Publications

February 2011 (Revised August 2021)
Case

Gemini Investors

By: Richard S. Ruback and Royce Yudkoff

Gemini Investors was a private equity firm focused on small and lower middle market businesses. Gemini's target investment size was between $4 million and $6 million and a typical portfolio company had revenue of between $8 million and $30 million. In early 2015,... View Details

Keywords: Private Equity; Investment; Investment Funds; Markets; Size; Financial Services Industry; United States

February 2013
Case

LEGO (A): The Crisis

By: Jan W. Rivkin, Stefan H. Thomke and Daniela Beyersdorfer

As this case opens, iconic toymaker LEGO stands on the brink of bankruptcy. Jørgen Vig Knudstorp, LEGO's young and newly appointed CEO, must size up changes in the toy industry, learn from the company's recent moves, and craft a strategy that will put LEGO back on... View Details

Keywords: Organizational Change and Adaptation; Change Management; Competitive Strategy; Crisis Management; Insolvency and Bankruptcy; Consumer Products Industry

2024
Working Paper

Why Has Construction Productivity Stagnated? The Role of Land-Use Regulation

By: Leonardo D’Amico, Edward Glaeser, Joseph Gyourko, William Kerr and Giacomo A. M. Ponzetto

We document a Kuznets curve for construction productivity in 20th-century America. Homes built per construction worker remained stagnant between 1900 and 1940, boomed after World War II, and then plummeted after 1970. The productivity boom from 1940 to 1970 shows... View Details

Keywords: Governance Controls; Performance Productivity; Local Range; Construction Industry

November 2017
Teaching Note

Reinventing Best Buy

By: John R. Wells and Gabriel Ellsworth

Teaching Note for HBS No. 716-455. On March 1, 2017, Best Buy Company, Inc., North America’s largest retailer of consumer electronics and appliances, announced a third year of comparable-store sales increases and a 20.8% increase in domestic comparable online sales.... View Details

Keywords: Best Buy; Hubert Joly; Renew Blue; Showrooming; Webrooming; E-commerce; E-Commerce Strategy; Online Retail; Multichannel Retailing; Omnichannel; Marketplaces; Turnaround; Consumer Electronics; Consumer Electronics Accessories; Appliances; Stores-within-stores; Store Experience; Store Size; Store Pickup; Store Management; Delivery; Delivery Models; Amazon; Amazon.com; Pricing Strategy; Business Subsidiaries; Business Units; Business Growth and Maturation; Business Model; For-Profit Firms; Customer Focus and Relationships; Customer Satisfaction; Entertainment; Film Entertainment; Games, Gaming, and Gambling; Music Entertainment; Television Entertainment; Theater Entertainment; Price; Profit; Revenue; Geographic Scope; Multinational Firms and Management; Business History; Cost; Selection and Staffing; Reports; Technological Innovation; Job Cuts and Outsourcing; Human Capital; Leading Change; Business or Company Management; Goals and Objectives; Growth and Development; Growth and Development Strategy; Management Teams; Brands and Branding; Product Marketing; Consumer Behavior; Demand and Consumers; Media; Distribution; Order Taking and Fulfillment; Distribution Channels; Infrastructure; Product; Service Delivery; Service Operations; Organizational Change and Adaptation; Public Ownership; Problems and Challenges; Programs; Groups and Teams; Sales; Salesforce Management; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Corporate Strategy; Expansion; Technology; Hardware; Information Technology; Internet; Mobile Technology; Online Technology; Search Technology; Software; Web; Web Sites; Wireless Technology; Resource Allocation; Computer Industry; Electronics Industry; Entertainment and Recreation Industry; Information Technology Industry; Retail Industry; Service Industry; Technology Industry; Telecommunications Industry; Video Game Industry; United States; Minnesota; Minneapolis; Saint Paul; St. Paul

01 Aug 2012
What Do You Think?

Should CEOs Worry About ‘Too Big to Succeed?’

