Publications
Publications
Show Results For
- All HBS Web
(11,285)
- Faculty Publications (1,481)
- October 2003 (Revised November 2003)
- Module Note
Organizing to Learn Module Note
By: Amy C. Edmondson
Teaches a framework for managing in dynamic or uncertain organizational contexts, designed for either MBA or Executive Education courses. Offers a new perspective on how managers can help stimulate and guide a collective learning process in their organizations. The... View Details
- September 2003 (Revised June 2005)
- Case
Learning from LeapFrog: Creating Educational and Business Value
By: Lynda M. Applegate, Christopher Dede and Susan Saltrick
Explores the success factors leading to one's company's rise to the number three ranking in the aggressively competitive toy industry. LeapFrog has made the strategic decision to exploit its educational model in two industry sectors: consumer toys and educational... View Details
- September 2003 (Revised November 2005)
- Case
Best Buy Co., Inc. (A): An Innovator's Journey
By: Dorothy A. Leonard and Brian DeLacey
The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as... View Details
- September 3, 2003
- Article
Relationship Between Wages and Presence of a Match in Medical Fellowships
By: Muriel Niederle and A. E. Roth
- August 2003 (Revised August 2024)
- Case
Fighting the Battle of the Bulge—Evaluating Do Good/Do Well Innovations in Morbid Obesity Treatment
By: Regina E. Herzlinger and John McDonough
Many health care innovations appear successful; but fail. This is the first case in the Innovating Health Care course that investigates how to create successful health care innovations. It is part of the first module in the course. This module focuses on how to... View Details
- 2003
- Working Paper
Dynamic Mixed Duopoly: A Model Motivated by Linux vs. Windows
By: Ramon Casadesus-Masanell and Pankaj Ghemawat
This paper analyzes a dynamic mixed duopoly in which a profit-maximizing competitor interacts with a competitor that prices at zero (or marginal cost), with the cumulation of output affecting their relative positions over time. The modeling effort is motivated by... View Details
- May 2003
- Module Note
Building Capabilities for Experimentation, Learning, and Prototyping
By: Stefan H. Thomke
Describes the conceptual foundations and pedagogy for a module on managing experimentation, learning, and prototyping in the development of products and services. Can also be used as part of a more general course on Managing Technology and Innovation. Shows how... View Details
- May 2003
- Module Note
Managing Product Development
By: Stefan H. Thomke
Introduces students to the managerial aspects critical to conceiving, designing, and developing innovative products and services. Considers the full range of activities required: learning about customer needs, understanding and managing experimentation and problem... View Details
- May 2003
- Module Note
Product Development Process Design and Improvement
By: Stefan H. Thomke
Describes the conceptual foundations and pedagogy for a module on the design and improvement of processes for the development of products and services. Can also be used as part of a more general course on Managing Technology and Innovation. Central to Managing Product... View Details
- 2003
- Report
UK Competitiveness: Moving to the Next Stage
By: Michael E. Porter and Christian H.M. Ketels
In October 2002, the Economic and Social Research Council (ESRC) appointed Professor Michael Porter and his team to conduct a brief, three-month review of the existing evidence on UK competitiveness. The effort was funded jointly by the ESRC and the Department of... View Details
- 2003
- Chapter
Understanding Outcomes of Organizational Learning Interventions
By: Amy C. Edmondson and Anita Williams Woolley
- April 2003 (Revised October 2004)
- Case
Novartis: The Challenge of Success (B)
By: Sandra J. Sucher and Stacy McManus
When Dr. Daniel Vasella learned of the early Phase 1 trial results, he immediately decided what course of action Novartis would take. Students will be able to examine and assess the concrete steps, and the rationale behind them, that Novartis took in response to this... View Details
- spring 2003
- Article
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption
By: Amy Edmondson, Gary P. Pisano, Richard Bohmer and Ann Winslow
- January 2003 (Revised August 2005)
- Case
CareGroup
By: F. Warren McFarlan and Robert D. Austin
Describes the circumstances leading to the three-and-a-half-day collapse of a major hospital group's IS capabilities. Identifies the technical reasons for the failure, management steps in dealing with the problem short term, and the long-term lessons they believe they... View Details
- 2003
- Case
Lakhdar Brahimi / Negotiating a New Government for Afghanistan
By: James K. Sebenius and Kristin Schneeman
Part of the PON Great Negotiator Case Study Series, this factual case study examines former UN Special Envoy Lakhdar Brahimi's involvement in negotiating an interim Afghani government after the fall of the Taliban in 2001. As a result of these efforts, Brahimi... View Details
- 2002
- Working Paper
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption
By: Amy C. Edmondson, Ann B. Winslow, Richard M.J. Bohmer and Gary Pisano
- October 2002 (Revised February 2003)
- Case
Administrative Data Project (A)
By: Lynda M. Applegate and Donald E. Heller
Encourages analysis of the implementation of a large technical infrastructure and process transformation project within a university setting. Enables an instructor to teach change management, leadership, and technical project management skills. View Details
- September 2002 (Revised October 2002)
- Case
Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL)
By: Dorothy A. Leonard and David Kiron
Jet Propulsion Laboratory (JPL) faces a serious loss of knowledge--both because of the "faster, better, cheaper" mandate for Mars missions and from the retirement of key personnel. An extensive knowledge management system for NASA/JPL includes formal knowledge-capture... View Details