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Show Results For
- All HBS Web
(6,984)
- People (6)
- News (1,314)
- Research (4,941)
- Events (27)
- Multimedia (36)
- Faculty Publications (3,124)
- June 2014
- Supplement
Chung and Dasgupta: Supplemental Information on Jordan Ramirez and Casey Clark
By: Ian Larkin and Karen Huang
The "Promotion Process at Chung and Dasgupta, LLP" set of cases explores the roles of general and firm-specific human capital in employee performance measurement, feedback, and promotion/compensation decisions. In the cases, a leading law firm must decide whether to... View Details
Keywords: Performance Appraisal; Performance Measurement; Employee Feedback; Motivation; Promotions; Human Capital; Performance Evaluation; Management Systems; Compensation and Benefits; Retention; Legal Services Industry; United States; Massachusetts
Larkin, Ian, and Karen Huang. "Chung and Dasgupta: Supplemental Information on Jordan Ramirez and Casey Clark." Harvard Business School Supplement 914-045, June 2014.
- June 2014
- Case
The Promotion Process at Chung and Dasgupta, LLP
By: Ian Larkin and Karen Huang
The "Promotion Process at Chung and Dasgupta, LLP" set of cases explores the roles of general and firm-specific human capital in employee performance measurement, feedback, and promotion/compensation decisions. In the cases, a leading law firm must decide whether to... View Details
Keywords: Performance Appraisal; Performance Measurement; Employee Feedback; Motivation; Promotions; Human Capital; Performance Evaluation; Management Systems; Compensation and Benefits; Retention; Legal Services Industry; United States; Massachusetts
Larkin, Ian, and Karen Huang. "The Promotion Process at Chung and Dasgupta, LLP." Harvard Business School Case 914-044, June 2014.
- April 2025
- Article
Corporate Ownership and ESG Performance
By: Belen Villalonga, Peter Tufano and Boya Wang
Using a sample of 3083 firms from 62 countries over 18 years, we analyze how the structure and identity of firms' material owners influence their Environmental, Social, and Governance (ESG) performance. We find that firms with founding families or other individual... View Details
Keywords: Ownership; ESG; CSR; Family Firms; Environment; Social Responsibility; Sustainability; Corporate Governance
Villalonga, Belen, Peter Tufano, and Boya Wang. "Corporate Ownership and ESG Performance." Journal of Corporate Finance 91 (April 2025).
- 06 Nov 2008
- Conference Presentation
Quality Management & Job Quality: How ISO 9001 Affects Employees & Employers
- July 2013
- Teaching Note
Google's Project Oxygen: Do Managers Matter?
By: David A. Garvin
Google's Project Oxygen started with a fundamental question raised by executives in the early 2000s: do managers matter? The topic generated a multi-year research project that ultimately led to a comprehensive program, built around eight key management attributes,... View Details
- May 2014
- Case
Building a High Performance Culture at IDFC
By: V.G. Narayanan and Vidhya Muthuram
IDFC was set up in 1997 to direct private finance to infrastructure projects in India. Over the years, it expanded its capabilities to become a 'complete solutions provider' offering financing solutions including debt and equity, investment banking, brokerage and asset... View Details
Narayanan, V.G., and Vidhya Muthuram. "Building a High Performance Culture at IDFC." Harvard Business School Case 114-077, May 2014.
- 2020
- Article
Mutual Funds: Skill and Performance
By: Jonathan B. Berk, Jules van Binsbergen and Max Miller
The authors summarize the recent literature on mutual fund manager skill and performance. They discuss the latest contributions in the field and reinterpret them through the lens of the rational expectations framework (efficient market hypothesis). They further discuss... View Details
Keywords: Investment Return; Investment Portfolio; Financial Management; Performance Evaluation; Measurement and Metrics
Berk, Jonathan B., Jules van Binsbergen, and Max Miller. "Mutual Funds: Skill and Performance." Journal of Portfolio Management 46, no. 5 (2020): 17–31.
- 2021
- Article
How Top Managers Use the Entrepreneurial Gap to Drive Strategic Change
By: Robert L. Simons and Antonio Davila
Prior research provides strong evidence for the association between business strategy and the design and use of management control systems. We complement this research by examining the role of management control systems in situations of strategic change. We report the... View Details
Keywords: Management Control Systems; Accountability; Strategic Change; Organization Change And Adaptation; Organizational Performance; Management Systems; Organizational Structure; Corporate Accountability; Organizational Change and Adaptation; Performance
Simons, Robert L., and Antonio Davila. "How Top Managers Use the Entrepreneurial Gap to Drive Strategic Change." European Accounting Review 30, no. 4 (2021): 583–609.
- 2012
- Chapter
What Do Managers Do? Exploring Persistent Performance Differences among Seemingly Similar Enterprises
By: Rebecca Henderson and Robert Gibbons
Henderson, Rebecca, and Robert Gibbons. "What Do Managers Do? Exploring Persistent Performance Differences among Seemingly Similar Enterprises." Chap. 17 in Handbook of Organizational Economics, edited by Robert Gibbons and John Roberts, 680–731. Princeton University Press, 2012.
