Publications

July 2021
Article

Big Data for Social Benefits: Innovation as a Mediator of the Relationship between Big Data and Corporate Social Performance

By: Goran Calic and Maryam Ghasemaghaei

Over the last decade, the use big data in firms has seen a rapid increase. Whilst scholars have begun to unpack the relationship between big data utilisation and financial performance, significant uncertainty exists about the ethical uses of this new asset. Whether... View Details

Keywords: Analytics and Data Science; AI and Machine Learning; Performance Improvement; Organizational Change and Adaptation

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August 2020
Background Note

US Private Equity Firms: ESG and Impact (B)

By: Lynn S. Paine and Holly Fetter

This is the second part of a two-part note. The first part (A) explores how US private equity firms are incorporating ESG (Environmental, Social, & Governance) factors and impact objectives into their investment strategies and firm practices. It is based on publicly... View Details

Keywords: Private Equity; Corporate Social Responsibility and Impact; Social Issues; Financial Services Industry; United States

10 Sep 2018
News

Why big companies squander good ideas

12 Apr 2017
Research & Ideas

Why Productivity Suffers When Employees Are Allowed to Schedule Their Own Tasks

Source: rawpixel Many jobs involve completing a series of sequential, independent, prearranged tasks. Physicians see patients; teachers grade papers; insurance agents process stacks of claims. In the interest of productivity, some View Details

Keywords: by Carmen Nobel; Health

04 Sep 2001
Research & Ideas

Governing the Family-Run Business

Scout troop, effective governance: Generates a sense of direction, values to live by or work by, and well-understood and accepted policies that tell organization members how they should behave or what they should do in certain... View Details

2025
Chapter

Leapfrog Leaders: Accelerating Systems Leadership Skills

By: Laura Cabrera, Derek Cabrera and Hise O. Gibson

We need leaders who can execute at the Strategic, Operational, and Tactical (SOT) levels. But, research shows it takes time for skills to develop at all three levels—too much time. Why does it take too much time? First, because expertise is borne of experience. An... View Details

Keywords: DSRP; VCML; Strategy; Operations; Leadership Development; Decision Making; Organizational Structure

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Web

Technology & Innovation - Faculty & Research

Technology & Innovation Technology & Innovation December 2014 Article The Distinct Effects of Information Technology and Communication Technology on Firm Organization By: Nicholas Bloom, Luis Garicano,... View Details

September 2017 (Revised July 2018)
Case

CyberArk: Protecting the Keys to the IT Kingdom

By: Raffaella Sadun, David Yoffie and Margot Eiran

CyberArk was the recognized leader in the Privileged Account Management (PAM) space, a cybersecurity subsegment it had essentially created to secure organizations’ IT systems and sensitive data. Over 17 years, the Israeli company had grown to a market capitalization of... View Details

Keywords: Strategy; Growth and Development Strategy; Organizational Culture; Competitive Advantage; Information Technology; Cybersecurity; Information Technology Industry; Israel; United States

12 May 2021
Book

The Hard Truth About Being a CEO

change management by changing the management “There is enormous value to changing out management because it unleashes frozen organizations and brings a change of perspective,” Fubini says. “And frankly, the broader body of the View Details

Keywords: by Michael Blanding

05 Apr 2021
Blog Post

The MBA Response: A Calling to Leadership & Service

graduates recognized that many struggling organizations could benefit from those with MBA skills -- marketing, finance, strategy, etc. -- to navigate unprecedented challenges. As they spoke to friends about this, they found hundreds of... View Details

February 1989 (Revised October 1994)
Case

Asahi Breweries Ltd.

By: Malcolm S. Salter

Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer... View Details

Keywords: Competitive Strategy; Expansion; Leadership; Organizational Structure; Product Launch; Management Teams; Business or Company Management; Marketing Strategy; Supply Chain Management; Mission and Purpose; Food and Beverage Industry; Japan

August 2020
Background Note

US Private Equity Firms: ESG and Impact (A)

By: Lynn S. Paine and Holly Fetter

This Note has two parts. The first part (A) explores how U.S. private equity firms are incorporating ESG (Environmental, Social, & Governance) factors and impact objectives into their investment strategies and firm practices. It is based on publicly available... View Details

Keywords: Private Equity; Corporate Social Responsibility and Impact; Social Issues; Financial Services Industry; United States

March–April 2016
Article

Scrutiny, Norms, and Selective Disclosure: A Global Study of Greenwashing

By: Christopher Marquis, Michael W. Toffel and Yanhua Zhou

Under increased pressure to report environmental impacts, some firms selectively disclose relatively benign impacts, creating an impression of transparency while masking their true performance. We identify key company- and country-level factors that limit firms' use of... View Details

Keywords: Disclosure Strategy; Disclosure; Environmental Performance; Environmental Strategy; Environment; Symbolic; Reporting; Corporate Disclosure; Integrated Corporate Reporting; Corporate Social Responsibility and Impact

04 Apr 2023
What Do You Think?

How Does Remote Work Affect Innovation?

OK, so they could just as easily have seen a post from Larry Page online if they had still been working after 5 p.m. on a Friday afternoon. Working from their homes and seeing a post that simulated the bulletin board at the office, would five of them have View Details

Keywords: by James Heskett

February 2007
Case

IBM Culture in Its Architecture

By: A. Eugene Kohn and Kerry Herman

In 1992, Lou Gerstner was the CEO of IBM during a period where the firm was losing money and a turnaround was desperately needed. In a bold decision, Gerstner chose to build a new headquarters in Armonk, NY that had strict limits on expandability. His idea was to use... View Details

Keywords: Design; Leadership; Job Design and Levels; Organizational Structure; Buildings and Facilities; Business Headquarters; Decisions; Organizational Culture; Corporate Strategy; Expansion; Information Technology Industry; New York (state, US)