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  • All HBS Web  (1,426)
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  • All HBS Web  (1,426)
    • People  (3)
    • News  (172)
    • Research  (1,009)
    • Events  (5)
    • Multimedia  (5)
  • Faculty Publications  (490)
← Page 6 of 1,426 Results →
  • March 2017
  • Case

Cantel Medical

By: John R. Wells and Gabriel Ellsworth
Cantel Medical Corporation provided infection prevention and control products and services for patients, caregivers, and other healthcare providers. In 2016, Cantel generated sales of $665 million and net profits of $60 million, double the levels of five years earlier.... View Details
Keywords: Cantel; Charles Diker; Furniture Industry; Matrix Organization; Acquisition; Mergers and Acquisitions; Business Conglomerates; Business Units; Business Growth and Maturation; Business Organization; For-Profit Firms; Chemicals; Profit; Revenue; Geographic Scope; Multinational Firms and Management; Health; Health Care and Treatment; Business History; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Organizational Structure; Problems and Challenges; Research and Development; Opportunities; Strategy; Adaptation; Business Strategy; Competitive Strategy; Corporate Strategy; Diversification; Expansion; Information Technology; Biotechnology Industry; Chemical Industry; Health Industry; Manufacturing Industry; Medical Devices and Supplies Industry; Pharmaceutical Industry; United States; New Jersey
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Wells, John R., and Gabriel Ellsworth. "Cantel Medical." Harvard Business School Case 717-482, March 2017.
  • 2019
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 9 Organizing to Rationalize

By: Carliss Y. Baldwin
The purpose of this chapter is to explain what the technologies of flow production with stochastic bottlenecks require and reward in organizations. I argue that organizations successfully implementing these technologies are likely to have unified governance and... View Details
Keywords: Information Technology; Organizational Design; Management Teams; Business History
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Baldwin, Carliss Y. "Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 9 Organizing to Rationalize." Harvard Business School Working Paper, No. 20-033, September 2019.
  • Research Summary

The Toyota Production System: Rules for Activity, Connection, and Pathway Design and Improvement

Researchers have established that Toyota enjoys advantages in cost, quality, lead time, and flexibility when compared to its competitors in automobile assembly. Differences in generating value have been attributed to differences between the Toyota Production System... View Details

  • 2019
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 15 The IBM PC

By: Carliss Y. Baldwin
The IBM PC was the first digital computer platform that was open by as a matter of strategy, not necessity. The purpose of this chapter is to understand the IBM PC as a technical system and set of organization choices in light of the theory of how technology shapes... View Details
Keywords: IBM; Personal Computer; Digital Platforms; System; Strategy
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Baldwin, Carliss Y. "Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 15 The IBM PC." Harvard Business School Working Paper, No. 19-074, January 2019.
  • Research Summary

Overview

Pushing decision authority downward and increasing employee autonomy have become watchwords for the modern organization. Leaders of contemporary organizations view efforts to replace “command and control” systems with less-hierarchical approaches to organizing as... View Details
Keywords: Formalization; Teams; Decentralization; Hierarchy; Organizational Design; Organizational Structure; Self-managing Organizations; Future Of Work; Flat Organization

    The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training

    This study provides a comprehensive model of an agent’s behavior in response to multiple sales management instruments, including compensation, recruiting/termination, and training. The model takes into account many of the key elements that constitute a realistic... View Details
    • 2019
    • Working Paper

    Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 14 Introducing Open Platforms and Ecosystems

    By: Carliss Y. Baldwin
    The purpose of this chapter is to lay the groundwork for a comprehensive theoretical investigation of open platform systems. To do this, we must first recognize that, although there is a strong family resemblance among all platform systems, there are different types of... View Details
    Keywords: Open Platforms; Business Ecosystems; Information Technology; Organizational Design; Industry Structures; Digital Platforms
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    Baldwin, Carliss Y. "Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 14 Introducing Open Platforms and Ecosystems." Harvard Business School Working Paper, No. 19-035, October 2018. (Revised January 2019.)
    • November 2021
    • Article

    The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training

    By: Doug J. Chung, Byungyeon Kim and Byoung G. Park
    This study provides a comprehensive model of an agent’s behavior in response to multiple sales management instruments, including compensation, recruiting/termination, and training. The model on agents’ behavior takes into account many of the key elements that... View Details
    Keywords: Salesforce Management; Recruitment; Selection and Staffing; Compensation and Benefits; Resignation and Termination; Training; Behavior; Analysis
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    Chung, Doug J., Byungyeon Kim, and Byoung G. Park. "The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training." Management Science 67, no. 11 (November 2021): 7046–7074.
    • 30 Oct 2018
    • Working Paper Summaries

    Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 14 Introducing Open Platforms and Business Ecosystems

    Keywords: by Carliss Y. Baldwin
    • 2019
    • Working Paper

    Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 17 The Wintel Standards-based Platform

    By: Carliss Y. Baldwin
    The purpose of this chapter is to use the theory of bottlenecks laid out in previous chapters to better understand the dynamics of an open standards-based platform. I describe how the Wintel platform evolved from 1990 through 2000 under joint sponsorship of Intel and... View Details
    Keywords: Open Platforms; Bottlenecks; Wintel Platform; Disintermediation; Information Infrastructure; Applications and Software; Business History; Digital Platforms; Computer Industry
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    Baldwin, Carliss Y. "Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 17 The Wintel Standards-based Platform." Harvard Business School Working Paper, No. 20-055, November 2019.
    • Aug 2013
    • Conference Presentation

    Brokerage Spaces: How Informal Networks Transform Formal Structure In The Pursuit Of Complex Tasks

