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2016
Working Paper

Pros vs Joes: Agent Pricing Behavior in the Sharing Economy

By: Jun Li, Antonio Moreno and Dennis J. Zhang

One of the major differences between markets that follow a “sharing economy” paradigm and traditional two-sided markets is that the supply side in the sharing economy often includes individual nonprofessional decision makers, in addition to firms and professional... View Details

Keywords: Two-sided Market; Sharing Economy; Behavioral Economics; Revenue Management; Hospitality; Two-Sided Platforms; Price; Behavior; Experience and Expertise

June 2016
Article

Wicked Problem Solvers: Lessons from Successful Cross-industry Teams

By: Amy C. Edmondson

Companies today increasingly rely on teams that span many industries for radical innovation, especially to solve “wicked problems.” So leaders have to understand how to promote collaboration when roles are uncertain, goals are shifting, expertise and organizational... View Details

Keywords: Groups and Teams; Leadership Style; Collaborative Innovation and Invention

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May 20, 2016
Comment

World Health Organization Lacks Leadership to Combat Pandemics

By: John A. Quelch

When it comes to emergency preparedness for pandemics, the World Health Organization is falling short. It has not provided prompt and clear leadership to the world in combating either the Ebola or Zika viruses. Its leadership has been low energy, its representatives... View Details

2016
Chapter

Authority and Expertise at the Origins of Macroeconomics

By: Sophus A. Reinert

March 2016 (Revised January 2023)
Teaching Note

Carla Ann Harris at Morgan Stanley

By: Lakshmi Ramarajan

This case follows Carla Ann Harris, an African-American executive on Wall Street, from her childhood to the eve of her 20th year at Morgan Stanley. In addition to her professional identity as an investment banker, Harris is also an accomplished gospel singer, an... View Details

Keywords: Decision Choices and Conditions; Identity; Personal Development and Career; Success; Values and Beliefs; Social Entrepreneurship; Financial Services Industry

February 2016 (Revised May 2016)
Case

Dinr: My First Start-up (A)

By: Shikhar Ghosh and Kristina Maslauskaite

In May 2012, a young employee at Google's London office, Markus Berger, was thinking whether he should quit his job and go after his dream of becoming an entrepreneur. Berger's idea was to create Dinr, a company that would offer an upscale food ingredient delivery... View Details

Keywords: Exit Strategy; Startup; Start-up; Business Exit or Shutdown; Business Startups; Entrepreneurship; Food

January 2016
Teaching Note

Groom Energy Solutions: Selling Efficiency

By: Michael W. Toffel, Kira Fabrizio and Stephanie van Sice

This case examines a start-up service provider that helps clients improve the energy efficiency of their factories, warehouses, and commercial and office spaces by integrating and installing lighting, heating, and cooling technologies. The company seeks to double... View Details

Keywords: Energy Efficiency; Energy Efficiency Paradox; Environment; Environmental Strategy; Growth; Energy; Energy Conservation; Entrepreneurship; Environmental Sustainability; Energy Industry

January 2016 (Revised October 2016)
Case

Saudi Aramco and Corporate Venture Capital

By: Joseph B. Fuller, Matthew Rhodes-Kropf and Nathaniel Burbank

Saudi Aramco launched an internal venture capital arm in 2011, which promptly became the world's largest investor in energy related startups. In choosing to proceed, the company's New Business Development unit (NPD) wrestled with a number of challenges. How should the... View Details

Keywords: Venture Capital; Corporate Entrepreneurship; Energy Industry; Saudi Arabia

January 2016
Case

Haiti Hope: Innovating the Mango Value Chain

By: Amy C. Edmondson and Jean-François Harvey

This case study examines a market-based approach to economic development through the eyes of NGO TechnoServe's project manager, implementing a US$9.5 million five-year public-private partnership between Coca-Cola, IDB, and USAID. The case ends at the beginning of the... View Details

November 2015 (Revised February 2017)
Case

Cisco Systems: In Search of the Next CEO

By: Boris Groysberg, Sarah L. Abbott, Olivia Hull and J. Yo-Jud Cheng

It’s August 2014 and John Chambers is expected to announce his retirement after 17 years as CEO of global technology giant Cisco Systems. Under Chambers’s leadership, Cisco has grown from $2.2 billion in annual revenues and under 4,000 employees to revenues of $46... View Details

Keywords: Leadership; Succession Planning; CEO Succession; Managing Change; Person-organization Fit; Management Succession; Transition; Talent and Talent Management; Change Management; Retirement; Innovation Leadership; Recruitment; Corporate Governance; Experience and Expertise; Technology Industry; Information Technology Industry; United States; San Jose; California

November 2015
Article

Influence of Experience and the Surgical Learning Curve on Long-term Patient Outcomes in Cardiac Surgery

By: Bryan M. Burt, Andrew W. ElBardissi, Robert S. Huckman, Lawrence H. Cohn, Marisa W. Cevasco, James D. Rawn, Sary F. Aranki and John G. Byrne

OBJECTIVE: We hypothesized that increased post-graduate surgical experience correlates with improved operative efficiency and long-term survival in standard cardiac surgery procedures.

