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All HBS Web
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- Faculty Publications (895)
- 2012
- Book
Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy
By: Amy C. Edmondson
Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. I show that organizations thrive, or fail to thrive, based on how well the small groups within those...
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Keywords:
Change;
Interpersonal Communication;
Learning;
Values and Beliefs;
Innovation and Invention;
Management;
Performance Improvement;
Groups and Teams;
Research;
Strategy;
Complexity;
Value
Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy. Jossey-Bass, 2012.
- April 2012
- Article
Teamwork on the Fly
By: Amy C. Edmondson
In a fast-paced and ever-changing business environment, traditional teams aren't always practical. Instead, companies increasingly employ teaming: gathering experts in temporary groups to solve problems they may be encountering for the first and only time. This...
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Keywords:
Teaming;
Cross-functional Integration;
Organizational Learning;
Groups and Teams;
Experience and Expertise;
Interpersonal Communication;
Projects;
Social and Collaborative Networks;
Competency and Skills;
Learning
Edmondson, Amy C. "Teamwork on the Fly." Harvard Business Review 90, no. 4 (April 2012).
- 2012
- Article
Evidence for the Pinocchio Effect: Linguistic Differences Between Lies, Deception by Omissions, and Truths
By: Lyn M. Van Swol, Michael T. Braun and Deepak Malhotra
The study used Linguistic Inquiry and Word Count and Coh-Metrix software to examine linguistic differences with deception in an ultimatum game. In the game, the Allocator was given an amount of money to divide with the Receiver. The Receiver did not know the precise...
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Van Swol, Lyn M., Michael T. Braun, and Deepak Malhotra. "Evidence for the Pinocchio Effect: Linguistic Differences Between Lies, Deception by Omissions, and Truths." Discourse Processes 49, no. 2 (2012): 79–106.
- March 2012
- Article
Enriching the Ecosystem
To remain a leader in innovation, the United States needs the support of foundational institutions that help seed, grow, and renew enterprises. Historically, these institutions-such as universities, venture creators, labor markets, and job-training programs-have tended...
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Keywords:
Innovation and Invention;
Organizations;
Research and Development;
Social and Collaborative Networks;
Growth and Development Strategy;
United States
Kanter, Rosabeth Moss. "Enriching the Ecosystem." Harvard Business Review 90, no. 3 (March 2012).
- March 2012
- Article
Fixing What's Wrong with U. S. Politics
By: David A. Moss
In America today there's a growing sense that the political system is broken and that its ineffectiveness is a major threat to U.S. competitiveness. Why do so many think the political system is not working? Research shows that in Congress, Republicans and Democrats are...
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Keywords:
Government and Politics;
System;
Conflict Management;
Performance Productivity;
Policy;
Public Administration Industry;
United States
Moss, David A. "Fixing What's Wrong with U. S. Politics." Harvard Business Review 90, no. 3 (March 2012).
- March 2012
- Article
New Project? Don't Analyze—Act
By: Leonard A. Schlesinger, Charles F. Kiefer and Paul B. Brown
In a predictable world, getting a new initiative off the ground typically involves analyzing the market, creating a forecast, and writing a business plan. But what about in an unpredictable environment? The authors recommend looking to those who are experts in...
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Keywords:
Entrepreneurship;
Managing Yourself;
Project Management;
Project Strategy;
Risk Management
Schlesinger, Leonard A., Charles F. Kiefer, and Paul B. Brown. "New Project? Don't Analyze—Act." Harvard Business Review 90, no. 3 (March 2012): 154–158.
- February 2012
- Article
CEO Relational Leadership and Strategic Decision Quality in Top Management Teams: The Role of Team Trust and Learning from Failure
By: Abraham Carmeli, Asher Tishler and Amy C. Edmondson
In this study, we examine a complex pathway through which CEOs, who exhibit relational leadership, may improve the quality of strategic decisions of their top management teams (TMTs) by creating psychological conditions of trust and facilitating learning from failures...