- Article
Can They Take It with Them? The Portability of Star Knowledge Workers' Performance: Myth or Reality
By: Boris Groysberg, Linda-Eling Lee and Ashish Nanda
This paper examines the portability of star security analysts' performance. Star analysts who switched employers experienced an immediate decline in performance that persisted for at least five years. This decline was most pronounced among star analysts who moved to... View Details
Keywords: Firm Performance; Hiring; Employee Selection; Employee Retention; Knowledge; Employees; Selection and Staffing; Retention; Performance; Competitive Advantage; Financial Services Industry
Groysberg, Boris, Linda-Eling Lee, and Ashish Nanda. "Can They Take It with Them? The Portability of Star Knowledge Workers' Performance: Myth or Reality." Management Science 54, no. 7 (July 2008): 1213–1230.
- September 2016 (Revised January 2018)
- Module Note
Strategy Execution Module 4: Organizing for Performance
By: Robert Simons
This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by... View Details
Keywords: Management Control Systems; Implementing Strategy; Execution; Customer Focused Organization; Specialization; Span Of Control; Span Of Accountability; Span Of Attention; Strategy; Organizational Design; Organizational Structure
Simons, Robert. "Strategy Execution Module 4: Organizing for Performance." Harvard Business School Module Note 117-104, September 2016. (Revised January 2018.)
- November 2012
- Article
Does Management Really Work?
By: Nicholas Bloom, Raffaella Sadun and John Van Reenen
HBR's 90th anniversary is a sensible time to revisit a basic question: Are organizations more likely to succeed if they adopt good management practices? The answer may seem obvious to most HBR readers, but these three economists cast their net much wider than that. In... View Details
Keywords: Best Practices; Consulting Firms; Corporations; Cost Control; Employee Training; Executive Ability (Management); Executives—training Of; Hospitals—administration; Industrial Management—research; Productivity Incentives; School Management Teams; Work Environment; Management; Research
Bloom, Nicholas, Raffaella Sadun, and John Van Reenen. "Does Management Really Work?" Harvard Business Review 90, no. 11 (November 2012).
- September 2016
- Supplement
ZenRecruit: Sales Coaching and Performance Reviews
By: Mark N. Roberge
Amara Kaggwa leads the small but rapidly expanding sales team at ZenRecruit, a recruiting software application used by small businesses. Armed with six months of sales performance metrics, Kaggwa is preparing for her monthly performance conversations with two... View Details
- 05 Jul 2017
- News
The Problem with Being a Top Performer
- Awards
Strategic Management Society Annual Conference PhD Paper Prize
Winner of the 2020 Strategic Management Society (SMS) Conference Best PhD Student Paper for “Algorithm-Augmented Work Performance and Domain Experience: The Countervailing Forces of Ability and Aversion” with Prithwiraj Choudhury. View Details
- January 2008
- Background Note
Measuring Investment Performance
By: Andre F. Perold and Kenneth A. Froot
Examines various approaches to measuring investment performance. The approaches include the use of risk exposure and the Sharpe and Information Ratios. Applies the approaches to a variety of mutual funds to demonstrate the effect of using different metrics to measure... View Details
Keywords: Financial Management; Investment; Management Analysis, Tools, and Techniques; Measurement and Metrics; Performance; Risk and Uncertainty
Perold, Andre F., and Kenneth A. Froot. "Measuring Investment Performance." Harvard Business School Background Note 208-110, January 2008.
- April 2012
- Case
Pret A Manger
By: Frances X. Frei, Rick Goldberg and Stephanie van Sice
Pret A Manger, a London-based chain of sandwich shops, was known for its fast, genuine service and pre-packaged sandwiches prepared on-site daily. Instructed by its board to grow at 15 percent per year, Pret considered opening "twin" shops in locations too small to... View Details
Keywords: Customer Service Excellence; Growth Planning And Management; Employee Performance Management; Information Management; Production Planning; Employee Attitude Development And Empowerment; Employee Retention; Leadership Development And Career Planning; Service Delivery; Growth and Development Strategy; Business Model; Innovation and Invention; Employees; Performance; London
Frei, Frances X., Rick Goldberg, and Stephanie van Sice. "Pret A Manger." Harvard Business School Case 612-033, April 2012.
- 23 Jan 2024
- News
How to Keep Employees Productive: Support Caregivers
- 2012
- Working Paper
What Do Managers Do? Exploring Persistent Performance Differences among Seemingly Similar Enterprises
By: Robert Gibbons and Rebecca Henderson
Social networks and social groups have both been seen as important to discouraging malfeasance and supporting the global pro-social norms that underlie social order, but have typically been treated either as pure substitutes or as having completely independent effects.... View Details
Keywords: Social Norms; Social Networks; Triadic Closure; Social Groups; Group Identity; Groups and Teams; Identity; Performance Consistency; Social and Collaborative Networks; Societal Protocols; Social Media
Gibbons, Robert, and Rebecca Henderson. "What Do Managers Do? Exploring Persistent Performance Differences among Seemingly Similar Enterprises." Harvard Business School Working Paper, No. 13-020, August 2012.
- 02 May 2018
- Blog Post
Should Companies Disclose Employee Compensation?
organization. As CEO, for example, he shared his 360-degree performance evaluation from peers and subordinates with HCL’s 50,000 employees as part of what he called “reverse accountability.” Ray Dalio,... View Details
Keywords: All Industries