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Publications

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      • Faculty Publications  (108)

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      • March 22, 2012
      • Article

      Global Team Leaders Must Deliberately Create 'Moments'

      By: Tsedal Neeley
      Global teams face the challenge of having to operate with limited face-to-face contact and across vast distances, time zones, language backgrounds, and contexts, as well as cultural differences. In turn, these differences generate disruptions to team cohesion and top... View Details
      Keywords: Global Range; Groups and Teams; Management Practices and Processes
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      Neeley, Tsedal. "Global Team Leaders Must Deliberately Create 'Moments'." Harvard Business Review (website) (March 22, 2012).
      • February 2012
      • Case

      Henkel: Building a Winning Culture

      By: Robert Simons and Natalie Kindred
      This case illustrates a CEO-led organizational transformation driven by stretch goals, performance measurement, and accountability. When Kasper Rorsted became CEO of Henkel, a Germany-based producer of personal care, laundry, and adhesives products, in 2008, he was... View Details
      Keywords: Performance Measurement; Performance Appraisals; Human Resource Management; Values; Organizational Transformations; Pay For Performance; Strategy Execution; Values and Beliefs; Work-Life Balance; Organizational Culture; Human Resources; Performance Evaluation; Compensation and Benefits
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      Simons, Robert, and Natalie Kindred. "Henkel: Building a Winning Culture." Harvard Business School Case 112-060, February 2012.
      • January 2012
      • Article

      How Leaders Kill Meaning at Work

      By: Teresa Amabile and Steven J. Kramer
      Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways. This article is based on analysis of hundreds of work diaries from professionals describing everyday events that... View Details
      Keywords: Leadership; Creativity; Performance Productivity; Motivation and Incentives; Innovation Strategy; Performance; Strategic Planning; Leading Change; Balanced Scorecard; Mission and Purpose
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      Amabile, Teresa, and Steven J. Kramer. "How Leaders Kill Meaning at Work." McKinsey Quarterly, no. 1 (January 2012): 124–131.
      • 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
      Keywords: Performance Measurement; Non-financial Performance Measures; Business Models; Management Control; Decisions; Business Model; Performance Evaluation
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      Huelsbeck, D., K. Merchant, and Tatiana Sandino. "On Testing Business Models." Accounting Review 86, no. 5 (September 2011): 1631–1654. (Awarded a Research Grant from the Chartered Institute of Management Accountants.)
      • July – August 2011
      • Article

      What Factors Drive Analyst Forecasts?

      By: Boris Groysberg, Paul Healy, Nitin Nohria and George Serafeim
      A firm's competitive environment, its strategic choices, and its internal capabilities are considered important determinants of its future performance. Yet there is little evidence on whether analysts' forecasts of firm performance actually reflect any of these factors... View Details
      Keywords: Competition; Forecasting and Prediction; Industry Growth; Judgments; Performance; Valuation; Price; Quality; Innovation and Invention; Organizational Culture; Competency and Skills; Surveys
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      Groysberg, Boris, Paul Healy, Nitin Nohria, and George Serafeim. "What Factors Drive Analyst Forecasts?" Financial Analysts Journal 67, no. 4 (July–August 2011).
      • 2011
      • Working Paper

      What Do CEOs Do?

      By: Oriana Bandiera, Luigi Guiso, Andrea Prat and Raffaella Sadun
      We develop a methodology to collect and analyze data on CEOs' time use. The idea-sketched out in a simple theoretical set-up-is that CEO time is a scarce resource and its allocation can help us identify the firm's priorities as well as the presence of governance... View Details
      Keywords: Corporate Governance; Employee Relationship Management; Managerial Roles; Time Management; Performance Productivity; Italy
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      Bandiera, Oriana, Luigi Guiso, Andrea Prat, and Raffaella Sadun. "What Do CEOs Do?" Harvard Business School Working Paper, No. 11-081, February 2011. (Media: The Economist, May 5th 2011.)
      • 2011
      • Chapter

      Teams and Team Effectiveness in Health Services Organizations

      By: Bruce J. Fried, Sharon Topping and Amy C. Edmondson
      Keywords: Groups and Teams; Performance Effectiveness; Health; Health Industry
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      Fried, Bruce J., Sharon Topping, and Amy C. Edmondson. "Teams and Team Effectiveness in Health Services Organizations." In Shortell and Kaluzny's Health Care Management: Organization Design and Behavior. 6th ed., edited by Lawton Burnes, Elizabeth Bradley, and Bryan Weiner. Clifton Park, NY: Delmar Cengage Learning, 2011.
      • October 2010
      • Article

