; Duopoly and Oligopoly; Operations; Competition
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    Casadesus-Masanell, Ramon, and Catherine Jane Wise. "Sotheby's & Christie's Inc." Harvard Business School Case 710-412, July 2009. (Revised March 2010.)
    • November 2000 (Revised November 2005)
    • Case

    Meg Whitman at eBay Inc. (A)

    By: Linda A. Hill and Maria Farkas
    Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture--its key success factors. A rewritten version of... View Details
    Keywords: Leadership Style; Change Management; Organizational Change and Adaptation; Growth Management; Organizational Culture; Success
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    Hill, Linda A., and Maria Farkas. "Meg Whitman at eBay Inc. (A)." Harvard Business School Case 401-024, November 2000. (Revised November 2005.)
    • November 2012
    • Case

    Occupy Wall Street

    By: Rakesh Khurana and Eric Baldwin
    This case examines the Occupy Wall Street movement, which emerged in late 2011 in response to the fallout from the global financial crisis of 2008 and the economic downturn that followed. Occupy Wall Street was born out of a sense of frustration with both a global... View Details
    Keywords: Occupy Wall Street; Organizational Behavior; Income Inequality; Democracy; Financial Crisis; Campaign Finance; Globalization; Globalized Economies and Regions; Mission and Purpose; Organizational Culture
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    Khurana, Rakesh, and Eric Baldwin. "Occupy Wall Street." Harvard Business School Case 413-084, November 2012.
    • September 1991 (Revised January 1998)
    • Case

    Chaparral Steel: Rapid Product and Process Development

    By: Dorothy Leonard-Barton and Gil Preuss
    One of the nation's foremost mini-mills' core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The... View Details
    Keywords: Product Development; Innovation and Invention; Information Infrastructure; Product; Organizational Culture; Business Processes; Competency and Skills
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    Leonard-Barton, Dorothy, and Gil Preuss. "Chaparral Steel: Rapid Product and Process Development." Harvard Business School Case 692-018, September 1991. (Revised January 1998.)
    • 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.
    • March 2013 (Revised October 2013)
    • Supplement

    Growing Integrated Services at Jones Lang LaSalle (2008) (C)

    By: Ranjay Gulati and Luciana Silvestri
    This case describes the strategic and organizational challenges that Jones Lang LaSalle (JLL) faced between 2005 and 2008. Having dismantled its long-standing service-line-oriented structure, JLL created two interdependent groups: Accounts and Markets. Accounts housed... View Details
    Keywords: Organizational Structure; Strategy; Integration; Real Estate Industry; North America; South America; Central America
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    Gulati, Ranjay, and Luciana Silvestri. "Growing Integrated Services at Jones Lang LaSalle (2008) (C)." Harvard Business School Supplement 113-116, March 2013. (Revised October 2013.)

      Talk, Inc.

      How can leaders make their big or growing companies feel small again? How can they recapture the “magic”—the tight strategic alignment, the high level of employee engagement—that drove and animated their organization when it was a start-up? As more and more executives... View Details
      • 18 Apr 2022
      • News

      Musk Is ‘Going to Take a Machete’ to the Twitter We Know Today, Says Harvard’s Tsedal Neeley

      • 2014
      • Working Paper

      Product to Platform Transitions: Organizational Identity Implications

      By: Elizabeth J. Altman and Mary Tripsas
      Organizations are increasingly recognizing that value they once derived from offering standalone products can be significantly enhanced if they transition to platform-based businesses that harness the innovative capabilities of complementors. While the competitive... View Details
      Keywords: Organizational Change; Organizational Identity; Ecosystems; Complementors; Managing Innovation; Organizational Change and Adaptation; Multi-Sided Platforms; Innovation and Management; Organizational Culture
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      Altman, Elizabeth J., and Mary Tripsas. "Product to Platform Transitions: Organizational Identity Implications." Harvard Business School Working Paper, No. 14-045, December 2013. (Revised September 2014.)
      • December 1997 (Revised October 2006)
      • Case

      Merck Sharp & Dohme Argentina, Inc. (A)

      By: Lynn S. Paine and Hal Hogan
      Describes the efforts of the new managing director of Merck's subsidiary for Argentina, Uruguay, and Paraguay to transform the organization and its culture. Focuses on a critical decision: whether to offer the son of a high-ranking official in the government's national... View Details
      Keywords: Business or Company Management; Ethics; Decision Making; Organizational Change and Adaptation; Organizational Culture; Leadership; Cross-Cultural and Cross-Border Issues; Conflict of Interests; Argentina; Uruguay; Paraguay
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      Paine, Lynn S., and Hal Hogan. "Merck Sharp & Dohme Argentina, Inc. (A)." Harvard Business School Case 398-033, December 1997. (Revised October 2006.)
      • January 2020
      • Teaching Plan

      Zhejiang Geely Holding Group: Acquisition of Volvo Cars and Volvo Cars: Acquisition by Geely

      By: Willy Shih
      This teachning plan is for the two cases 619-041 which describes Geely's acquisition of Volvo Cars, and 619-042 which describes Volvo Cars' acqusition by Geely. The case is designed to illustrate the different sides of an M&A transaction and the organizational culture... View Details
      Keywords: Organizational Culture; Mergers and Acquisitions; Auto Industry; China; Sweden
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      Shih, Willy. "Zhejiang Geely Holding Group: Acquisition of Volvo Cars and Volvo Cars: Acquisition by Geely." Harvard Business School Teaching Plan 620-072, January 2020.
      • December 2009
      • Case

      Philips versus Matsushita: The Competitive Battle Continues

      By: Christopher A. Bartlett
      Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive... View Details
      Keywords: Competitive Strategy; Competitive Advantage; Organizational Culture; Multinational Firms and Management; Restructuring; Consumer Products Industry; Electronics Industry
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      Bartlett, Christopher A. "Philips versus Matsushita: The Competitive Battle Continues." Harvard Business School Case 910-410, December 2009.
      • April 2006 (Revised April 2020)
      • Case

      "The Case of Leadership Inertia"

      By: Rosabeth Moss Kanter
      The CEO of an international bank has raised the bank's performance by emphasizing a new culture of leadership that empowers people at all levels. Managers are rated both on their business results and their leadership—how they model new behaviors—but 12 senior managers... View Details
      Keywords: Organizational Culture; Leadership Style; Leading Change; Performance Evaluation; Employee Relationship Management
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      Kanter, Rosabeth Moss. The Case of Leadership Inertia"." Harvard Business School Case 303-125, April 2006. (Revised April 2020.)
      • 2015
      • Working Paper

      Corporate Sponsorship in Culture—A Case of Partnership in Relationship Building and Collaborative Marketing by a Global Financial Institution and a Major Art Museum

      By: Ragnar Lund and Stephen A. Greyser
      Purpose: This paper examines cultural sponsorship from a partnership and relationship marketing perspective. It studies a case of how a partnership between two international institutions, a bank and a museum, adds value to both in terms of interaction with... View Details
      Keywords: Value Creation; Partners and Partnerships; Marketing Strategy; Culture; Banks and Banking
      Citation
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      Lund, Ragnar, and Stephen A. Greyser. "Corporate Sponsorship in Culture—A Case of Partnership in Relationship Building and Collaborative Marketing by a Global Financial Institution and a Major Art Museum." Harvard Business School Working Paper, No. 16-041, October 2015.
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