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      • August 2011
      • Case

      Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Denise Frazer's Perspective

      By: Joshua D. Margolis and Anthony J. Mayo
      Denise Frazer and Paolo Canto, two HBS students, have decided to give each other feedback on their class participation. While Denise believes that she has provided concrete, actionable feedback to Paolo, she does not feel that Paolo is reciprocating. His feedback is... View Details
      Keywords: Interpersonal Communication; Perspective; Outcome or Result; Performance Evaluation
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      Margolis, Joshua D., and Anthony J. Mayo. "Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Denise Frazer's Perspective." Harvard Business School Case 412-045, August 2011.
      • August 2011
      • Case

      Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Paolo Canto's Perspective

      By: Joshua D. Margolis and Anthony J. Mayo
      Denise Frazer and Paolo Canto, two HBS students, have decided to give each other feedback on their class participation. While Paolo believes that he has been sensitive to Denise in providing feedback, he does not feel that Denise is reciprocating. Her feedback seems to... View Details
      Keywords: Interpersonal Communication; Perspective; Outcome or Result; Performance Evaluation
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      Margolis, Joshua D., and Anthony J. Mayo. "Denise Frazer and Paolo Canto: A Case Vignette on Feedback - Paolo Canto's Perspective." Harvard Business School Case 412-046, August 2011.
      • August 2011 (Revised November 2012)
      • Case

      Mary Griffin at Derby Foods

      By: Anthony J. Mayo and Joshua D. Margolis
      Mary Griffin, Vice President of Consumer Products, must provide feedback to one of her direct reports, Simon York. York is a strong performer, but he has displayed some poor interpersonal skills in the manner in which he interacts with his team and the production... View Details
      Keywords: Outcome or Result; Training; Interpersonal Communication; Labor and Management Relations; Management Skills; Management Style; Management Teams; Managerial Roles
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      Mayo, Anthony J., and Joshua D. Margolis. "Mary Griffin at Derby Foods." Harvard Business School Case 412-040, August 2011. (Revised November 2012.)
      • August 2011 (Revised November 2012)
      • Case

      Michael Lester at Lachlan Consulting

      By: Anthony J. Mayo and Joshua D. Margolis
      Michael Lester, a consultant with Lachlan, was frustrated by his client's unwillingness to provide key data for an important presentation. Lester must decide how best to confront Nadine Robert, his client, knowing that his personal success and the reputation of his... View Details
      Keywords: Outcome or Result; Training; Customer Focus and Relationships; Interpersonal Communication; Success; Reputation
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      Mayo, Anthony J., and Joshua D. Margolis. "Michael Lester at Lachlan Consulting." Harvard Business School Case 412-041, August 2011. (Revised November 2012.)
      • July 2011 (Revised September 2012)
      • Case

      Industrial Metrology: Getting In-Line? (A)

      By: Willy Shih
      Metrology plays a key role in the manufacture of mechanical components. Traditionally it is used extensively in a pre-process stage where a manufacturer does process planning, design, and ramp-up, and in post-process off-line inspection to establish proof of quality.... View Details
      Keywords: Transformation; Machinery and Machining; Measurement and Metrics; Product Design; Planning; Quality; Opportunities; Competitive Strategy; Diversification; Segmentation; Technology Adoption; Theory; Manufacturing Industry
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      Shih, Willy. "Industrial Metrology: Getting In-Line? (A)." Harvard Business School Case 612-004, July 2011. (Revised September 2012.)
      • May 2011
      • Article

      The Power of Small Wins

      By: Teresa M. Amabile and Steven J. Kramer
      What is the best way to motivate employees to do creative work? Help them take a step forward every day. In an analysis of knowledge workers' diaries, the authors found that nothing contributed more to a positive inner work life (the mix of emotions, motivations, and... View Details
      Keywords: Creativity; Interpersonal Communication; Employee Relationship Management; Leadership; Performance Effectiveness; Emotions; Motivation and Incentives; Groups and Teams; Collaborative Innovation and Invention; Innovation Leadership; Working Conditions; Management Practices and Processes; Management Skills; Mission and Purpose; Organizational Culture; Performance Productivity; Attitudes; Behavior; Happiness; Perception; Trust; Time Management; Resource Allocation; Business or Company Management; Goals and Objectives; Managerial Roles
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      Amabile, Teresa M., and Steven J. Kramer. "The Power of Small Wins." Harvard Business Review 89, no. 5 (May 2011).
      • 2011
      • Book

      The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World

      By: Fred Reichheld and Rob Markey
      Defines the fundamental concept of Net Promoter, explaining its connection to your company’s growth and sustained success.
      *Presents the closed-loop feedback process and demonstrates its power to energize employees and delight customers.
      *Shares new and... View Details
      Keywords: Customer Centric Initiative; Customer Defection; Customer Engagement; Customer Experience; Customer Focused Organization; Customer Focus and Relationships; Customer Satisfaction; Customer Value and Value Chain; Network Effects
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      Reichheld, Fred, and Rob Markey. The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World. Boston, MA: Harvard Business Review Press, 2011.
      • December 2009
      • Article