      The Emerging Capital Market for Nonprofits

      By: Robert S. Kaplan and Allen S. Grossman
      Many of our largest and most successful companies today did not exist 50 years ago. During this same time interval, companies that ranked among top in the 1960s have disappeared, been merged out of existence, or become much smaller presences in the U.S. industrial... View Details
      Keywords: Capital Markets; Investment Funds; Philanthropy and Charitable Giving; Corporate Accountability; Management Practices and Processes; Infrastructure; Corporate Social Responsibility and Impact; Performance Effectiveness; Nonprofit Organizations
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      Kaplan, Robert S., and Allen S. Grossman. "The Emerging Capital Market for Nonprofits." Harvard Business Review 88, no. 10 (October 2010).
      • 1 Aug 2010
      • Conference Presentation

      Firm Performance, Top Management and Minority Hiring: African‐American Coaches in the NFL, 1970‐2007

      By: Andrew Hill and David Thomas
      Studies of minority hiring have found that low-status firms are more likely to hire minority candidates. However, most work has examined hiring for entry and mid-level positions, not senior management, which differs in the level of 1) uncertainty regarding the optimal... View Details
      Keywords: Performance Evaluation; Management Teams; Recruitment; Relationships; Risk and Uncertainty; Ethnicity; Sports Industry; Africa; United States
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      Hill, Andrew, and David Thomas. "Firm Performance, Top Management and Minority Hiring: African‐American Coaches in the NFL, 1970‐2007." Paper presented at the Academy of Management Annual Meeting, Montreal, QC, August 01, 2010.
      • April 2010
      • Case

      George Martin at The Boston Consulting Group (A)

      By: Leslie A. Perlow and Kerry Herman
      George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their... View Details
      Keywords: Problems and Challenges; Work-Life Balance; Management Teams; Interpersonal Communication; Jobs and Positions; Employees; Consulting Industry; Boston
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      Perlow, Leslie A., and Kerry Herman. "George Martin at The Boston Consulting Group (A)." Harvard Business School Case 410-112, April 2010.
      • April 2010
      • Supplement

      George Martin at The Boston Consulting Group (B)

      By: Leslie A. Perlow and Kerry Herman
      George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their... View Details
      Keywords: Employees; Work-Life Balance; Problems and Challenges; Consulting Industry
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      Perlow, Leslie A., and Kerry Herman. "George Martin at The Boston Consulting Group (B)." Harvard Business School Supplement 410-117, April 2010.
      • April 2010 (Revised May 2010)
      • Supplement

      George Martin at The Boston Consulting Group (C)

      By: Leslie A. Perlow and Kerry Herman
      George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their... View Details
      Keywords: Work-Life Balance; Problems and Challenges; Employees
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      Perlow, Leslie A., and Kerry Herman. "George Martin at The Boston Consulting Group (C)." Harvard Business School Supplement 410-118, April 2010. (Revised May 2010.)
      • December 2009
      • Article

      Hiding the Evidence of Valid Theories: How Coupled Search Processes Obscure Performance Differences Among Organizations

      By: Nicolaj Siggelkow and Jan Rivkin
      Theorists argue that an organization's high-level choices, such as its organizational design or the attributes of its top management team, should influence its performance, yet empirical researchers have struggled to detect such influence. The impact of high-level... View Details
      Keywords: Decision Choices and Conditions; Management Teams; Organizational Design; Performance Effectiveness; Power and Influence; Balance and Stability
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      Siggelkow, Nicolaj, and Jan Rivkin. "Hiding the Evidence of Valid Theories: How Coupled Search Processes Obscure Performance Differences Among Organizations." Administrative Science Quarterly 54, no. 4 (December 2009): 602 – 634.
      • November 2009 (Revised March 2013)
      • Case

      PureCircle

      By: David E. Bell and Aldo Sesia
      In December 2008, the U.S. Food and Drug Administration (FDA) determined that high-purity Rebaudioside A (Reb A), a natural and calorie-free product that a young company named PureCircle manufactured from the Stevia plant, could be used in beverages, foods, and as a... View Details
      Keywords: Customer Relationship Management; Investment; Globalization; Leadership; Risk Management; Product Launch; Production; Performance Productivity; Business and Shareholder Relations; Food and Beverage Industry; United States
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      Bell, David E., and Aldo Sesia. "PureCircle." Harvard Business School Case 510-032, November 2009. (Revised March 2013.)
      • October 2009 (Revised January 2010)
      • Case

