Publications
Publications
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- All HBS Web
(4,646)
- Faculty Publications (1,239)
- 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... View Details
- December 2011
- Case
PepsiCo India: Performance with Purpose
In 2010, PepsiCo India's management is working to translate PepsiCo's new mission, "Performance with Purpose," into practice in the India market. The mission calls for continued financial performance and market leadership, as well as greater emphasis on healthy... View Details
- November 29, 2011
- Article
The Role of The Board in Creating a Sustainable Strategy
By: Robert G. Eccles, Ioannis Ioannou and George Serafeim
While conceptually elegant, the belief that a corporation's role is to maximize value for shareholders is under increasing challenge as society's expectations for companies change. An equally elegant new concept that takes account of these dual pressures has yet to... View Details
Keywords: Value Creation; Business and Stakeholder Relations; Corporate Strategy; Business and Shareholder Relations; Corporate Social Responsibility and Impact; Performance Expectations; Governing and Advisory Boards; Management Practices and Processes; Decisions; Risk and Uncertainty; Cost vs Benefits; Information
- November 2011
- Article
Corporate Governance When Founders Are Directors
By: Feng Li and Suraj Srinivasan
We examine CEO compensation, CEO retention policies, and M&A decisions in firms where founders serve as a director with a non-founder CEO (founder-director firms). We find that founder-director firms offer a different mix of incentives to their CEOs than other firms.... View Details
- Article
The Learning Effects of Monitoring
By: Dennis Campbell, Marc Epstein and F. Asis Martinez-Jerez
This paper investigates the relationship between monitoring, decision making, and learning among lower-level employees. We exploit a field-research setting in which business units vary in the "tightness" with which they monitor employee decisions. We find that tighter... View Details
- October 2011
- Case
Raleigh & Rosse: Measures to Motivate Exceptional Service
By: Robert Simons and Michael Mahoney
In January 2010, U.S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging "off the clock" hours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of... View Details
Keywords: Control Systems; Performance Measurement; Goal Setting; Compensation; Incentives; Motivation; Sales Compensation; Motivation and Incentives; Goals and Objectives; Growth Management; Lawsuits and Litigation; Organizational Culture; Management Systems; Customer Focus and Relationships; Employees; Performance Evaluation; Compensation and Benefits; Retail Industry; United States
- October 2011 (Revised April 2017)
- Teaching Note
Raleigh & Rosse: Measures to Motivate Exceptional Service (Brief Case)
By: Robert L. Simons and Michael Mahoney
Teaching Note for 4353. View Details
Keywords: Control Systems; Performance Measurement; Goal Setting; Compensation; Incentives; Motivation; Sales Compensation; Strategy And Execution; Motivation and Incentives; Goals and Objectives; Salesforce Management; Organizational Culture; Accounting; Performance Evaluation; Compensation and Benefits
- September 2011 (Revised February 2013)
- Case
Trucost: Valuing Corporate Environmental Impacts
By: Michael W. Toffel and Stephanie van Sice
Trucost provided corporate environmental performance data and analysis to institutional investors and corporate managers, but after operating for a decade had yet to achieve profitability. Trucost was struggling to effectively differentiate its high quality products... View Details
- September 2011
- Supplement
Narayana Hrudayalaya Heart Hospital
By: Tarun Khanna and Tanya Bijlani
Narayana Hrudayalaya (NH) is one of the world's busiest heart hospitals, where surgeons perform 30-35 complex cardiac surgeries daily. With an average cost of $1,800 per surgery, the hospital treats patients at affordable prices, and does not turn away even the poorest... View Details
- September 2011 (Revised February 2013)
- Case
Cleveland Clinic: Improving the Patient Experience
By: Ananth Raman and Anita L. Tucker
Healthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen, though, if healthcare also considered the question of "How does the patient feel?" This case looks at the... View Details
- September 2011 (Revised July 2012)
- Case
Building Watson: Not So Elementary, My Dear!
By: Willy Shih
This case is set inside IBM Research's efforts to build a computer that can successfully take on human challengers playing the game show Jeopardy! It opens with the machine named Watson offering the incorrect answer "Toronto" to a seemingly simple question during the... View Details
- September 2011
- Module Note
Orientation to Leadership Intelligence Days, 2011
By: Joshua D. Margolis and Anthony J. Mayo
Julie Bornstein, senior vice president of Sephora Direct, is seeking to double her budget for social media and other digital marketing initiatives for 2011. A number of digital efforts implemented in the past two years seem to be bearing fruit and there is a desire to... View Details
- September 2011
- Article
A Global Leader's Guide to Managing Business Conduct
An extensive global survey by three Harvard Business School professors finds that employees agree on core standards of corporate behavior. But meeting those standards will require new approaches to managing business conduct. The compliance and ethics programs of most... View Details
- 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... View Details
- September 2011
- Article
On Testing Business Models
By: D. Huelsbeck, K. Merchant and Tatiana Sandino
This study explored management decisions regarding formal empirical testing of business models. It documented a test of one company's business model under seemingly favorable conditions for such a test – a successful single product firm following a consistent strategy... View Details
- September 2011
- Article
The Labor Illusion: How Operational Transparency Increases Perceived Value
By: Ryan W. Buell and Michael I. Norton
A ubiquitous feature of even the fastest self-service technology transactions is the wait. Conventional wisdom and operations theory suggests that the longer people wait, the less satisfied they become; we demonstrate that due to what we term the labor illusion, when... View Details
- September – October 2011
- Article
The Rise and Consequences of Corporate Sustainability Reporting
By: Ioannis Ioannou and George Serafeim
For many decades the cornerstone of corporate reporting has been financial information that is presented in a company's annual, semi-annual, and quarterly reports. These comprehensive financial reports—required by law for public companies in most countries... View Details
- August 2011
- Case
Martha Rinaldi: Should She Stay or Should She Go?
By: Linda A. Hill and Mark Renella
Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker. Even though she works hard to please her manager, she... View Details
Keywords: Interpersonal Relations; Management Styles; Managing Up; Career Planning; Conflict; Management Style; Interpersonal Communication; Personal Development and Career; Organizational Culture; Relationships; Performance Evaluation; Conflict and Resolution; Power and Influence; Food and Beverage Industry
- August 2011
- Case
Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Denise Frazer's Perspective
By: Joshua D. Margolis and Anthony J. Mayo
Denise Frazer and Paolo Canto, two HBS students, have decided to give each other feedback on their class participation. While Denise believes that she has provided concrete, actionable feedback to Paolo, she does not feel that Paolo is reciprocating. His feedback is... View Details
- August 2011
- Case
Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Paolo Canto's Perspective
By: Joshua D. Margolis and Anthony J. Mayo
Denise Frazer and Paolo Canto, two HBS students, have decided to give each other feedback on their class participation. While Paolo believes that he has been sensitive to Denise in providing feedback, he does not feel that Denise is reciprocating. Her feedback seems to... View Details