Publications
Publications
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(1,995)
- Faculty Publications (164)
- Article
How to Tackle Your Toughest Decisions
The toughest calls managers have to make come in situations when they have worked hard to gather the facts and have done the best analysis they can, but they still don’t know what to do. Then judgment—a fusion of thinking, feelings, experience, imagination, and... View Details
- August 2016 (Revised July 2018)
- Case
Accenture Human Capital Strategy
By: Paula A. Price, V.G. Narayanan and James Weber
Accenture is a leading global consulting, technology, and outsourcing company. It has clients and its own operations throughout the world. This case describes the human resources and related activities necessary to deliver its services to clients. It allows students to... View Details
- July–August 2016
- Article
How to Negotiate with a Liar
By: Leslie John
People, including negotiators, lie every day, so when you're trying to make a deal, it's important to defend against deception. The best strategy, says the author, is to focus not on detecting lies but on preventing them. She outlines five tactics that research has... View Details
- June 2016
- Case
Controversy over Executive Remuneration at BP
By: V.G. Narayanan and Ashley Hartman
In March 2016, BP disclosed that its chief executive officer, Bob Dudley, would receive a $19.6 million compensation package, a 20% increase in total compensation over the previous year. BP justified the amount, emphasizing that the company delivered strong results... View Details
Keywords: Executive Compensation
- June 2016
- Case
Big Spaceship: The Evolving Agency
By: Boris Groysberg and Matthew G. Preble
This case discusses the evolution of Big Spaceship, an advertising and marketing agency, from a product-focused business to a relationship-oriented one as clients seek deeper and more meaningful long-term partnerships. The 15-year-old company had already evolved... View Details
- 2016
- Case
Advanced Leadership Pathways: Alberto Mora and the Costs and Consequences of Torture
By: Rosabeth M. Kanter and Benjamin Summers
Alberto Mora's time as General Counsel of the Navy from 2001–2006 greatly influenced his mission to illuminate the policy consequences of torture. Mora's drive to restore the nation's awareness and conscience against torture was gaining traction. Prominent... View Details
Keywords: Leadership Skills; Torture; Costs And Consequences; Humane; Restraint; Human Dignity; Treatment Of Prisoners; Prison; Repression; Opposition; Revolution; Democracy; Communism; International Affairs; Public Service; September 11; War On Terror; Operation Enduring Freedom; Guantanamo; Cuba; Coalition; Working Group; Cruelty; Interrogation; Memorandum; American Law; Authority; Authoritative; Quadrennial Defense Review; National Defense Authorization Act; Public Engagement; Advocacy; Law; Accountability; Center For The Victims Of Torture; Human Rights; Public Policy; Legality; Morality; Legal System; Tactical Military Operations; West Point; NGO; Human Rights First; American Civil Liberties Union; Human Rights Watch; Amnesty International; Constitution Project; Center For Constitutional Rights; Strategic Military Effect; National Security; Weapon; Terrorism; Prisoners Of War; Abu Ghraib; Pentagon; Ethics; Moral Sensibility; Leadership; Rights; Policy; Public Opinion; United States
- March 2016 (Revised December 2017)
- Supplement
Putting the Guiding Principles into Action: Human Rights at Barrick Gold (B)
By: Rebecca Henderson and Nien-hê Hsieh
- 2019
- Working Paper
Who Should Select New Employees, Headquarters or the Unit Manager? Consequences of Centralizing Hiring at a Retail Chain
By: Carolyn Deller and Tatiana Sandino
We examine how changing the allocation of hiring decision rights in a multiunit organization affects employee-firm match quality, contingent on a unit’s circumstances. Our research site, a US retail chain, switched from a decentralized hiring model (hiring by business... View Details
- October 2015 (Revised October 2016)
- Case
Building Watson: Not So Elementary, My Dear! (Abridged)
By: Willy C. 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
- October 2015 (Revised September 2016)
- Technical Note
Flight: Now without Humans Aboard
By: Mitchell Weiss, Karim Lakhani, HT Kung and Kerry Herman
This note provides an overview of the unmanned aerial vehicles (UAVs, or drones) industry in September 2015. UAVs offered many potential applications in industries as diverse as aerial imaging and photography, agriculture, construction, infrastructure inspection and... View Details
- September 2015 (Revised February 2017)
- Case
MOD Pizza: A Winning Recipe?