      Closing the Customer Feedback Loop

      By: Rob Markey, Fred Reichheld and Andreas Dullweber
      Realizing that customer retention is more critical than ever, companies have ramped up their efforts to listen to customers. But many struggle to convert their findings into practical prescriptions for customer-facing employees. Some companies are addressing that... View Details
      Keywords: Customer Centric Initiative; Customer Satisfaction; Customer Focus and Relationships; Customer Value and Value Chain
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      Markey, Rob, Fred Reichheld, and Andreas Dullweber. "Closing the Customer Feedback Loop." Harvard Business Review 87, no. 12 (December 2009): 43–47.
      • September 2009
      • Article

      A Detailed Analysis of the Reduction Mammaplasty Learning Curve: A Statistical Process Model for Approaching Surgical Performance Improvement

      By: Matthew Carty MD, Rodney Chan, Robert S. Huckman, Daniel C. Snow and Dennis Orgill

      Background: The increased focus on quality and efficiency improvement within academic surgery has met with variable success among plastic surgeons. Traditional surgical performance metrics, such as morbidity and mortality, are insufficient to improve the... View Details

      Keywords: Experience and Expertise; Health Care and Treatment; Medical Specialties; Outcome or Result; Performance Efficiency; Performance Improvement
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      Carty, Matthew, MD, Rodney Chan, Robert S. Huckman, Daniel C. Snow, and Dennis Orgill. "A Detailed Analysis of the Reduction Mammaplasty Learning Curve: A Statistical Process Model for Approaching Surgical Performance Improvement." Plastic and Reconstructive Surgery 124, no. 3 (September 2009): 706–714.
      • September 2009
      • Article

      The Technology Manager's Journey: An Extended Narrative Approach to Educating Technical Leaders

      By: Robert D. Austin, Richard L. Nolan and Shannon O'Donnell
      Technology management poses particular challenges for educators because it requires a facility with different kinds of knowledge and wide-ranging learning abilities. We report on the development and delivery of an information technology (IT) management course designed... View Details
      Keywords: Information Technology; Management; Knowledge Use and Leverage; Business Education; Multinational Firms and Management; Entertainment; Communication; Curriculum and Courses; Framework; Design; Goals and Objectives; Learning; Information Technology Industry
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      Austin, Robert D., Richard L. Nolan, and Shannon O'Donnell. "The Technology Manager's Journey: An Extended Narrative Approach to Educating Technical Leaders." Academy of Management Learning & Education 8, no. 3 (September 2009).
      • January 2009 (Revised May 2009)
      • Case

      Innovation at Mahindra & Mahindra (A)

      By: Stefan H. Thomke and Briana Doerr Luthra
      Describes the Mahindra & Mahindra Group's approach to innovation. The Group is among the top industrial houses in India and its managing director Anand Mahindra has put innovation at the core of its growth strategy. Emphasis is placed on managing the balance between... View Details
      Keywords: Innovation and Management; Growth and Development Strategy; Problems and Challenges; Marketing; Business Processes; Product; Innovation Strategy; Organizational Design; Demand and Consumers; Auto Industry; Agriculture and Agribusiness Industry; India
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      Thomke, Stefan H., and Briana Doerr Luthra. "Innovation at Mahindra & Mahindra (A)." Harvard Business School Case 609-065, January 2009. (Revised May 2009.)
      • July 2008 (Revised December 2009)
      • Case

      Infosys' Relationship Scorecard: Measuring Transformational Partnerships

      By: Francisco de Asis Martinez-Jerez, Robert S. Kaplan and Katherine Miller
      This case analyzes Infosys' innovative approach to measuring performance in client relations. Infosys' strategy is evolving to build transformational partnerships from its original position as an outsourcer of end-to-end IT projects. A transformational partner helps... View Details
      Keywords: Partners and Partnerships; Performance Evaluation; Attorney and Client Relationships; Job Cuts and Outsourcing; Balanced Scorecard; Competitive Strategy; Commercialization; Competitive Advantage; Economic Growth; Growth and Development Strategy; Consulting Industry; Information Technology Industry; India
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      Martinez-Jerez, Francisco de Asis, Robert S. Kaplan, and Katherine Miller. "Infosys' Relationship Scorecard: Measuring Transformational Partnerships." Harvard Business School Case 109-006, July 2008. (Revised December 2009.)
      • July – August 2008
      • Article