    By: Ranjay Gulati and Luciana Silvestri
    Keywords: Ambiguity; Cognition; Collaboration; Networks; Organizational Design; Cognition and Thinking
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    Gulati, Ranjay, and Luciana Silvestri. "Brokerage Spaces: How Informal Networks Transform Formal Structure In The Pursuit Of Complex Tasks." Paper presented at the Academy of Management Annual Meeting, Lake Buena Vista (Orlando), FL, August 2013.
    • July 2006
    • Article

    Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code

    By: Alan MacCormack, John Rusnak and Carliss Y. Baldwin
    Keywords: Applications and Software; Design; Information; Internet and the Web
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    MacCormack, Alan, John Rusnak, and Carliss Y. Baldwin. "Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code." Management Science 52, no. 7 (July 2006).
    • 19 Feb 2016
    • Working Paper Summaries

    ‘Does 'What We Do' Make Us 'Who We Are'? Organizational Design and Identity Change at the Federal Bureau of Investigation

    Keywords: by Ranjay Gulati, Ryan Raffaelli, and Jan Rivkin; Public Administration
    • 1 Apr 2005 - 4 Apr 2005
    • Conference Presentation

    Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code

    By: Alan MacCormack
    Keywords: Applications and Software; Product Design; Complexity
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    MacCormack, Alan. "Exploring the Structure of Complex Software Designs: An Empirical Study of Open Source and Proprietary Code." Paper presented at the Wharton Technology Conference, Philadelphia, PA, April 01–04, 2005.
    • December 2020
    • Case

    Tokio Marine Group (A)

    By: David J. Collis, Nobuo Sato and Akiko Kanno
    Tokio Marine, Japan's leading insurance company, has spent nearly two decades building a global footprint in different insurance businesses around the world. As the company becomes majority non-domestic it has to make a choice of what organisation structure to adopt to... View Details
    Keywords: Organisational Design; Culture; Values; Global Strategy; Organizational Structure; Organizational Culture; Values and Beliefs; Insurance Industry; Japan
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    Collis, David J., Nobuo Sato, and Akiko Kanno. "Tokio Marine Group (A)." Harvard Business School Case 721-417, December 2020.
    • Research Summary

    Overview

    In industries characterized by extreme dynamism, complexity, and uncertainty, formal structure often “falls behind” actual work processes. The nature of work in these environments evolves continuously while formal structure can only do so at specific times in discrete... View Details
    Keywords: Organizational Structure; Organizational Design; Organizational Identity; Identity Work; Strategy; Strategic Change; Collaboration; Cross-functional Integration; Cognition; Organizational Evolution; Organizational Alignment; Social Media
    • 2017
    • Working Paper

    Empowering Bureaucracy: Achieving Non-Hierarchical Control and Employee Autonomy Through Dynamic Formal Roles

    By: Michael Lee
    Hierarchy and formal structure are conventionally viewed as two tightly coupled dimensions of organization design. As organizations move from more hierarchical to less hierarchical authority structures, they also tend to reduce formal structure. However, organic... View Details
    Keywords: Organization Design; Autonomy; Decentralization; Self-Managed Organizations; Formalization; Roles; Organizational Design; Organizational Structure; Management Systems
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    Lee, Michael. "Empowering Bureaucracy: Achieving Non-Hierarchical Control and Employee Autonomy Through Dynamic Formal Roles." Working Paper, August 2017.
    • Article

    Exploring the Duality Between Product and Organizational Architectures: A Test of the 'Mirroring' Hypothesis

    By: Alan MacCormack, Carliss Y. Baldwin and John Rusnak
    A variety of academic studies argue that a relationship exists between the structure of an organization and the design of the products that the organization produces. Specifically, products tend to "mirror" the architectures of the organizations in which they are... View Details
    Keywords: Organization Design; Architecture; Modularity; Open Source Software; Communication; Design; Governance; Management Practices and Processes; Open Source Distribution; Product Design; Mission and Purpose; Organizational Structure; Performance; Problems and Challenges; Behavior; Software
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    MacCormack, Alan, Carliss Y. Baldwin, and John Rusnak. "Exploring the Duality Between Product and Organizational Architectures: A Test of the 'Mirroring' Hypothesis." Research Policy 41, no. 8 (October 2012): 1309–1324.
    • 2016
    • Working Paper

    The Mirroring Hypothesis: Theory, Evidence and Exceptions

    By: Lyra J. Colfer and Carliss Y. Baldwin
    The mirroring hypothesis predicts that organizational ties within a project, firm, or group of firms (e.g., communication, collocation, employment) will correspond to the technical patterns of dependency in the work being performed. A thorough understanding of the... View Details
    Keywords: Modularity; Innovation; Product And Process Development; Organization Design; Design Structure; Organizational Ties; Mirroring Hypothesis; Industry Architecture; Product Architecture; Complex Technical Systems; Information Technology; Organizational Design; Organizational Structure; Relationships; Innovation and Invention; Product Development
    Citation
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    Colfer, Lyra J., and Carliss Y. Baldwin. "The Mirroring Hypothesis: Theory, Evidence and Exceptions." Harvard Business School Working Paper, No. 16-124, April 2016. (Revised May 2016.)
    • October 2014
    • Article

    Hidden Structure: Using Network Methods to Map System Architecture

    By: Carliss Y. Baldwin, Alan MacCormack and John Rusnak
    In this paper, we describe an operational methodology for characterizing the architecture of complex technical systems and demonstrate its application to a large sample of software releases. Our methodology is based upon directed network graphs, which allows us to... View Details
    Keywords: Architecture; Modularity; Dominant Designs; Complexity; Product Design; Software
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    Baldwin, Carliss Y., Alan MacCormack, and John Rusnak. "Hidden Structure: Using Network Methods to Map System Architecture." Research Policy 43, no. 8 (October 2014): 1381–1397.
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