Publications

April 2011 (Revised May 2011)
Supplement

AQR's Momentum Funds (B)

By: Daniel Baird Bergstresser, Lauren H. Cohen, Randolph B. Cohen and Christopher J. Malloy

This is a (B) case for AQR's Momentum Funds. It follows the first year of performance of the funds after launching, and gives students a critical inflection point for analyzing the nascent stages of a new product launch and the potential path dependence of the product... View Details

Keywords: Change; Decision Choices and Conditions; Investment Funds; Product Launch; Product; Performance; Perspective; Strategy

Research Summary

Top Management Teams

Michael Roberto is studying how senior management teams function, and how chief executives lead these teams effectively. Many chief executives can identify their top management team, but this set of executives does not necessarily perform critical tasks and make... View Details

July – August 2011
Article

What Factors Drive Analyst Forecasts?

By: Boris Groysberg, Paul Healy, Nitin Nohria and George Serafeim

A firm's competitive environment, its strategic choices, and its internal capabilities are considered important determinants of its future performance. Yet there is little evidence on whether analysts' forecasts of firm performance actually reflect any of these factors... View Details

Keywords: Competition; Forecasting and Prediction; Industry Growth; Judgments; Performance; Valuation; Price; Quality; Innovation and Invention; Organizational Culture; Competency and Skills; Surveys

Teaching Interest

Program for Leadership Development

By: Michael L. Tushman

Accelerating the Careers of High-Potential Leaders

Successful businesses know that investing in the next generation of leaders is critical to sustaining competitive advantage and achieving corporate growth over the long term. The Program for Leadership... View Details

September 1993 (Revised July 1995)
Background Note

Public Policy and the Manager: Conceptual Framework

By: Willis M. Emmons III

Government intervention in markets may have significant effects--both positive and negative--on a firm's strategic options and its performance outcomes. Thus the ability to analyze the origins, implications, and dynamics of public policy is a critical managerial skill... View Details

Keywords: Policy; Management Skills; Government and Politics; Adoption; Business Strategy; Performance Evaluation; Economic Systems

04 Nov 2014
Working Paper Summaries

Making the Numbers? ‘Short Termism’ & the Puzzle of Only Occasional Disaster

Keywords: by Hazhir Rahmandad, Nelson P. Repenning & Rebecca Henderson

10 Nov 2015
Op-Ed

Authentic Leadership Rediscovered

difficult times. Authentic leaders are constantly growing. They do not have a rigid view of themselves and their leadership. Becoming authentic is a developmental state that enables leaders to progress through multiple roles, as they learn and grow from their... View Details

Keywords: by Bill George

October 2012 (Revised February 2013)
Case

Jim Johnson's Re-election to the Goldman Sachs Board

By: Suraj Srinivasan and Kelly Baker

The case presents the opposition by a leading institutional investor in Goldman Sachs to the re-election of Jim Johnson to the board of directors of the company. The investor, Sequoia Fund, opposes the re-election citing Jim Johnson's prior track record as the CEO of... View Details

Keywords: Board Of Directors; Corporate Governance; Director Elections; Goldman Sachs; Reputation; Institutional Investing; Governing and Advisory Boards; Corporate Accountability; Banking Industry; New York (city, NY)

2023
Working Paper

The Optimal Stock Valuation Ratio

By: Sebastian Hillenbrand and Odhrain McCarthy

Trailing price ratios, such as the price-dividend and the price-earnings ratio, scale prices by trailing cash flow measures. They theoretically contain expected returns, yet, their performance in predicting stock market returns is poor. This is because of an omitted... View Details

Keywords: Price; Investment Return; AI and Machine Learning; Valuation; Cash Flow; Forecasting and Prediction

SSRN

Article

Overcoming the Winner's Curse: An Adaptive Learning Perspective

By: Yoella Bereby-Meyer and Brit Grosskopf

The winner's curse phenomenon refers to the fact that the winner in a common value auction, in order to actually win the auction, is likely to have overestimated the item's value and consequently is likely to gain less than expected and may even lose (i.e., it is said... View Details

September 2006 (Revised October 2007)
Case

Shinsei Bank: Developing an Integrated Firm

By: Thomas J. DeLong and Masako Egawa

Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong... View Details

Keywords: Integration; Mission and Purpose; Organizational Change and Adaptation; Talent and Talent Management; Organizational Culture; Performance Evaluation; Cooperation; Diversity; Japan

October 2021
Article

Directors' Perceptions of Board Effectiveness and Internal Operations

By: J. Yo-Jud Cheng, Boris Groysberg, Paul M. Healy and Rajesh Vijayaraghavan

We contribute to the growing literature on the effectiveness of corporate boards by examining the effect of two insights that have been largely unexplored in prior studies that use public data. First, since boards’ responsibilities are wide-ranging, more holistic... View Details

Keywords: Boards Of Directors; Corporate Governance; Governing and Advisory Boards; Performance Effectiveness; Perception

21 Aug 2017
Lessons from the Classroom

Companies Love Big Data But Lack the Strategy To Use It Effectively

streams that track performance feedback and organizational culture; and analyses of digital trace data to map and shape organizational networks. “As managers and employees work through these challenges and tradeoffs, the potential gains... View Details

Keywords: by Dina Gerdeman

02 Dec 2014
Working Paper Summaries

International Trade, Multinational Activity, and Corporate Finance

Keywords: by C. Fritz Foley & Kalina Manova

2022
Working Paper

Transferable Skills? Founders as Venture Capitalists

By: Paul A. Gompers and Vladimir Mukharlyamov

In this paper we explore whether or not the experience as a founder of a venture capital-backed startup influences the performance of founders who become venture capitalists (VCs). We find that nearly 7% of VCs were previously founders of a venture-backed startup.... View Details

Keywords: Founders; Venture Capital; Entrepreneurship; Performance; Personal Development and Career; Success

Read Now

February 2017 (Revised May 2018)
Case

The Flint, Michigan Sit-Down Strike

By: Tom Nicholas, Christopher T. Stanton and Matthew Preble

For roughly six weeks between late December 1936 and February 1937, a major strike at several critical General Motors (GM) plants in Flint, Michigan, essentially halted the corporation’s U.S. production and resulted in significant gains for the nascent United... View Details

2025
Working Paper

The Impact of Input Inaccuracy on Leveraging AI Tools: Evidence from Algorithmic Labor Scheduling

By: Caleb Kwon, Antonio Moreno and Ananth Raman

Problem Definition: Considerable academic and practitioner attention is placed on the value of ex-post interactions (i.e., overrides) in the human-AI interface. In contrast, relatively little attention has been paid to ex-ante human-AI interactions (e.g., the... View Details

Keywords: AI and Machine Learning; Employees; Performance Effectiveness

SSRN

August 2021
Article

Improving Sales Hiring

By: Frank V. Cespedes

Sales hiring presents inherent challenges not found to the same extent in talent management in other functional areas. Moreover, common hiring practices make a tough job needlessly harder. This article suggests practical ways to improve sales hiring: Hire for the Task,... View Details

Keywords: Sales; Selection and Staffing

Read Now

2011
Article

Top Executives Need Feedback: Here's How They Can Get It

By: Robert Steven Kaplan

As executives become more senior, they are less likely to receive constructive feedback on their performance or their strategy. To get it, they should call on their junior colleagues. The problem: subordinates don't want to offend the boss. Therefore, as executives... View Details

Keywords: Performance; Strategy; Networks; Decisions; Management Teams