"called it 'creative destruction'" many years ago, the inevitable result of competition and entrepreneurship at work. Others pointed that whether size and success are compatible may rely on a number of factors. Usman Ghani... View Details

Keywords: by James Heskett; Manufacturing; Financial Services

December 2010
Article

Altruistic Dynamic Pricing with Customer Regret

By: Julio J. Rotemberg

A model is considered where firms internalize the regret costs that consumers experience when they see an unexpected price change. Regret costs are assumed to be increasing in the size of price changes and this can explain why the size of price increases is less... View Details

Keywords: Cost; Price; Change; Inflation and Deflation; Cost Management; Customers; Practice; Announcements; Forecasting and Prediction

2009
Working Paper

Altruistic Dynamic Pricing with Customer Regret

By: Julio J. Rotemberg

A model is considered where firms internalize the regret costs that consumers experience when they see an unexpected price change. Regret costs are assumed to be increasing in the size of price changes and this can explain why the size of price increases is less... View Details

Keywords: Inflation and Deflation; Price; Marketing; Consumer Behavior; Mathematical Methods

July 2017
Background Note

An Overview of the NGO and Philanthropy Sectors in India

By: V. Kasturi Rangan and Shashank Shah

The note provides an overview of the size and structure of India’s philanthropic sector. It describes the evolution of the sector and its size in numbers and money. It also provides brief descriptions of selected NGOs/Nonprofits in India in different categories to give... View Details

Keywords: Social Sector; Nonprofit Sector; Philanthropic Sector; Philanthropy and Charitable Giving; Nonprofit Organizations; India

February 2, 2012
Article

Is There an Optimal Degree of Sustainability?

By: Robert G. Eccles, Ioannis Ioannou and George Serafeim

Corporate sustainability is not a one size fits all concept. A successful strategy balances all business pressures. View Details

Keywords: Corporate Social Responsibility and Impact; Strategy

Research Summary

Deregulation, Misallocation, and Size: Evidence from India

By: Laura Alfaro

This paper examines the impact of the deregulation of compulsory industrial licensing in India on firm size dynamics and reallocation of resources within industries. Following deregulation, resource misallocation declines, and the left-hand tail of the firm size... View Details

05 Dec 2013
What Do You Think?

Is Walmart Defying Economic Gravity?

Summing Up When Does Friction Trump Scale in the Corporate Life Cycle? This month's column raised the issue of size limits on an organization's ability to compete In today's global economy. The specific case in point was Walmart and... View Details

Keywords: by James Heskett; Retail

March 2014 (Revised May 2014)
Teaching Note

Demarketing Soda in New York City

By: John A. Quelch

In 2013, New York City Mayor Michael Bloomberg tried and failed to institute a ban on serving sizes of large sugary beverages. Obesity posed a large public health risk to the city. Mayor Bloomberg's proposed ban was one of many attempts to combat the rising threat of... View Details

February 2002
Case

NeuroTherapy Ventures: Catalyzing Neurologic Innovations

Discusses the impact of limited market size on epilepsy therapies and shows how an early-stage venture fund can catalyze faster development of new treatments. View Details

Keywords: Information Technology; Commercialization; Innovation and Management; Business Startups; Pharmaceutical Industry

August 2018
Article

Growth Through Heterogeneous Innovations

By: Ufuk Akcigit and William R. Kerr

We build a tractable growth model where multi-product incumbents invest in internal innovations to improve their existing products, while new entrants and incumbents invest in external innovations to acquire new product lines. External and internal innovations generate... View Details

Keywords: Endogenous Growth; Innovation; Citations; Scientists; Entrepreneurs; External; Internal; Patents; Innovation Strategy; Entrepreneurship; Economic Growth; Research and Development; Science

July 2007 (Revised September 2009)
Case

CEMEX (A): Building the Global Framework (1985-2004)

By: Rosabeth M. Kanter, Pamela Yatsko and Ryan Raffaelli

CEMEX grew through acquisitions from a Latin American to a global company under the leadership of a CEO who believed in the importance of a "one enterprise" culture and benchmarking against world standards. As the CEO ponders an acquisition that would double the... View Details

Keywords: Mergers and Acquisitions; Competency and Skills; Globalized Firms and Management; Growth and Development Strategy; Organizational Change and Adaptation; Integration; Latin America