Publications
Publications
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- All HBS Web
(2,204)
- Faculty Publications (962)
- 2008
- Chapter
Identity Negotiation Processes Amidst Diversity: Understanding the Influence of Social Identity and Status Differences
By: Jeffrey T. Polzer and Heather M. Caruso
We integrate an identity negotiation framework with research on diversity, social identity theory, and status differences. This integration reveals the distinct advantages and challenges that high and low status people face when they engage in identity negotiation... View Details
- Article
Unconventional Insights for Managing Stakeholder Trust
By: Michael Pirson and Deepak Malhotra
Initiatives to build and maintain trust with various stakeholders, including customers, employees, suppliers and investors, are at the top of the executive agenda at many organizations. But most companies don't really understand how to manage stakeholder trust... View Details
- May 2008 (Revised September 2009)
- Case
IBM's Dynamic Workplace
IBM already competed for talent by being a best workplace. It was one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources portfolio included a full array of progressive policies... View Details
- 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
- May 2008
- Supplement
Kenny Kahn at Muzak (B)
By: Linda A. Hill and Emily Stecker
Supplemental Material for 408-057 View Details
- April 2008 (Revised May 2011)
- Case
Leading Citigroup (A)
By: Lynn S. Paine, Aldo Sesia and Carin-Isabel Knoop
The (A) case describes a series of controversial events and alleged misdeeds that placed Citigroup in the public spotlight and launched investigations into the company's business practices by regulators in Japan and Europe in the fall of 2004. CEO Chuck Prince must... View Details
- April 2008 (Revised August 2008)
- Supplement
Leading Citigroup (B)
By: Lynn S. Paine, Carin-Isabel Knoop and Aldo Sesia
The (B) case describes the actions taken by Citigroup CEO Chuck Prince and his management team to right the company in the wake of the controversies and alleged misdeeds described in the (A) case. View Details
- 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
- April 2008 (Revised July 2011)
- Module Note
Strategic Renewal
By: David J. Collis and Jan W. Rivkin
While it is relatively easy to identify why strategies fail, it is much harder to explain how to fix a failing strategy or build an organization that can continuously renew its strategy. This note identifies some patterns that distinguish companies whose renewal... View Details
- March 2008 (Revised October 2009)
- Case
IBM in the 21st Century: The Coming of the Globally Integrated Enterprise
Members of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and... View Details
- March 2008 (Revised December 2011)
- Case
IBM Values and Corporate Citizenship
IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong... View Details
- March 2008
- Case
Shangri-La Hotels
By: Dennis Campbell and Brent Kazan
In November 2006, Symon Bridle, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, was thinking about a number of organizational issues that presented challenges to Shangri-La's rapid expansion strategy. There were three major issues at hand:... View Details
- March – April 2008
- Article
Interorganizational Trust, Governance Choice, and Exchange Performance
By: Ranjay Gulati and Jackson Nickerson
This paper looks at when and how preexisting interorganizational trust influences the choice of governance and in turn the performance of exchange relationships. We theorize that preexisting interorganizational trust complements the choice of governance mode (make,... View Details
- March 2008
- Article
Is Yours a Learning Organization?
By: David A. Garvin, Amy C. Edmondson and Francesca Gino
This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. An organization with a strong learning culture faces the unpredictable deftly.... View Details
- February 2008 (Revised April 2009)
- Case
Citigroup: Re-Branding in 2007 (A)
By: Rohit Deshpandé and Carin-Isabel Knoop
With its history of growth through acquisition, Citigroup has a conglomeration of sub-brands that need to be integrated and rationalized. Ajay Banga, CEO of Citi's Global Consumer Group International, chairs a task force to work through the process of re-branding the... View Details
- February 2008
- Teaching Note
Innovation at Timberland: Thinking Outside the Shoe Box (TN)
By: Rosabeth Moss Kanter and Matthew Bird
Teaching Note for [306064]. View Details
- February 2008 (Revised November 2015)
- Case
Danaher Corporation
By: Bharat Anand, David J. Collis and Sophie Hood
Between 1985 and 2007, Danaher has been one of the best-performing industrial conglomerates in the U.S. This case examines the corporate strategy of this diversified, global corporation. It describes the firm's portfolio strategy and the Danaher Business System—a... View Details
- February 2008
- Case
Cincom Systems, Inc.
By: Tom Nicholas and David Chen
Tom Nies, charismatic CEO of Cincom Systems, is considering a public offering of his software enterprise, but the 1987 stock market crash checks his plans. Nies reflects that capital for expansion will keep Cincom at the frontier of technological development in a... View Details
- January 2008 (Revised May 2008)
- Case
Comcast New England: A Journey of Organizational Transformation
By: Michael Beer and Anita Arun
This case describes how Kevin Casey, Comcast's New England Region general manager, transformed a low commitment and performance organization. When he took charge of this Comcast region he inherited an organization that was bureaucratic, had low customer satisfaction,... View Details
- December 2007
- Background Note
Tools and Tactics for Transformation: Three "Whats" and Three "Hows"
By: James K. Sebenius and Stephen Friedman
Important transformation at Goldman Sachs, where one of the authors was Chairman, required analysis, political leadership, and management in order to fundamentally shift the strategy, people, and culture on a sustainable basis. After describing the actions needed to... View Details