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  • All HBS Web  (1,902)
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  • All HBS Web  (1,902)
    • People  (1)
    • News  (165)
    • Research  (1,445)
    • Events  (7)
    • Multimedia  (1)
  • Faculty Publications  (886)
← Page 65 of 1,902 Results →
  • 2019
  • Working Paper

Who Should Select New Employees, Headquarters or the Unit Manager? Consequences of Centralizing Hiring at a Retail Chain

By: Carolyn Deller and Tatiana Sandino
We examine how changing the allocation of hiring decision rights in a multiunit organization affects employee-firm match quality, contingent on a unit’s circumstances. Our research site, a US retail chain, switched from a decentralized hiring model (hiring by business... View Details
Keywords: Control; Selection; Decentralization; Company Values; Retail Chains; Decision Making; Economics; Geography; Employees; Selection and Staffing; Organizational Design; Situation or Environment; Retail Industry
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Deller, Carolyn, and Tatiana Sandino. "Who Should Select New Employees, Headquarters or the Unit Manager? Consequences of Centralizing Hiring at a Retail Chain." Harvard Business School Series in Accounting and Control, No. 16-088, January 2016. (Revised August 2019. Forthcoming in The Accounting Review.)
  • June 2014
  • Supplement

Merrimack Pharmaceuticals, Inc. (B)

By: Amy C. Edmondson, Bethany Gerstein and Melissa Valentine
In 2006, the leadership team at Merrimack Pharmaceuticals, Inc. had to decide whether to keep its R&D organization in functional departments or restructure it into interdisciplinary teams. This case follows the outcomes of this decision from 2006 to mid-2014, and... View Details
Keywords: Organizational Design; Groups and Teams; Collaborative Innovation and Invention; Research and Development; Biotechnology Industry; Pharmaceutical Industry
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Edmondson, Amy C., Bethany Gerstein, and Melissa Valentine. "Merrimack Pharmaceuticals, Inc. (B)." Harvard Business School Supplement 614-083, June 2014.
  • 25 Oct 2011
  • First Look

First Look: October 25

Almost all CEO and executive bonus plans have serious design flaws that limit their benefits dramatically. Such poorly designed executive bonus plans destroy value by providing incentives to manipulate the... View Details
Keywords: Sean Silverthorne
  • 07 Nov 2017
  • First Look

New Research and Ideas: November 7, 2017

Goals Challenges Traditional Organizational Designs By: Battilana, Julie, Michael Fuerstein, and Michael Lee Abstract—For an extended period during the first half of the 20th century, industrial democracy... View Details
Keywords: Carmen Nobel
  • Web

Field Course: Startup Operations - Course Catalog

This course is designed to provide hands-on guidance through the early stages of building your business. Students will test assumptions and hypotheses to evolve their product, build their strategic and operating roadmaps, create View Details
  • 01 Jun 2016
  • What Do You Think?

When Business Performance Falters, is Culture Change the Fix?

comments concerning the issue of appropriate starting points for dealing with an organization’s lagging performance. There was little support for an approach that first addresses an organization’s culture, “how we do things around here.” But Rick Mayhall commented that... View Details
Keywords: by James L. Heskett
  • 07 Jul 2009
  • First Look

First Look: July 7

psychology of decision making, rather than voters' willingness to compromise and support a bill they weakly oppose when that bill is bundled with one they strongly support. Download the paper: http://www.hbs.edu/research/pdf/09-147.pdf   PublicationsA 'Novel' Approach... View Details
Keywords: Martha Lagace
  • 2009
  • Book

High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage

By: Michael Beer
Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides... View Details
Keywords: Human Resources; Leadership; Management; Goals and Objectives; Organizational Culture; Organizational Design; Organizational Structure; Performance; Practice; Business Strategy; System
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Beer, Michael. High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage. Jossey-Bass, 2009.
  • September 2019
  • Case

Teaming Up to Win the Rail Deal at GE (A)

By: Amy Edmondson, Ranjay Gulati and Rachna Tahilyani
In 2012, Nalin Jain, then head of GE aviation for South Asia, was given the added responsibility for GE’s transportation business in India, including bidding for a $2.5 billion contract to manufacture, service and maintain 1,000 diesel locomotives for state owned... View Details
Keywords: Recruitment; Selection and Staffing; Human Capital; Groups and Teams; Leadership Style; Leading Change; Organizational Design; Organizational Structure; Industrial Products Industry; Manufacturing Industry; Rail Industry; Transportation Industry; United States; India
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Edmondson, Amy, Ranjay Gulati, and Rachna Tahilyani. "Teaming Up to Win the Rail Deal at GE (A)." Harvard Business School Case 420-058, September 2019.
  • March 2000
  • Case

