Publications
Publications
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(13,837)
- Faculty Publications (1,543)
- 2011
- Chapter
Developing an Effective Organization: Intervention Method, Empirical Evidence, and Theory
By: Michael Beer
The field of organization development is fragmented and lacks a coherent and integrated theory and method for developing an effective organization. A 20-year action research program led to the development and evaluation of the Strategic Fitness Process (SFP)-a platform... View Details
- 2011
- Working Paper
Do U.S. Market Interactions Affect CEO Pay? Evidence from UK Companies
By: Joseph J. Gerakos, Joseph D. Piotroski and Suraj Srinivasan
This paper examines the extent that interactions with U.S. markets impact the compensation practices of non-U.S. firms. Using a sample of large U.K. companies, we find that the total compensation of U.K. CEOs is positively related to the extent of the firm's... View Details
- Article
From Thinking Too Little to Thinking Too Much: A Continuum of Decision Making.
By: Dan Ariely and Michael I. Norton
Due to the sheer number and variety of decisions that people make in their everyday lives-from choosing yogurts to choosing religions to choosing spouses-research in judgment and decision making has taken many forms. We suggest, however, that much of this research has... View Details
- January 2011
- Article
Good Intentions, Optimistic Self-Predictions, and Missed Opportunities
By: Derek Koehler, Rebecca White and Leslie K. John
Self-predictions are highly sensitive to current intentions but often largely insensitive to factors influencing the readiness with which those intentions are translated into future behavior. When such factors are under a person's control, they could be used to... View Details
- 2011
- Article
Group Size and Incentives to Contribute: A Natural Experiment at Chinese Wikipedia
By: Michael Zhang and Feng Zhu
In this paper, we examine the causal relationship between group size and incentives to contribute in the setting of Chinese Wikipedia, the Chinese language version of an online encyclopedia that relies entirely on voluntary contributions. The group at Chinese Wikipedia... View Details
- 2011
- Article
How Do Networks Matter? The Performance Effects of Interorganizational Networks
By: Ranjay Gulati, D. Lavie and Ravi Madhavin
A growing body of research suggests that an organization's ties to other organizations furnish resources that bestow various benefits. Scholars have proposed different perspectives on how such networks of ties shape organizational behavior and performance outcomes, but... View Details
- 2011
- Working Paper
How Foundations Think: The Ford Foundation as a Dominating Institution in the Field of American Business Schools
By: Rakesh Khurana, Kenneth Kimura and Marion Fourcade
The question of institutional change has become central to organizational research (Powell, 2008). Recent scholarship has demonstrated, often through carefully researched cases, that institutions can and sometimes do change. According to this research, there are two... View Details
- January 2011
- Article
Let the Right One In: A Microeconomic Approach to Partner Choice in Mutualisms
By: Marco Archetti, Francisco Ubeda, Drew Fudenberg, Jerry R. Green, Naomi E. Pierce and Douglas W. Yu
One of the main problems impeding the evolution of cooperation is partner choice. When information is asymmetric (the quality of a potential partner is known only to himself), it may seem that partner choice is not possible without signaling. Many mutualisms, however,... View Details
- Article
Temporal View of the Costs and Benefits of Self-Deception
By: Zoe Chance, Michael I. Norton, Francesca Gino and Dan Ariely
Researchers have documented many cases in which individuals rationalize their regrettable actions. Four experiments examine situations in which people go beyond merely explaining away their misconduct to actively deceiving themselves. We find that those who exploit... View Details
- Article
The Artful Dodger: Answering the Wrong Question the Right Way
By: Todd Rogers and Michael I. Norton
What happens when speakers try to "dodge" a question they would rather not answer by answering a different question? In 4 studies, we show that listeners can fail to detect dodges when speakers answer similar-but objectively incorrect-questions (the "artful dodge"), a... View Details
- 2011
- Article
The Consumer Psychology of Mail-in Rebates
By: John T. Gourville and Dilip Soman
Consumers who buy a product intending to use an accompanying mail-in rebate often do not redeem the rebate. To explain this behavior, we argue that consumers use an anchoring and adjustment approach to predicting the likelihood of redeeming a rebate. In keeping with... View Details
- December 2010 (Revised February 2012)
- Case
Yum! China
By: David E. Bell and Mary Shelman
Since the first KFC opened in China in 1987, Yum--under Sam Su's leadership--had built the largest restaurant company by far in mainland China. Averaging one new restaurant opening a day for the past five years, in 2010 Yum ran over 3,600 restaurants in 650 cities and... View Details
- December 2010 (Revised January 2012)
- Supplement
Vodafone in Japan (B)
By: Juan Alcacer, Mary Furey and Mayuka Yamazaki
By 2005, Vodafone Group was losing its footing in the sophisticated Japanese telecom market. What were they doing wrong? Should they cut their losses and leave Japan, or could they learn from mistakes and turn things around? View Details
- December 2010
- Case
Financing Higher Education in Australia
By: David A. Moss and Stephanie Lo
Even before Australian lawmakers abolished university tuition in 1973, students in Australia had long benefited from low tuition and large government subsidies. By the early 1980s, however, the nation's universities faced growing budget challenges and an apparent... View Details
- December 2010
- Background Note
Risk and Reward in Venture Capital
This note describes the payoff structure of investment in individual venture capital–backed companies and in venture capital portfolios. Venture Capital investments are characterized by high failure rate (0ver 50%) and a small number of given successes (greater than... View Details
- Article
A Learning Perspective on Intraorganizational Knowledge Spill-Ins
By: James Oldroyd and Ranjay Gulati
This exploratory study examines the role of intraorganizational knowledge spill-ins in the process of inferential learning. Drawing on the notions of knowledge reliability (the creation of shared meanings) and validity (understandings of cause and effect), we explore... View Details
- 2012
- Working Paper
Learning from Customers: Individual and Organizational Effects in Outsourced Radiological Services
By: Jonathan R. Clark, Robert S. Huckman and Bradley R. Staats
The ongoing fragmentation of work has resulted in a narrowing of tasks into smaller pieces that can be sent outside the organization and, in many instances, around the world. This trend is shifting the boundaries of organizations and leading to increased outsourcing.... View Details
- November 2010 (Revised January 2011)
- Case
Computerized Provider Order Entry at Emory Healthcare
By: Richard G. Hamermesh, F. Warren McFarlan, Mark Keil, Andrew Katz, Michael Morgan and David LaBorde
The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to implement computerized provider order entry (CPOE) across all of its hospitals and the challenges they faced in doing so. Issues such as standardization of care,... View Details
- 2010
- Book
Seven Strategy Questions: A Simple Approach for Better Execution
By: Robert L. Simons
To stay ahead of the pack, you must translate your organization's competitive strategy into day-to-day actions that will enable your company to win in the marketplace. This means channeling resources into the right efforts, striking a balance between innovation and... View Details
- October 2010 (Revised June 2014)
- Case
Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard
By: Robert S. Kaplan and Ricardo Reisen de Pinho
A new management team at VW do Brazil develops and deploys a strategy map and Balanced Scorecard to accomplish a turnaround and cultural change after eight consecutive years of financial losses and market share declines. The team uses the strategy map to align... View Details