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Keywords:
Leadership Development;
Decisions;
Management Teams;
Trust;
Learning;
Management Analysis, Tools, and Techniques;
Managerial Roles;
Failure
Carmeli, Abraham, Asher Tishler, and Amy C. Edmondson. "CEO Relational Leadership and Strategic Decision Quality in Top Management Teams: The Role of Team Trust and Learning from Failure." Strategic Organization 10, no. 1 (February 2012).
- December 2011 (Revised April 2012)
- Case
Transforming Verizon: A Platform for Change
By: Rosabeth Moss Kanter and Matthew Bird
A new CEO steps into the shoes of his long-time predecessor who had created the U.S. telecommunications giant via a series of acquisitions and, before departing, had initiated the company's strategic repositioning. The new CEO reflected on Verizon's recent successes,...
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Keywords:
Organizational Change and Adaptation;
Organizational Culture;
Globalized Firms and Management;
Groups and Teams;
Telecommunications Industry
Kanter, Rosabeth Moss, and Matthew Bird. "Transforming Verizon: A Platform for Change." Harvard Business School Case 312-082, December 2011. (Revised April 2012.)
- Article
Market Heterogeneity and Local Capacity Decisions in Services
By: Dennis Campbell and Frances X. Frei
We empirically document factors that influence how local operating managers use discretion to balance the tradeoff between service capacity costs and customer sensitivity to service time. Our findings, using data from one of the largest financial services providers in...
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Keywords:
Customer Satisfaction;
Cost;
Standards;
Service Delivery;
Service Operations;
Performance Capacity;
Performance Productivity;
Financial Services Industry;
United States
Campbell, Dennis, and Frances X. Frei. "Market Heterogeneity and Local Capacity Decisions in Services." Manufacturing & Service Operations Management 13, no. 1 (Winter 2011): 2–19. (Lead Article.)
- September – October 2011
- Article
Manage the Culture Cycle
By: James L. Heskett
Organizational culture—the shared assumptions, values, and behaviors that determine "how we do things around here"—can be measured and shaped. In organizations with large numbers of customer-facing employees, it can account for up to half of the difference in operating...
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- August 2011
- Supplement
InnoCentive.com (C)
By: Karim R. Lakhani and Eric Lonstein
InnoCentive.com enables clients to tap into internal and external solver networks to address various business issues. This case focuses on the outcome of InnoCentive's decision to post challenges related to environmental issues created by the Gulf Oil Spill. It reviews...
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Keywords:
Innovation and Invention;
Networks;
Decisions;
Outcome or Result;
Pollutants;
Natural Disasters;
Natural Environment;
Japan
Lakhani, Karim R., and Eric Lonstein. "InnoCentive.com (C)." Harvard Business School Supplement 612-027, August 2011.
- June 28, 2011
- Article
Using Implementation Intentions Prompts to Enhance Influenza Vaccination Rates
By: Katherine L Milkman, John Beshears, James J. Choi, David Laibson and Brigitte C. Madrian
We evaluate the results of a field experiment designed to measure the effect of prompts to form implementation intentions on realized behavioral outcomes. The outcome of interest is influenza vaccination receipt at free on-site clinics offered by a large firm to its...
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Keywords:
Behavioral Economics;
Nudge;
Libertarian Paternalism;
Public Health;
Flu Shot;
Behavior;
Consumer Behavior;
Health Care and Treatment;
Cognition and Thinking
Milkman, Katherine L., John Beshears, James J. Choi, David Laibson, and Brigitte C. Madrian. "Using Implementation Intentions Prompts to Enhance Influenza Vaccination Rates." Proceedings of the National Academy of Sciences 108, no. 26 (June 28, 2011): 10415–10420.
- 2011
- Book
Flying Without a Net: Turn Fear of Change into Fuel for Success
By: Thomas J. DeLong
Confronted by omnipresent threats of job loss and change, even the brightest among us are anxious. In response, we're hunkering down, blocking ourselves from new challenges. This response hurts us and our organizations, but we fear making ourselves even more vulnerable...
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Keywords:
Leadership Style;
Personal Development and Career;
Problems and Challenges;
Attitudes;
Behavior
DeLong, Thomas J. Flying Without a Net: Turn Fear of Change into Fuel for Success. Boston: Harvard Business Review Press, 2011.