      The University of Notre Dame Endowment

      By: Andre F. Perold and Paul Michael Buser
      The Endowment Model of Investing, which was based on creating high risk-adjusted performance through diversification, a long time horizon, top-notch outside managers, and illiquid investments, had served Notre Dame and other large universities well over the past... View Details
      Keywords: Financial Crisis; Higher Education; Asset Management; Private Equity; Financial Liquidity; Investment; Risk Management; Performance Evaluation; Education Industry; Financial Services Industry
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      Perold, Andre F., and Paul Michael Buser. "The University of Notre Dame Endowment." Harvard Business School Case 210-007, October 2009. (Revised January 2010.)
      • June 2009 (Revised April 2011)
      • Case

      Cincinnati Children's Hospital Medical Center

      By: Anita L. Tucker and Amy C. Edmondson
      The case describes an organization's use of the science of improvement to transform their process quality from below average to the top 10% in their industry. The case outlines the protagonist's strategy of developing internal experts who are trained in a common... View Details
      Keywords: Change Management; Experience and Expertise; Leading Change; Measurement and Metrics; Service Delivery; Performance Improvement; Health Industry; Ohio
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      Tucker, Anita L., and Amy C. Edmondson. "Cincinnati Children's Hospital Medical Center." Harvard Business School Case 609-109, June 2009. (Revised April 2011.)
      • June 2009
      • Case

      Executive Remuneration at Royal Dutch Shell (A)

      By: Jay W. Lorsch and Kaitlyn Simpson
      The remuneration committee at Shell decided to exercise their discretionary power to award five top executives a bonus for 2008, even though they had not met the necessary performance measures under the compensation plan. Proxy advisors RiskMetrics and the British... View Details
      Keywords: Corporate Governance; Governance Controls; Executive Compensation; Performance Evaluation; Business and Shareholder Relations; Energy Industry
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      Lorsch, Jay W., and Kaitlyn Simpson. "Executive Remuneration at Royal Dutch Shell (A)." Harvard Business School Case 409-126, June 2009.
      • 2009
      • Working Paper

      Taking a 'Deep Dive': What Only a Top Leader Can Do

      By: Howard H. Yu and Joseph L. Bower
      Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the... View Details
      Keywords: Leading Change; Management Practices and Processes; Resource Allocation; Business Processes; Organizational Change and Adaptation; Organizational Culture; Organizational Structure
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      Yu, Howard H., and Joseph L. Bower. "Taking a 'Deep Dive': What Only a Top Leader Can Do." Harvard Business School Working Paper, No. 09-109, April 2009. (Revised February 2010, May 2010.)
      • March 23, 2009
      • Article

      The Myth of the Lone Star: Why One Top Performer May Not Shine as Brightly as You Hope

      By: Boris Groysberg, Linda-Eling Lee and Robin Abrahams
      Keywords: Performance
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      Groysberg, Boris, Linda-Eling Lee, and Robin Abrahams. "The Myth of the Lone Star: Why One Top Performer May Not Shine as Brightly as You Hope." Business Insight: Human Resources Wall Street Journal (March 23, 2009), R4.
      • November 2008
      • Journal Article

      Can Research Committees Add Value for Investors? An Analysis of Lehman Brothers' Ten Uncommon Values® Recommendations

      By: Boris Groysberg, Paul M. Healy and Yang Gui
      Since 1949 Lehman Brothers has used an investment committee to select the top ten recommendations made by its analysts each year. We examine the performance of this committee's recommendations and find that on average its selections generated abnormal returns of 2.7%... View Details
      Keywords: Forecasting and Prediction; Stocks; Financial Markets; Investment; Investment Return; Governing Rules, Regulations, and Reforms; Performance Expectations; Groups and Teams; Research; Value Creation
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      Groysberg, Boris, Paul M. Healy, and Yang Gui. "Can Research Committees Add Value for Investors? An Analysis of Lehman Brothers' Ten Uncommon Values® Recommendations." Journal of Financial Transformation 24 (November 2008): 123–130.
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