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March 2018 (Revised June 2018)
Case

Knowledge Sharing at REMA 1000 (A)

By: Tatiana Sandino and Olivia Hull

A year after Norwegian grocery chain REMA 1000 adopted Workplace, Facebook’s enterprise social network, Chief Human Resource Officer Tore Høylie is asked to evaluate its impact on company culture and communication. Almost 90% of the workforce is engaged with the... View Details

Keywords: Social Network; Enterprise Social Media; Facebook; Workplace; Social and Collaborative Networks; Communication Technology; Performance Improvement; Organizational Culture; Knowledge Sharing; Social Media; Retail Industry; Norway

February 2018 (Revised May 2018)
Case

Haier: Incubating Entrepreneurs in a Chinese Giant

By: Rosabeth Moss Kanter and Nancy Hua Dai

CEO Zhang Ruimin must plan how to accelerate the growth of self-managed microenterprises. Platforms were Haier’s business platforms operating in five major sectors: white goods transformation, investment and incubation, financial holdings, real estate, and cultural... View Details

Keywords: China; Microenterprise; Appliances; Platform; Change; Innovation; Opportunities; Entrepreneurship; Digital Platforms; Transformation; Innovation and Invention; Leadership; Growth and Development Strategy; China

2017
Article

The Energizing Nature of Work Engagement: Toward a New Need-Based Theory of Work Motivation

By: Paul Green, Eli Finkel, Grainne Fitzsimons and Francesca Gino

We present theory suggesting that experiences at work that meet employees’ expectations of need fulfillment drive work engagement. Employees have needs (e.g., a desire to be authentic) and they also have expectations for how their job or their organization will fulfill... View Details

Keywords: Needs; Motivation; Work Engagement; Disengagement; Authenticity; Self-Expression; Employees; Motivation and Incentives; Behavior; Human Needs

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Article

What Managers Need to Know About Social Tools: Avoid the Common Pitfalls So That Your Organization Can Collaborate, Learn, and Innovate

By: Paul Leonardi and Tsedal Neeley

Workplaces have adopted internal social tools—think stand-alone technologies such as Slack, Yammer, and Chatter, or embedded applications such as Microsoft Teams and JIRA—at a staggering rate. In an ambitious study of 4,200 companies, conducted by the McKinsey Global... View Details

Keywords: Leadership; Social Tools; Social and Collaborative Networks; Knowledge Sharing; Performance Improvement; Management

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October 2017 (Revised October 2020)
Case

Coaching Makena Lane

By: Ethan Bernstein and Om Lala

Makena Lane has a gift for producing results, even in the challenging retail context of the 2010s, but she also has a knack for “ruffling some feathers” in the process. Recruited to a Fortune 500 grocery and pharmacy retailer after climbing to Associate Principal in... View Details

Article

Neurodiversity as a Competitive Advantage

By: Robert D. Austin and Gary P. Pisano

Many people with neurological conditions such as autism spectrum disorder and dyslexia have extraordinary skills, including those in pattern recognition, memory, and mathematics. Yet they often struggle to fit the profiles sought by employers. A growing number of... View Details

Keywords: Competitive Advantage; Diversity; Competency and Skills

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2017
Working Paper

Why and How Investors Use ESG Information: Evidence from a Global Survey

By: Georgios Serafeim

Using survey data from a sample of senior investment professionals from mainstream (i.e., not SRI funds) investment organizations, we provide insights into why and how investors use reported environmental, social, and governance (ESG) information. The primary reason... View Details

Keywords: Investment Management; Sustainability; ESG; ESG (Environmental, Social, Governance) Performance; Investment Fund; Investment Strategy; Corporate Accountability; Activist Shareholder; Engagement; Environment; Climate Change; Customers; Customer Satisfaction; Employee Engagement; Global Warming; Investment; Decision Making; Environmental Sustainability; Performance Expectations

Editorial

What Mark Zuckerberg Understands About Corporate Purpose

By: George Serafeim

Keywords: Leadership; Facebook; Corporate Purpose; Mission; Mission And Purpose; Vision; Employee Engagement; Globalization; Inclusion; Capitalism

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Editorial

Stop Waiting for Governments to Close the Skills Gap

By: John Streur and George Serafeim

Keywords: Worker Productivity; Workers; ＂America＂; Training; Employee Training; Employee Engagement; Employee Compensation; Productivity; Inequality

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November 2016 (Revised December 2016)
Module Note

Strategy Execution Module 13: Identifying Strategic Risk

By: Robert Simons

This module reading begins by describing the three sources of strategic risk—operations risk, asset impairment risk, and competitive risk—and demonstrates how these risks can undermine an entire business. To assist in the identification of these risks, the risk... View Details

Keywords: Management Control Systems; Implementing Strategy; Execution; Risk Assessment; Operational Control; Asset Impairment; Franchise Risk; Fraud; Strategy; Information Management