METHODS: Utilizing a prospectively collected retrospective database,... View Details

Keywords: Service Delivery; Value; Health Care and Treatment; Experience and Expertise; Health Industry

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October 2015
Article

Global Teams That Work

By: Tsedal Neeley

Many companies today rely on employees around the world, leveraging their diversity and local expertise to gain a competitive edge. However, geographically dispersed teams face a big challenge: physical separation and cultural differences can create social distance, or... View Details

Keywords: Globalized Firms and Management; Groups and Teams; Performance; Cross-Cultural and Cross-Border Issues

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2015
Chapter

Deep Smarts as the Underpinnings of Dynamic Capabilities

By: Dorothy A. Leonard and Michelle Barton

Both ordinary and dynamic capabilities depend upon the deep smarts, i.e., business-critical, experience-based knowledge, held in the heads of an organization’s top talent. This chapter examines the links between individual and organizational capabilities and presents... View Details

Keywords: Management Skills; Experience and Expertise; Innovation and Invention

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July 2015 (Revised October 2015)
Case

Building Strong Partnerships at the Inter-American Development Bank

By: Amy C. Edmondson, Erin L. Henry, Andreas Georgoulias and Natalie Bartlett

Building Strong Partnerships at the Inter-American Development Bank details the development of the bank's new Office of Outreach Partnerships to sustain a culture of innovation through maintaining and generating partnerships in order to fulfill the bank's greater... View Details

July 2015 (Revised July 2016)
Case

SF Express: From Delivery to E-Commerce

By: Feng Zhu and David Lane

Shunfeng Express (SF), China's leading express delivery firm, in May 2014 opened the first 500 of several thousand Heike stores, which allowed consumers to buy and try out SF's own e-commerce offerings, in addition to other services. As an example of China's... View Details

Keywords: Shunfeng Express; Heike; Express Delivery; Alibaba; Tencent; JD.com; China; O2O; Logistics; Strategy; Service Delivery; China

April 2015
Case

Carolinas HealthCare System: Consumer Analytics

By: John A. Quelch and Margaret L. Rodriguez

In 2014, Dr. Michael Dulin, chief clinical officer for analytics and outcomes research and head of the Dickson Advanced Analytics (DA2) group at Carolinas HealthCare System (CHS), successfully unified all analytics talent and resources into one group over a three year... View Details

Keywords: Consumer Segmentation; Big Data; Management Information Systems; Hospital Management; Health Care and Treatment; Marketing; Segmentation; Analytics and Data Science; Information Management; Information Technology; Health; Health Industry; United States

April 2015
Case

Dutch Bros. Coffee: A Compelling Future

By: Joshua Margolis and Christine Snively

Travis Boersma, co-founder and President of the Dutch Bros. coffee chain, faces three operational decisions that will shape the company's growth trajectory and distinctive culture. First, should they offer a specialty coffee at a subset of their stores in one region... View Details

Keywords: Culture And Community; Service Management; Retail; Food; Managing Growth; Family Business; Small Business; Leadership; Culture; Food and Beverage Industry; Oregon

March 2015 (Revised January 2024)
Case

CV Ingenuity (A): How to Evaluate the Commercial Viability of New Health Care Technologies

By: Regina E. Herzlinger and Andrew Otazo

Duke Rohlen (HBS MBA ’01) hoped to win over a prominent venture capital investor for Series B financing of his firm CVI that was creating a drug-eluting balloon (DES) to treat peripheral arterial disease. As a second-mover, Duke felt he was more likely to acquire... View Details

March 2015
Case

BOLT: Seed Venture Capital Firm

By: William A. Sahlman and Robert F. White

BOLT is a different kind of seed venture capital firm built to serve the needs of early-stage startups at the intersection of hardware and software.

In the past decade, the cost of entrepreneurial experimentation has dropped dramatically, particularly in web... View Details

Keywords: Entrepreneurial Finance; Accelerator; Entrepreneurship; Finance; Venture Capital; Applications and Software; Information Infrastructure; Strategy

March 2015 (Revised May 2018)
Case

JPMorgan Chase: Tapping an Overlooked Talent Pool

By: Boris Groysberg and Katherine Connolly

By the spring of 2014, the pilot had come to an end for JPMorgan Chase's ReEntry Program, a program designed for women coming back to the workforce after a period of time away. Mary Callahan Erdoes, CEO of Asset Management, and her team had to evaluate whether or not... View Details

Keywords: Women; Training; Leadership; Motherhood; Talent and Talent Management; Experience and Expertise; Diversity; Gender; Knowledge Use and Leverage; Human Capital; Management Practices and Processes; Organizational Culture; Programs; Financial Services Industry; United States

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