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Show Results For
- All HBS Web
(715)
- People (2)
- News (251)
- Research (227)
- Events (73)
- Multimedia (5)
- Faculty Publications (168)
- October 2006 (Revised March 2009)
- Case
Clifford Chance: Repotting the Tree
By: Arthur I Segel, A. Eugene Kohn and Nhat Minh Nguyen
Clifford Chance, LLP, a global law firm headquartered in London, needs to make a decision whether to stay in the central business district of London or move to a redeveloped business park at Canary Wharf, three miles outside of central London. Peter Charleton, head of... View Details
Keywords: Buildings and Facilities; Business Headquarters; Decision Choices and Conditions; Geographic Location; Logistics; London
Segel, Arthur I., A. Eugene Kohn, and Nhat Minh Nguyen. "Clifford Chance: Repotting the Tree." Harvard Business School Case 207-073, October 2006. (Revised March 2009.)
- 01 Feb 2010
- Research & Ideas
The ‘Luxury Prime’: How Luxury Changes People
Y.J. Chua and Xi Zou, an assistant professor at London Business School, suggest that luxury goods have an important effect on human behavior that is only now becoming clear—and that may have implications for addressing the continuation of... View Details
Keywords: by Sarah Jane Gilbert
Emily Williams
Emily Williams is an assistant professor of business administration in the Finance Unit, teaching the Finance II course to MBA students. Professor Williams’ research focuses on financial intermediation, traditional intermediation and payments, the use of technology... View Details
- 05 Jan 2011
- News
Wealth Really Does Go To Your Head
- 22 Nov 2022
- News
Harvard Business Review Commemorates 100th Anniversary
- 02 Mar 2011
- Research & Ideas
Managing the Open Source vs. Proprietary Decision
Editor's note: In their new book, The Comingled Code: Open Source and Economic Development, HBS professor Josh Lerner and London School of Economics professor Mark Schankerman look at the impact of open source software on economic... View Details
Tiona W. Zuzul
Tiona Zuzul is an Assistant Professor in the Strategy Unit. She teaches the MBA elective Making Difficult Decisions and contributes to various executive education programs. Professor Zuzul studies how leaders’ cognition and communication shape the decisions... View Details
Ishita Sen
Ishita Sen is an assistant professor of business administration in the Finance Unit. She teaches the Finance I course in the MBA required curriculum. Professor Sen’s research focuses on financial intermediation, asset pricing, and insurance markets. In her current... View Details
- 07 Jan 2011
- News
Narcissists Rejoice: Self-Centeredness Is an Asset
- 18 Jun 2015
- News
Target CEO hits the bull's-eye
James W. Riley
James Riley is an Assistant Professor of Business Administration in the Organizational Behavior Unit at Harvard Business School. He teaches LEAD in the MBA required curriculum.
Professor Riley is an economic sociologist. He conducts ethnographic research to... View Details
- 26 May 2011
- News
Good companies need more than words
- 13 Jul 2011
- News
Worth It to Work Long Hours?
- March 2020 (Revised May 2020)
- Case
Generation Investment Management
By: Vikram S. Gandhi and Sarah Mehta
By January 2020, sustainable investment firm Generation Investment Management (Generation), founded in London in 2004, had grown from a shared vision among seven founders to a 90-person firm managing $27 billion in public and private equity. Throughout its history,... View Details
Keywords: Sustainable Investing; Climate Change; Environmental Sustainability; Finance; Equity; Governance; Private Equity; Public Equity; Financial Markets; Investment; Investment Return; Investment Activism; Investment Funds; Investment Portfolio; Institutional Investing; Corporate Social Responsibility and Impact; Financial Services Industry; United Kingdom; England; London
Gandhi, Vikram S., and Sarah Mehta. "Generation Investment Management." Harvard Business School Case 820-033, March 2020. (Revised May 2020.)
- April 2020 (Revised January 2022)
- Case
Uber: Competing Globally
By: Alexander J. MacKay, Amram Migdal and John Masko
This case describes Uber’s global market entry strategy and responses by regulators and local competitors. It details Uber’s entry into New York City (New York), Bogotá (Colombia), Delhi (India), Shanghai (China), Accra (Ghana), and London (United Kingdom). In each... View Details
Keywords: Business Ventures; Business Growth and Maturation; Business Model; Geography; Geographic Location; Geographic Scope; Globalization; Global Strategy; Multinational Firms and Management; Globalized Markets and Industries; Governance; Governance Controls; Governing Rules, Regulations, and Reforms; Innovation and Invention; Disruptive Innovation; Innovation Strategy; Law; Management; Growth and Development Strategy; Growth Management; Markets; Demand and Consumers; Consumer Behavior; Network Effects; Emerging Markets; Market Design; Market Entry and Exit; Market Participation; Supply and Industry; Industry Structures; Planning; Strategic Planning; Relationships; Business and Community Relations; Business and Government Relations; Business and Stakeholder Relations; Labor and Management Relations; Networks; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Expansion; Information Technology; Mobile and Wireless Technology; Digital Platforms; Transportation; Transportation Networks; Transportation Industry; Technology Industry; Africa; Ghana; Asia; China; Shanghai Shi; Shanghai; India; New Delhi; Europe; United Kingdom; England; London; Latin America; North and Central America; United States; New York (city, NY); New York (state, US); South America; Colombia
MacKay, Alexander J., Amram Migdal, and John Masko. "Uber: Competing Globally." Harvard Business School Case 720-404, April 2020. (Revised January 2022.)
- 26 Mar 2013
- News
A Bear Call on Bullish Analysts
- 21 Apr 2008
- News
Tarun Khanna Examines Entrepreneurial Forces Driving China and India
- 20 Oct 2014
- News
Government subsidies not the key to venture capital
- 05 Feb 2015
- Blog Post
Crossing the Atlantic
Coming to Harvard Business School was a forcing function to re-think my career path. One thing was for sure, I was committed to not return to consulting post-HBS. Therefore, it was a surprise to my friends, and most of all me, when I decided to join McKinsey’s View Details