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June 2018 (Revised April 2021)
Supplement

Valuing Snap After the IPO Quiet Period

By: Benjamin C. Esty, Marco Di Maggio and Greg Saldutte

June 2018 (Revised April 2021)
Case

Valuing Snap After the IPO Quiet Period (A)

By: Marco Di Maggio, Benjamin C. Esty and Gregory Saldutte

Snap, the disappearing message app, went public at $17 per share on March 2, 2017, making its two 20-something founders the youngest self-made billionaires in the country. Over the next three weeks, 14 analysts made investment recommendations on Snap: two with buy... View Details

June 2018
Supplement

Valuing Snap After the IPO Quiet Period (B)

By: Marco Di Maggio and Benjamin C. Esty

Analyzes Snap’s value and analyst recommendations following the events described in the (A) case. View Details

June 2018
Supplement

Valuing Snap After the IPO Quiet Period (C)

By: Marco Di Maggio, Benjamin C. Esty and Gregory Saldutte

Analyzes Snap’s value and analyst recommendations following the events described in the (B) case. View Details

June 2018
Case

Feeding America (A)

By: Scott Duke Kominers and Alan Lam

This case describes how Feeding America, the third-largest nonprofit organization in the U.S., designed a marketplace for allocating donated food across its network of food banks. It considers the promises and pitfalls of using market-based allocation in the context of... View Details

Keywords: Social Enterprise; Nonprofit Organizations; Food; Resource Allocation; Fairness; Performance Efficiency; United States

May 2018
Teaching Note

Maggie Wilderotter: Evolution of an Executive

By: Boris Groysberg and Robin Abrahams

Teaching Note for HBS No. 417-091. View Details

Keywords: Personal Development and Career; Personal Characteristics; Leadership Style; Networks; Gender; Power and Influence; Telecommunications Industry; United States

May 2018
Case

The Multiple Myeloma Research Foundation's Answer Fund

By: Richard G. Hamermesh and Matthew G. Preble

March 2018
Case

Chaudhary Group: Rebuilding Nepal

By: Christopher J. Malloy, Lauren H. Cohen and Inakshi Sobti

After the 2015 Nepal earthquake, the Chaudhary Group, a billion-dollar conglomerate in Nepal, decides to play a pivotal role in rebuilding the country. The Group's philanthropic arm (Chaudhary Foundation) works with stakeholders and develops a blue print for short- and... View Details

March 2018
Supplement

Chaudhary Group: Rebuilding Nepal (B)

By: Christopher J. Malloy, Lauren H. Cohen and Inakshi Sobti

Supplements the (A) case. Having successfully spearheaded relief work in the aftermath of the Nepal earthquake, the Chaudhary Foundation envisions creating a more comprehensive and sustainable development model. They are keen to build a model village that integrates... View Details

March 2018 (Revised June 2018)
Case

Knowledge Sharing at REMA 1000 (A)

By: Tatiana Sandino and Olivia Hull

A year after Norwegian grocery chain REMA 1000 adopted Workplace, Facebook’s enterprise social network, Chief Human Resource Officer Tore Høylie is asked to evaluate its impact on company culture and communication. Almost 90% of the workforce is engaged with the... View Details

Keywords: Social Network; Enterprise Social Media; Facebook; Workplace; Social and Collaborative Networks; Communication Technology; Performance Improvement; Organizational Culture; Knowledge Sharing; Social Media; Retail Industry; Norway

March 2018
Article

Enacting Knowledge Strategy Through Social Media: Passable Trust and the Paradox of Non-work Interactions

By: Tsedal Neeley and Paul Leonardi

Despite the recognition that knowledge sharing among employees is necessary to enact knowledge strategy, little is known about how to enable such sharing. Recent research suggests that social media may promote knowledge sharing because they allow social lubrication and... View Details

Keywords: Knowledge Sharing; Strategy; Social and Collaborative Networks; Employees; Interactive Communication; Trust

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Article

What Managers Need to Know About Social Tools: Avoid the Common Pitfalls So That Your Organization Can Collaborate, Learn, and Innovate

