Publications

March 2000 (Revised July 2001)
Case

Microsoft: Competing on Talent (A)

By: Christopher A. Bartlett and Meg Wozny

Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and... View Details

Keywords: Human Resources; Retention; Recruitment; Competitive Advantage; Motivation and Incentives; Business Startups; Talent and Talent Management

December 1999
Article

Changes in the Work Environment for Creativity during Downsizing

By: T. M. Amabile and Regina Conti

This study examined the work environment for creativity at a large high-technology firm before, during, and after a major downsizing. Creativity and most creativity-supporting aspects of the perceived work environment declined significantly during the downsizing but... View Details

Keywords: Organizational Culture; Situation or Environment; Creativity; Resignation and Termination; Employees; Business or Company Management; Motivation and Incentives; Management Practices and Processes; Crisis Management; Groups and Teams; Communication; Announcements; Interpersonal Communication

November 1999
Case

Long-Term Capital Management, L.P. (A)

By: Andre F. Perold

Long-Term Capital Management, L.P. (LTCM) was in the business of engaging in trading strategies to exploit market pricing discrepancies. Because the firm employed strategies designed to make money over long horizons--from six months to two years or more--it adopted a... View Details

Keywords: Fluctuation; Capital; Financial Liquidity; Financing and Loans; Investment Funds; Investment Portfolio; Corporate Governance; Governing Rules, Regulations, and Reforms; Management; Risk Management; Marketing; Motivation and Incentives; Financial Services Industry

November 1999
Case

Long-Term Capital Management, L.P. (C)

By: Andre F. Perold

Long-Term Capital Management, L.P. (LTCM) was in the business of engaging in trading strategies to exploit market pricing discrepancies. Because the firm employed strategies designed to make money over long horizons--from six months to two years or more--it adopted a... View Details

Keywords: Fluctuation; Capital; Financial Liquidity; Financing and Loans; Investment Funds; Investment Portfolio; Corporate Governance; Governing Rules, Regulations, and Reforms; Management; Risk Management; Markets; Motivation and Incentives; Financial Services Industry

October 1999
Case

Royal Dutch/Shell in Transition (B)

By: Lynn S. Paine

This case describes the decisions made by Shell in response to the situation presented in the (A) case. View Details

Keywords: Governance; Corporate Accountability; Organizational Change and Adaptation; Corporate Social Responsibility and Impact; Social Issues; Public Opinion; Moral Sensibility; Values and Beliefs; Transformation; Energy Industry

October 1999 (Revised October 2000)
Case

Women's World Banking: Catalytic Change Through Networks

By: James E. Austin and Susan Hamerling

Describes the evolution of Women's World Banking, an international microfinance nonprofit promoting financial access for poor women. Explores the organization's development of different types of networks to achieve its mission. View Details

Keywords: Mission and Purpose; History; Networks; Microfinance; Nonprofit Organizations; Gender; Growth and Development Strategy

October 1999
Case

Royal Dutch/Shell in Transition (A)

By: Lynn S. Paine

After the Brent Spar episode and the 1995 events in Nigeria, Shell undertakes an intensive review of its values and business principles. At the same time, it conducts the largest multi-stakeholder consultation in its history in an effort to better understand society's... View Details

Keywords: Corporate Governance; Corporate Accountability; Corporate Social Responsibility and Impact; Social Issues; Public Opinion; Moral Sensibility; Values and Beliefs; Transformation; Environmental Accounting; Energy Industry

September 1999 (Revised May 2003)
Case

Deloitte & Touche (A): A Hole in the Pipeline

By: Rosabeth M. Kanter and Jane Roessner

Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan... View Details

Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States

September 1999 (Revised May 2003)
Case

Deloitte & Touche (B): Changing the Workplace

By: Rosabeth M. Kanter and Jane Roessner

Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different... View Details

Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States

1999
Working Paper

It's Not the Seed, It's the Soil: Social Psychological Influences on Outcomes of Organizational Change Programs

By: Amy C. Edmondson and Anita Williams Woolley

1999
Chapter

Learning, Trust and Organizational Change: Contrasting Models of Intervention Research in Organizational Behavior

By: A. Edmondson and B. Moingeon

Keywords: Organizational Change and Adaptation; Trust

May 1999 (Revised July 1999)
Background Note

Global Friction Among Information Infrastructures

By: George C. Lodge and Cate Reavis

Examines the conflicts in international communications that result from changing technologies and divergent country policies toward developing infrastructures. Examines a number of different national information infrastructures (NIIs). Points of friction, such as... View Details

Keywords: Conflict Management; Infrastructure; Communication Technology; Cross-Cultural and Cross-Border Issues

May–June 1999
Article

From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation

By: R. M. Kanter

Keywords: Change; Innovation and Invention; Society

April 1999 (Revised September 1999)
Case

Compaq Computer: Consumer Notebook Group

By: David E. Bell and Ann Leamon

Presents the background for a video of a focus group on Compaq Computer's new consumer notebook. Engineers, manufacturers, and retailers had collaborated on the product design, which has been approved by the executive committee. A launch is scheduled for nine months... View Details

Keywords: Human Resources; Product Launch; Product Design; Outcome or Result; Social and Collaborative Networks; Corporate Strategy; Computer Industry

2000
Chapter

Environmental Destruction: Individual, Organizational, and Institutional Explanations

By: M. H. Bazerman and A. J. Hoffman

Keywords: Situation or Environment; Organizational Design; Organizational Change and Adaptation; Behavior

Article

Businessmen and Land Ownership in the Late Nineteenth Century

By: Tom Nicholas

This article analyses the proportions of personal to real estate wealth for a group of 295 businessmen profiled in the Dictionary of business biography. It shows that businessmen who owned land on a large scale in the late nineteenth century were a comparatively small... View Details

Keywords: Ownership; Personal Finance; Property; Biography; History; Acquisition; Wealth; Power and Influence; Status and Position; Integration; Transformation; Market Transactions

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1999
Chapter

The Impact of Downsizing on Organizational Creativity and Innovation

By: R. Conti and T. M. Amabile

Keywords: Restructuring; Strategy; Innovation and Management; Creativity; Organizational Change and Adaptation

1998
Working Paper

CEO Incentives and Firm Size

By: Brian Hall and George P. Baker

What determines CEO incentives? A confusion exists among both academics and practitioners about how to measure the strength of CEO incentives, and how to reconcile the enormous differences in pay sensitivities between executives in large and small firms. We show that... View Details

Keywords: Business Ventures; Motivation and Incentives; Executive Compensation; Size; Management Systems

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October 1998
Case

CRA Managed Care, Inc. (A)

By: Myra M. Hart and Jennifer Starr

Silverman and her co-founder, Don Larson, own the largest privately held injury-management and cost-containment services firm in the United States. When their $80+ million company attracts substantial interest of investment bankers and venture capitalists, the two must... View Details

Keywords: Transition; Leadership Development; Venture Capital; Business Exit or Shutdown; Investment; Business or Company Management; Nonprofit Organizations; Personal Development and Career; Entrepreneurship; Service Industry; United States