By: Boris Groysberg, John D. Vaughan and Matthew Preble
Scott and Ally Svenson, the founders of MOD Pizza, had to make a number of decisions in planning how to scale their small company. They wanted to grow MOD from 45 stores as of May 2015 to 200 stores by the end of 2016, and while the two believed that MOD could manage... View Details
- September 2015
- Technical Note
The On-Demand Economy
By: Cynthia A. Montgomery, James Weber and Elizabeth Anne Watkins
This note describes the emerging on-demand economy, also referred to as the sharing economy. The note highlights several companies including Uber and Airbnb that exemplify this new mode of competition, a model that threatens to disrupt traditional firms. Uber provides... View Details
- Article
How Beliefs about Self-creation Inflate Value in the Human Brain
By: Raphael Koster, Tali Sharot, Rachel Yuan, Benedetto De Martino, Michael I. Norton and Raymond J. Dolan
Humans have a tendency to overvalue their own ideas and creations. Understanding how these errors in judgement emerge is important for explaining suboptimal decisions, as when individuals and groups choose self-created alternatives over superior or equal ones. We show... View Details
- Article
Should Business Have Human Rights Obligations?
By: Nien-he Hsieh
Businesses and their managers are increasingly called upon to take on human rights obligations. Focusing on the case of multinational enterprises (MNEs), the paper argues we have reason to reject assigning human rights obligations to business enterprises and their... View Details
- March 2015 (Revised August 2020)
- Case
Putting the Guiding Principles into Action: Human Rights at Barrick Gold (A)
By: Rebecca Henderson and Nien-he Hsieh
In 2010, Human Rights Watch, a well-regarded international NGO, approached Barrick Gold asserting that members of the company’s security force at the Porgera Gold Mine in Papua New Guinea had on multiple occasions raped women who were trespassing onto the mine’s waste... View Details
- 2014
- Working Paper
Making the Business Case for Environmental Sustainability
Can a business case be made for acting sustainably? This is a difficult question to answer precisely, largely because there is no generally accepted definition of the term "sustainability". Is it acting sustainably to protect the human rights of the firm's workforce?... View Details
- 2015
- Chapter
Making the Business Case for Environmental Sustainability
Can a business case be made for acting sustainably? This is a difficult question to answer precisely, largely because there is no generally accepted definition of the term "sustainability." Is it acting sustainably to protect the human rights of the firm's workforce?... View Details
- January 2015
- Case
Burberry in 2014
By: Anita Elberse
In February 2014, Burberry's chief executive officer Angela Ahrendts is preparing to hand the reins of the English luxury fashion company to chief creative officer Christopher Bailey. Under their partnership, in place since 2006, Burberry's revenues have tripled to... View Details
- September 2014 (Revised February 2017)
- Case
Belk: Towards Exceptional Scheduling
By: Ethan Bernstein, Saravanan Kesavan, Bradley Staats and Luke Hassall
With 24,000 staff and over 300 stores, Belk Inc. sought to replace its entirely manual labor scheduling system with an automated software solution from Reflexis. Belk hoped the upgrade would simplify scheduling, reduce time employees spent in non-customer-facing roles,... View Details
Keywords: Retail; Scheduling; Local Autonomy; Automation; Metrics; Organizational Change; Human Resource Management; Process Improvement; Performance Measurement; Transparency; Southern United States; Retailing; Department Stores; System Outsourced Services; Employee Relationship Management; Selection and Staffing; Change Management; Governance Controls; Resource Allocation; Service Operations; Organizational Culture; Organizational Change and Adaptation; Performance Evaluation; Performance Improvement; Applications and Software; Family Business; Retail Industry; Technology Industry; United States
- March 2014 (Revised September 2019)
- Teaching Note
Say on Pay: Qualcomm, Inc. Shareholders Vote 'Maybe'
By: Suraj Srinivasan and Charles C.Y. Wang
This case centers around Qualcomm shareholders' 2012 Say-on-Pay vote and the dispute between the Institutional Shareholder Services and management regarding the appropriateness of the CEO's compensation plan. Was ISS right that Qualcomm CEO's pay was inflated and... View Details