Lockheed Martin: The Employer of Choice Mission

By: Clayton M. Christensen and Michael D Overdorf
A Lockheed Martin manager is faced with the decision of where to focus the organization's resources in order to develop a world-class employee development system. The manager's recommendation will serve as the basis for the company's goal of becoming an Employer of... View Details
Keywords: Organizational Culture; Resource Allocation; Decision Choices and Conditions; Employees; Human Resources; Leadership Development; Cost Management; Organizational Design; Aerospace Industry
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Christensen, Clayton M., and Michael D Overdorf. "Lockheed Martin: The Employer of Choice Mission." Harvard Business School Case 300-032, March 2000.
  • Web

Making Difficult Decisions: The General Manager’s Role (MDD) - Course Catalog

action in pursuit of organizational performance. Our emphasis is on how GMs get things done through making and guiding decisions—both larger and smaller. We show how to use decision-making processes to achieve produce results and to move... View Details
  • June 2004
  • Case

Aventis SA (A): Planning for a Merger

By: Joshua D. Margolis and Carin-Isabel Knoop
Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis--what would become the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must... View Details
Keywords: Problems and Challenges; Mergers and Acquisitions; Horizontal Integration; Organizational Design; Organizational Culture; Pharmaceutical Industry; United States
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Margolis, Joshua D., and Carin-Isabel Knoop. "Aventis SA (A): Planning for a Merger." Harvard Business School Case 404-003, June 2004.
  • March 2001 (Revised August 2001)
  • Case

Virgin.com

By: Alan D. MacCormack and Kerry Herman
Describes the evolution of Virgin's dot-com organization and the decision it faced in mid-2000--whether to consolidate several separate dot-com ventures into one larger venture or, instead, to allow each to run independently. Also contains a history of Virgin's... View Details
Keywords: Organizational Design; Organizational Structure; Motivation and Incentives; Internet and the Web; Consolidation
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MacCormack, Alan D., and Kerry Herman. "Virgin.com." Harvard Business School Case 601-041, March 2001. (Revised August 2001.)
  • 01 Jun 1998
  • News

Short Takes

Who Benefits from Bonuses? Over the past decade, senior corporate executives have been earning record-high bonuses in record-high numbers. What accounts for this striking increase? Do bonuses motivate executives and enhance organizational... View Details
Keywords: Orna Feldman and Caroline Chauncey
  • 2025
  • Working Paper

The Extent and Drivers of Internal Agglomeration of U.S. Multi-Unit Firms

By: Juan Alcácer and Jasmina Chauvin
This paper examines the extent and determinants of internal agglomeration—the spatial clustering of establishments within firms. It introduces a novel methodology that benchmarks a firm’s spatial footprint against that of comparable stand-alone firms, yielding a... View Details
Keywords: Multi-unit Firms; Agglomeration; Spatial Organization; Economies Of Scope; Organizational Design; Diversification; Corporate Strategy; Business Units
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Alcácer, Juan, and Jasmina Chauvin. "The Extent and Drivers of Internal Agglomeration of U.S. Multi-Unit Firms." Harvard Business School Working Paper, No. 26-002, July 2025.
  • Web

Business Program Discount | HBS Online

This is a great foundation for practically applying high-integrity, humanistic organizational leadership and management, which is invaluable in today’s rapidly-changing, technology-focused world. Elena Bowes Certificate of Specialization... View Details
  • February 1991 (Revised February 1992)
  • Case

Appex Corp.

By: Nitin Nohria
1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through... View Details
Keywords: Information Technology; Organizational Change and Adaptation; Organizational Design; Management Analysis, Tools, and Techniques; Organizational Culture; Mobile and Wireless Technology; Performance Productivity; Problems and Challenges; Management Practices and Processes; Business Divisions; Information Management; Information Technology Industry; Telecommunications Industry; United States
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Nohria, Nitin. "Appex Corp." Harvard Business School Case 491-082, February 1991. (Revised February 1992.)
  • August 2002
  • Case

Trilogy University

By: Thomas J. DeLong and Michael Paley
In early 2001, Trilogy Software faced a slowdown in its business, a large number of unsuccessful customer deployments, and an overall weakening in the enterprise software market. In response, the company revamped its business model and restructured the organization.... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Organizational Design; Alignment; Restructuring; Organizational Structure; Change Management; Business Strategy; Economic Slowdown and Stagnation; Information Technology Industry
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DeLong, Thomas J., and Michael Paley. "Trilogy University." Harvard Business School Case 403-012, August 2002.
  • 31 Jan 2012
  • First Look

First Look: Jan. 31

hospital emergency room and focuses on the effects of a new organizational structure, which we call a team scaffold, on teaming effectiveness and performance outcomes. Using a hybrid research design that... View Details
Keywords: Sean Silverthorne & Carmen Nobel
  • Web

Social Entrepreneurship and Systems Change (SESC) - Course Catalog

the critical insights, frameworks and tools needed. Graduates will be well-positioned for roles that demand a deep understanding of leading and scaling social enterprises and designing and implementing solutions that drive measurable... View Details
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