      Making Diverse Teams Click

      By: Jeffrey T. Polzer
      High interpersonal congruence-meaning alignment between team members' self-assessments and their appraisals of one another-improves the performance of diverse teams. And 360-degree feedback can help. View Details
      Keywords: Groups and Teams; Alignment; Performance Evaluation; Diversity
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      Polzer, Jeffrey T. "Making Diverse Teams Click." HBS Centennial Issue Harvard Business Review 86, nos. 7/8 (July–August 2008): 20–21.
      • December 2007
      • Article

      On the Robustness of the Winner's Curse Phenomenon

      By: B. Grosskopf, Yoella Bereby-Meyer and M. H. Bazerman
      We set out to find ways to help decision makers overcome the "winner's curse," a phenomenon commonly observed in asymmetric information bargaining situations, and instead found strong support for its robustness. In a series of manipulations of the "Acquiring a Company... View Details
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      Grosskopf, B., Yoella Bereby-Meyer, and M. H. Bazerman. "On the Robustness of the Winner's Curse Phenomenon." Theory and Decision 63, no. 4 (December 2007): 389–418.
      • 2007
      • Working Paper

      Coupled Search Processes: Why Is it so Difficult to Find that Organizational Design Matters?

      By: Nicolaj Siggelkow and Jan Rivkin
      Organizational design affects performance via coupled search processes. At low frequency, managers search for appropriate organizational designs. At higher frequency, managers use designs to search for high-performing operational choices. The two searches are coupled:... View Details
      Keywords: Competency and Skills; Operations; Organizational Design; Performance; Networks; Research; Cognition and Thinking; Strategy
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      Siggelkow, Nicolaj, and Jan Rivkin. "Coupled Search Processes: Why Is it so Difficult to Find that Organizational Design Matters?" Harvard Business School Working Paper, No. 07-106, June 2007.
      • November 2006 (Revised March 2007)
      • Case

      Liz Claiborne and the New Working Woman

      By: Anthony Mayo and Mark Benson
      At age 47, with two decades of experience as a lead designer for a Fortune 500 fashion company, Liz Claiborne put her life savings on the line to form Liz Claiborne, Inc., a partnership that included her husband. A decade later, in 1986, Claiborne was CEO of her own... View Details
      Keywords: Customer Relationship Management; Entrepreneurship; Business History; Leadership; Gender; Brands and Branding; Personal Development and Career; Apparel and Accessories Industry
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      • September 2006
      • Article

      Dynamic Scoring: A Back-of-the-Envelope Guide

      By: Matthew C. Weinzierl and N. Gregory Mankiw
      This paper uses the neoclassical growth model to examine the extent to which a tax cut pays for itself through higher economic growth. The model yields simple expressions for the steady-state feedback effect of a tax cut. The feedback is surprisingly large: for... View Details
      Keywords: Revenue Estimation; Taxation; Economic Growth
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      Weinzierl, Matthew C., and N. Gregory Mankiw. "Dynamic Scoring: A Back-of-the-Envelope Guide." Journal of Public Economics 90, no. 8 (September 2006): 1415–1433.
      • December 2005 (Revised March 2007)
      • Case

      Innovation and Collaboration at Merrill Lynch

      By: Boris Groysberg and Ingrid Vargas
      In the spring of 2005, Candace Browning, head of Global Securities Research and Economics at Merrill Lynch, led about 500 Merrill Lynch analysts worldwide in a collaborative effort to produce innovative research, most of them accustomed to working independently in... View Details
      Keywords: Leadership; Groups and Teams; Management Teams; Decision Making; Collaborative Innovation and Invention; Negotiation; Mathematical Methods; Strategy; Human Resources; Motivation and Incentives; Banking Industry; Financial Services Industry
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      Groysberg, Boris, and Ingrid Vargas. "Innovation and Collaboration at Merrill Lynch." Harvard Business School Case 406-081, December 2005. (Revised March 2007.)
      • 2005
      • Article

      Group Learning: A Multi-Level Model Integrating Interpersonal Congruence, Transactive Memory and Feedback Processes

      By: Manuel London, Jeffrey T. Polzer and Heather Omoregie
      Keywords: Groups and Teams; Learning; Integration; Relationships; Agreements and Arrangements
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      London, Manuel, Jeffrey T. Polzer, and Heather Omoregie. "Group Learning: A Multi-Level Model Integrating Interpersonal Congruence, Transactive Memory and Feedback Processes." Human Resource Development Review 4, no. 2 (2005): 114–136.
      • February 2004 (Revised August 2004)
      • Case

      National Semiconductor's India Design Center

      By: Jeffrey T. Polzer and Elizabeth Kind
      The senior managers of the India Design Center used 360-degree feedback to develop their team competencies. Now, three new managers are about to join their management team, and Ashok Kumar, director of the center, must decide how to integrate the new managers in a way... View Details
      Keywords: Groups and Teams; Information Technology Industry; India
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      Polzer, Jeffrey T., and Elizabeth Kind. "National Semiconductor's India Design Center." Harvard Business School Case 404-102, February 2004. (Revised August 2004.)
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