- May 2011
- Book Review
Book review of Learning by Example: Imitation and Innovation at a Global Bank, by David Strang.
Kanter, Rosabeth M. "Book review of Learning by Example: Imitation and Innovation at a Global Bank, by David Strang." American Journal of Sociology 116, no. 6 (May 2011).
- May 2011
- Article
Challenge the Boss or Stand Down
By: W. Earl Sasser
This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R1105X, and commentary-only, R1105Z. Tom Green, an aggressive young sales executive at self-service...
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Keywords:
Problems and Challenges;
Personal Development and Career;
Jobs and Positions;
Conferences;
Service Industry
Sasser, W. Earl. "Challenge the Boss or Stand Down." R1105M. Harvard Business Review 89, no. 5 (May 2011).
- May 2011
- Article
Effective Managers Say the Same Thing Twice (or More)
By: Tsedal Neeley and Paul Leonardi
How do effective managers get employees to act promptly? New research suggests that it's by making their requests at least twice. Though you may think redundancy is unnecessary and even a waste of time, a new study indicates that it helps your message cut through...
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Neeley, Tsedal, and Paul Leonardi. "Effective Managers Say the Same Thing Twice (or More)." Harvard Business Review 89, no. 5 (May 2011): 38–39.
- 2011
- Book
Success with Science: The Winners' Guide to High School Research
By: Shiv Gaglani, Maria Elena De Obaldia, Scott Duke Kominers, Dayan Li and Carol Y. Suh
Do you want to develop useful skills, gain admission to top colleges, win scholarship money, excel at science competitions, and explore career options all while having fun? By reading this book and using the advice within it, you will learn how to formulate a research...
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Gaglani, Shiv, Maria Elena De Obaldia, Scott Duke Kominers, Dayan Li, and Carol Y. Suh. Success with Science: The Winners' Guide to High School Research. Tucson, AZ: Research Corporation for Science Advancement, 2011.
- April 2011 (Revised April 2012)
- Case
Angels in British Columbia
By: Josh Lerner, Thomas Hellmann and Ilkin Ilyaszade
The case study provides an overview of the angel investment practices and describes government policies towards angel and venture capital investing in British Columbia, Canada. It focuses in particular on the Equity Capital Program (BCECP henceforth), which provides...
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Keywords:
Venture Capital;
Private Equity;
Investment;
Policy;
Taxation;
Performance Improvement;
Programs;
British Columbia
Lerner, Josh, Thomas Hellmann, and Ilkin Ilyaszade. "Angels in British Columbia." Harvard Business School Case 811-100, April 2011. (Revised April 2012.)
- April 2011
- Case
Kay Sunderland: Making the Grade at Attain Learning
By: Linda A. Hill and Heather Beckham
Kay Sunderland is an account director at Attain Learning Inc., a business training solutions company. In January 2011, one of Attain's most important clients, Juan Nunez of Gramen Equipment Company, contacts Sunderland with a request: Nunez would like Attain content...
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Keywords:
Communication;
Interpersonal Relations;
Personal Strategy & Style;
Creativity;
Conflict;
Interdepartmental Relations;
Talent Management;
Management Style;
Interpersonal Communication;
Talent and Talent Management;
Relationships;
Conflict and Resolution;
Communication Strategy;
Power and Influence;
Service Industry
Hill, Linda A., and Heather Beckham. "Kay Sunderland: Making the Grade at Attain Learning." Harvard Business School Brief Case 114-289, April 2011.
- April 2011
- Article
Strategies for Learning from Failure
By: Amy C. Edmondson
Many executives believe that all failure is bad (although it usually provides lessons)--and that learning from it is pretty straightforward. The author, a professor at Harvard Business School, thinks both beliefs are misguided. In organizational life, she says, some...
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Keywords:
Learning;
Knowledge Use and Leverage;
Leadership;
Business Processes;
Organizational Culture;
Failure;
Opportunities
Edmondson, Amy C. "Strategies for Learning from Failure." Harvard Business Review 89, no. 4 (April 2011).