By: Paul Leonardi and Tsedal Neeley

Workplaces have adopted internal social tools—think stand-alone technologies such as Slack, Yammer, and Chatter, or embedded applications such as Microsoft Teams and JIRA—at a staggering rate. In an ambitious study of 4,200 companies, conducted by the McKinsey Global... View Details

Keywords: Leadership; Social Tools; Social and Collaborative Networks; Knowledge Sharing; Performance Improvement; Management

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October 2017 (Revised April 2019)
Case

Data Breach at Equifax

By: Suraj Srinivasan, Quinn Pitcher and Jonah S. Goldberg

The case discusses the events leading up to the massive data breach at Equifax, one of the three U.S. credit reporting companies, the organizational and governance issues that contributed to the breach, and the consequences of the breach. The case supplement provides... View Details

Keywords: Safety; Information Management; Cybersecurity; Technology Industry; United States

2017
Working Paper

Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain

By: Colin M. Fisher, Julianna Pillemer and Teresa M. Amabile

How do teams working on complex projects get the help they need? Our qualitative investigation of the help provided to project teams at a prominent design firm revealed two distinct helping processes, both characterized by deep, sustained engagement that far exceeds... View Details

Keywords: Helping; Rhythm; Prosocial Behavior; External Team Leadership; Social Construction; Time; Qualitative Methods; Field Research; Groups and Teams; Projects; Behavior; Social and Collaborative Networks

October 2017
Supplement

Maggie Wilderotter: The Evolution of an Executive: Video Supplement

By: Boris Groysberg, Sarah L. Abbott and Robin Abrahams

In a career that spanned over 30 years, Maggie Wilderotter served as CEO of two publicly traded companies and served on 32 corporate and nine association and non-profit boards of directors. The case looks at the progression of Wilderotter’s career; the decisions she... View Details

Keywords: Leadership; Managing People; Networks; Strategy And Leadership; Personal Development and Career; Personal Characteristics; Leadership Style; Social and Collaborative Networks; Gender; Power and Influence; Telecommunications Industry; United States

September–October 2017
Article

Managing Our Hub Economy: Strategy, Ethics, and Network Competition in the Age of Digital Superpowers

By: Marco Iansiti and Karim R. Lakhani

A small number of digital superpowers—Alibaba, Amazon, Microsoft, and others—have become “hub firms” because they control access to billions of mobile customers coveted by all kinds of product and service providers. These hubs drive increasing returns to scale and... View Details

Keywords: Competition; Strategic Planning; Auto Industry; Technology Industry

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August 2017 (Revised September 2018)
Case

Audubon in 2017: The Turnaround

By: V. Kasturi Rangan

The case briefly describes the 112-year history of the organization and focuses particularly on the changes wrought by its new leader David Yarnold who was brought in by the board in 2010. Under Yarnold's leadership the organization went through two strategic plans... View Details

Keywords: Nonprofit Strategy; Change Management; Change; Leadership; Nonprofit Organizations; Strategy; Transformation

June 2017
Case

Maggie Wilderotter: The Evolution of an Executive

By: Boris Groysberg, Sarah L. Abbott and Robin Abrahams

In a career that spanned over 30 years, Maggie Wilderotter served as CEO of two publicly traded companies and served on 32 corporate and 9 association and nonprofit boards of directors. As CEO of Frontier Communications, a U.S. telecom company with over $25 billion in... View Details

Keywords: Leadership; Managing People; Networks; Strategy And Leadership; Personal Development and Career; Personal Characteristics; Leadership Style; Social and Collaborative Networks; Gender; Power and Influence; Telecommunications Industry; United States

Article

Beyond the Target Customer: Social Effects in CRM Campaigns

By: Eva Ascarza, Peter Ebbes, Oded Netzer and Matthew Danielson

Customer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the targeted customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the... View Details

Keywords: Social Effects; Field Experiment; Mobile; Customer Relationship Management; Network Effects; Consumer Behavior

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2019
Chapter

Markets as Networks: The Dynamics and Implications of Interorganizational Network Structures

By: Ranjay Gulati and Maxim Sytch

We discuss existing research that applies a relational, socio-structural lens to studying organizations and markets. Research in this field has described markets first and foremost as networks of enduring relationships and repeated interactions among organizations. We... View Details

Keywords: Interorganizatonal Relationships; Social Networks; Networks; Markets

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