Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Faculty & Research
  • Faculty
  • Research
  • Featured Topics
  • Academic Units
  • …→
  • Harvard Business School→
  • Faculty & Research→
  • Research
    • Research
    • Publications
    • Global Research Centers
    • Case Development
    • Initiatives & Projects
    • Research Services
    • Seminars & Conferences
    →
  • Publications→

Publications

Publications

Filter Results: (2,836) Arrow Down
Filter Results: (2,836) Arrow Down Arrow Up

Show Results For

  • All HBS Web  (2,836)
    • People  (2)
    • News  (712)
    • Research  (1,673)
    • Events  (15)
    • Multimedia  (21)
  • Faculty Publications  (809)

Show Results For

  • All HBS Web  (2,836)
    • People  (2)
    • News  (712)
    • Research  (1,673)
    • Events  (15)
    • Multimedia  (21)
  • Faculty Publications  (809)
← Page 82 of 2,836 Results →
  • 04 Jun 2009
  • Working Paper Summaries

Can a Continuously-Liquidating Tontine (or Mutual Inheritance Fund) Succeed where Immediate Annuities Have Floundered?

Keywords: by Julio J. Rotemberg; Financial Services
  • 2009
  • Working Paper

Assess, Don't Assume, Part I: Etiquette and National Culture in Negotiation

By: James K. Sebenius
When facing a cross-border negotiation, the standard preparatory assessments -- of the parties, their interests, their no-deal options, opportunities for and barriers to creating and claiming value, the most promising sequence and process design, etc. -- should be... View Details
Keywords: Cross-Cultural and Cross-Border Issues; Negotiation Process; Societal Protocols; Competitive Advantage; Cooperation
Citation
Read Now
Related
Sebenius, James K. "Assess, Don't Assume, Part I: Etiquette and National Culture in Negotiation." Harvard Business School Working Paper, No. 10-048, December 2009.
  • 2009
  • Working Paper

Assess, Don't Assume, Part II: Negotiating Implications of Cross-Border Differences in Decision Making, Governance, and Political Economy

By: James K. Sebenius

When facing a cross-border negotiation, the standard preparatory assessments—of the parties, their interests, their no-deal options, opportunities for and barriers to creating and claiming value, the most promising sequence and process design, etc.—should be... View Details

Keywords: Decision Making; Cross-Cultural and Cross-Border Issues; Corporate Governance; Negotiation Process; Organizational Culture; Business and Government Relations
Citation
Read Now
Related
Sebenius, James K. "Assess, Don't Assume, Part II: Negotiating Implications of Cross-Border Differences in Decision Making, Governance, and Political Economy." Harvard Business School Working Paper, No. 10-050, December 2009.
  • Web

Information Technology - Institute For Strategy And Competitiveness

help providers and other players in the health care system leverage information technology to help them achieve two key aims: restructuring care delivery and measuring results . Establish common data... View Details
  • 23 May 2013
  • Working Paper Summaries

Board Games: Timing of Independent Directors’ Dissent in China

Keywords: by Juan Ma & Tarun Khanna
  • 15 Apr 2015
  • Research & Ideas

Why Americans Voted for an Income Tax

policy that reflects Americans' nuanced, evolving sense of fairness. They are a part of what makes our economy, and our society, work. And that knowledge might even make writing that check on April 15th a bit less painful. This article was originally published on View Details
Keywords: by Matthew C. Weinzierl
  • 20 Sep 2011
  • Working Paper Summaries

Sovereigns, Upstream Capital Flows and Global Imbalances

Keywords: by Laura Alfaro, Sebnem Kalemli-Ozcan & Vadym Volosovych
  • 28 Sep 2020
  • Research & Ideas

How Leaders Can Navigate Politicized Conversations and Inspire Collaboration

we've found that even when people passionately disagree, they usually have some shared values or common beliefs that can bring them together. Hedge your claims. “I think it's very possible that the pandemic... View Details
Keywords: by Kristen Senz
  • 30 Jul 2007
  • Research & Ideas

Repugnant Markets and How They Get That Way

Markets," looks at a wide range of practices, legal and illegal, from dwarf tossing to slavery to California's ban on the human consumption of horse meat, and asks how economists can find a common... View Details
Keywords: by Martha Lagace
  • Web

Diversity and Inclusion - Christensen Center for Teaching & Learning

Addressing Common Blind Spots Below are some “blind spots” that are common in the classroom and suggestions on how to address them. Generalizing about students based on their... View Details
  • Web

C. Roland Christensen - Christensen Center for Teaching & Learning

into “a learning community with shared values and common goals." In the classroom, Christensen was a true artist, like the conductor of a symphony orchestra, as he posed... View Details
  • Web

Alumnae Circles - Alumni

Each Circle is intentionally formed to have multiple perspectives represented in its discussions. Though they are diverse in many ways, each member will ideally share something in common with another person in their Circle (industry, life... View Details
  • 16 Apr 2019
  • Blog Post

How Being an Introvert Influenced My Business School Experience

experience balances with the all too common FOMO (fear-of-missing-out) that is quite palpable on campus.   While traditionally in society extroverts have received the bulk of... View Details
  • 05 May 2008
  • Research & Ideas

Connecting with Consumers Using Deep Metaphors

Think of famous brands you know: Hallmark cards and Coca-Cola soft drinks, for example. What do these products have in common for consumers? An emotional meaning that taps into thoughts and feelings related to View Details
Keywords: by Martha Lagace; Consumer Products
  • Web

Pagliuca Harvard Life Lab | About

the President of the Boston Celtics Shamrock Foundation and is active with several other non-profits. He is also active in political causes and believes in a “big tent” philosophy that works to find View Details
  • 14 Apr 2022
  • Op-Ed

Let’s Move Forward from COVID—Without Forgetting What We’ve Learned

must decide its values. Identifying these values should be a collaborative, inclusive process at all levels. For example, common organizational values are "we are a people-first business" or "global impact in how people work" or even "do... View Details
Keywords: by Hise O. Gibson and MaShon Wilson
  • 21 Sep 2021
  • Office Hours

Readers Ask: How Can I Gain Power and Influence?

posed by Instagram users and Battilana’s answers: What’s the biggest myth people tend to believe about power dynamics? In my research, I have found strikingly common misconceptions in how people think about... View Details
Keywords: by Kristen Senz
  • Web

Online Management Course | HBS Online

decision-making simulation 1-on-1 decision-making simulation Peer feedback exercise 10-12 hrs Module 3 Implementing for the Present and Learning for the Future Detect and diagnose View Details
  • 25 May 2011
  • HBS Case

QuikTrip’s Investment in Retail Employees Pays Off

heard." "Retailers like Mercadona and QuikTrip have created ways to institutionalize improvement.” Ton notes that another commonality between QuikTrip and Mercadona lies in the strongly held values... View Details
Keywords: by Julia Hanna; Retail
  • 12 Jun 2012
  • First Look

First Look: June 12

choice, and consumers fight back by rooting out and disseminating pricing policies that seem unfair. The problem is that companies generally think of value as a pie that is rightfully theirs. But value is not fixed, and it neither... View Details
Keywords: Sean Silverthorne
  • ←
  • 82
  • 83
  • …
  • 141
  • 142
  • →
ǁ
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→Map & Directions
→More Contact Information
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Digital Accessibility
Copyright © President & Fellows of Harvard College.