October 2016
Case

Turkasset: Bringing Customer-Centricity to Debt Collection

By: Dennis Campbell and Gamze Yucaoglu

In December 2014, in preparation for the year-end board presentation, Hilmi Guvenal (PMD 1993), shareholder and CEO of Turkasset, and Ilker Yoney, COO, sat down to discuss Turkasset’s five- and ten-year strategic plans. Since taking leadership of the company in 2009,... View Details

May 2016 (Revised September 2016)
Case

Hillside Beach Club: Delivering the Ultimate Family Vacation in the Mediterranean

By: Rajiv Lal and Gamze Yucaoglu

In 2015, Edip Ilkbahar, HBC’s founder and CEO, was looking over the plans for a new branch in Cyprus. Since the inception of the company by the Alarko Group of companies in 1994, Ilkbahar’s company had enjoyed high occupancy, high guest satisfaction, and high... View Details

Article

Making Exit Interviews Count

By: Everett Spain and Boris Groysberg

In the knowledge economy, skilled employees are the assets that drive organizational success. Thus companies must learn from them—why they stay, why they leave, and how the organization needs to change. A thoughtful exit interview—whether it be a face-to-face... View Details

Keywords: Information; Management Practices and Processes; Retention; Resignation and Termination

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March 2016
Supplement

Trouble at Tessei

By: Ethan Bernstein and Ryan W. Buell

In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen ("bullet") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the... View Details

Keywords: Service Management; Employee Engagement; Employee Motivation; Leadership And Managing People; Quality Improvement; Efficiency; Japan; Operational Transparency; Employee Coordination; Transparency; Leadership; Service Delivery; Service Operations; Employees; Quality; Transportation Industry; Japan

February 2016 (Revised February 2020)
Teaching Note

Oberoi Hotels: Train Whistle in the Tiger Reserve

By: Ryan W. Buell and Ananth Raman

Celebrated as one of the world's premiere luxury hotel brands, Oberoi Hotels attracts and serves some of the most quality sensitive guests in the world. The case considers the challenge of how an organization with a standardized service model can repeatedly delight... View Details

Keywords: Service Quality; Service Management; Service Quality Competition; Customer Management; Customer Service Excellence; Employee Empowerment; Employee Engagement; Employee Training; Hospitality; Hotel Industry; Service Delivery; Service Operations; Customer Satisfaction; Employees; Training; Quality; Accommodations Industry; India

February 2016
Article

Unearned Status Gain: Evidence from a Global Language Mandate

By: Tsedal Neeley and Tracy Dumas

Theories of status rarely address unearned status gain—an unexpected and unsolicited increase in relative standing, prestige, or worth, attained not through individual effort or achievement, but from a shift in organizationally valued characteristics. We build theory... View Details

Keywords: Status and Position; Equality and Inequality; Spoken Communication; Organizations; Japan; United States

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October 2015 (Revised February 2020)
Teaching Note

Trouble at Tessei

By: Ethan Bernstein and Ryan Buell

In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen ("bullet") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the... View Details

Keywords: Service Management; Employee Engagement; Employee Motivation; Leadership And Managing People; Quality Improvement; Efficiency; Japan; Operational Transparency; Employee Coordination; Transparency; Leadership; Service Delivery; Service Operations; Employees; Quality; Transportation Industry; Japan

August 2015 (Revised October 2017)
Case

Turnaround at Norsk Gjenvinning (A)

By: George Serafeim

Erik Osmundsen, CEO of Norsk Gjenvinning (NG), had initiated a program to strenghten corporate governance, eliminate corruption and improve compliance, and as a result the company had experienced a turnover of almost half of its top 70 line managers and strained... View Details

January 2015 (Revised March 2015)
Case

Oberoi Hotels: Train Whistle in the Tiger Reserve

By: Ryan W. Buell, Ananth Raman and Vidhya Muthuram

Celebrated as one of the world's premiere luxury hotel brands, Oberoi Hotels attracts and serves some of the most quality-sensitive guests in the world. The case considers the challenge of how an organization, with a standardized service model, can repeatedly delight... View Details

Keywords: Service Quality; Service Management; Service Quality Competition; Customer Management; Customer Service Excellence; Employee Empowerment; Employee Engagement; Employee Training; India; Hospitality; Hotel Industry; Service Delivery; Service Operations; Customer Satisfaction; Employees; Quality; Accommodations Industry; India

January 2015 (Revised October 2015)
Case

Trouble at Tessei

By: Ethan Bernstein and Ryan W. Buell

In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen ("bullet") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the... View Details

Keywords: Service Management; Employee Engagement; Employee Motivation; Leadership And Managing People; Quality Improvement; Efficiency; Japan; Operational Transparency; Employee Coordination; Transparency; Leadership; Service Delivery; Service Operations; Employees; Quality; Transportation Industry; Japan

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