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      • June 2008
      • Case

      Gordon Williams: Clinical Research at Brigham and Women's Hospital

      By: H. Kent Bowen and Courtney Purrington
      Clinical research is a critical element of biomedical research and development. This case describes the challenges of clinical research, and its role in bringing breakthroughs to patients. Dr. Williams leads through his own research and special programs to train... View Details
      Keywords: Training; Health Care and Treatment; Success; Programs; Research and Development; Biotechnology Industry; Health Industry
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      Bowen, H. Kent, and Courtney Purrington. "Gordon Williams: Clinical Research at Brigham and Women's Hospital." Harvard Business School Case 608-168, June 2008.
      • 2008
      • Case

      Leading Professional Service Firms (LPSF) (Executive Education)

      By: Julie Battilana
      Keywords: Leadership; Employment Industry
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      Battilana, Julie. "Leading Professional Service Firms (LPSF) (Executive Education)." 2008.
      • Article

      The Causes and Consequences of Industry Self-Policing

      By: Jodi L. Short and Michael W. Toffel
      Innovative regulatory programs are encouraging firms to police their own regulatory compliance and voluntarily disclose, or "confess," the violations they find. Despite the "win-win" rhetoric surrounding these government voluntary programs, it is not clear why... View Details
      Keywords: Corporate Disclosure; Governance Compliance; Law Enforcement; Policy; United States
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      Short, Jodi L., and Michael W. Toffel. "The Causes and Consequences of Industry Self-Policing." Yale Economic Review 4, no. 2 (Summer 2008).
      • Article

      Unconventional Insights for Managing Stakeholder Trust

      By: Michael Pirson and Deepak Malhotra
      Initiatives to build and maintain trust with various stakeholders, including customers, employees, suppliers and investors, are at the top of the executive agenda at many organizations. But most companies don't really understand how to manage stakeholder trust... View Details
      Keywords: Values and Beliefs; Knowledge Use and Leverage; Organizational Culture; Business and Stakeholder Relations; Perspective; Trust; Cooperation
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      Pirson, Michael, and Deepak Malhotra. "Unconventional Insights for Managing Stakeholder Trust." MIT Sloan Management Review 49, no. 4 (Summer 2008): 43–50.
      • May 2008 (Revised May 2008)
      • Case

      Symyx Technologies, Inc.

      By: H. Kent Bowen, Courtney Purrington and Thomas D. Perry
      Symyx is a science-based company spun out of Berkeley. Its unique materials technology has been exploited for 10 years, but the company needs a new business model. The company concept required the invention of hardware and software to do high throughput materials... View Details
      Keywords: Business Model; Transition; Engineering; Technological Innovation; Resource Allocation; Product Development; Partners and Partnerships; Science-Based Business; Information Infrastructure; Applications and Software
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      Bowen, H. Kent, Courtney Purrington, and Thomas D. Perry. "Symyx Technologies, Inc." Harvard Business School Case 608-152, May 2008. (Revised May 2008.)
      • May 2008 (Revised September 2009)
      • Case

      IBM's Dynamic Workplace

      By: Rosabeth M. Kanter
      IBM already competed for talent by being a best workplace. It was one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources portfolio included a full array of progressive policies... View Details
      Keywords: Values and Beliefs; Globalized Firms and Management; Leading Change; Corporate Social Responsibility and Impact; Organizational Culture; Social Enterprise
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      Kanter, Rosabeth M. "IBM's Dynamic Workplace." Harvard Business School Case 308-107, May 2008. (Revised September 2009.)
      • May 2008 (Revised July 2009)
      • Case

      Sovereign Wealth Funds: For Profits or Politics?

      By: Laura Alfaro and Renee Kim
      On March 21, 2008, the U.S. government secured an agreement from two leading sovereign wealth funds (SWFs) to adopt a new set of investment principles to govern the Funds' activities. SWFs, broadly defined as an investment fund owned by a national or a government, were... View Details
      Keywords: Foreign Direct Investment; Investment Funds; Sovereign Finance; Corporate Disclosure; Governing Rules, Regulations, and Reforms; International Relations; State Ownership; United States
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      Alfaro, Laura, and Renee Kim. "Sovereign Wealth Funds: For Profits or Politics?" Harvard Business School Case 708-053, May 2008. (Revised July 2009.)
      • May 2008 (Revised April 2018)
      • Case

      The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care

      By: Michael E. Porter and Sachin H. Jain
      In 2006, University of Texas MD Anderson Cancer Center was an internationally leading institution for cancer care, education, and research. Since 1996, it had successfully reorganized itself from a cancer hospital that was physically organized around clinical... View Details
      Keywords: Buildings and Facilities; Health Disorders; Organizational Structure; Medical Specialties; Organizational Change and Adaptation; Value Creation; Service Delivery; Research; Health Care and Treatment; Education Industry; Health Industry; Texas
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      Porter, Michael E., and Sachin H. Jain. "The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care." Harvard Business School Case 708-487, May 2008. (Revised April 2018.)
      • May 2008
      • Case

      Thomas Green: Power, Office Politics and a Career in Crisis

      By: W. Earl Sasser Jr. and Heather Beckham
      The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based... View Details
      Keywords: Superior & Subordinate; Performance Management; Personal Strategy & Style; Management Style; Conflict Management; Communication; Rank and Position; Personal Characteristics; Power and Influence
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      Sasser, W. Earl, Jr., and Heather Beckham. "Thomas Green: Power, Office Politics and a Career in Crisis." Harvard Business School Brief Case 082-095, May 2008.
      • 2008
      • Case

      Thomas Green:Power, Office Politics and a Career in Crisis

      By: W. Earl Sasser
      The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based... View Details
      Keywords: Relationships; Personal Development and Career; Conflict and Resolution; Failure; Accounting; Creativity
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      Sasser, W. Earl. "Thomas Green:Power, Office Politics and a Career in Crisis." Watertown, MA: Harvard Business Publishing Case, 2008. (Brief Case.)
      • May 2008
      • Article

      When Winning Is Everything

      By: Deepak Malhotra, Gillian Ku and J. Keith Murnighan
      In the heat of competition, executives can easily become obsessed with beating their rivals. This adrenaline-fueled emotional state, which the authors call competitive arousal, often leads to bad decisions. Managers can minimize the potential for competitive arousal... View Details
      Keywords: Decision Choices and Conditions; Auctions; Bids and Bidding; Behavior; Emotions; Personal Characteristics; Competitive Strategy; Competitive Advantage
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      Malhotra, Deepak, Gillian Ku, and J. Keith Murnighan. "When Winning Is Everything." Harvard Business Review 86, no. 5 (May 2008).
      • May 2008
      • Article

      Why Doesn't Capital Flow from Rich to Poor Countries? An Empirical Investigation

      By: Laura Alfaro, Sebnem Kalemli-Ozcan and Vadym Volosovych
      We examine the empirical role of different explanations for the lack of capital flows from rich to poor countries—the "Lucas Paradox." The theoretical explanations include cross country differences in fundamentals affecting productivity and capital market... View Details
      Keywords: International Finance; Wealth and Poverty; Development Economics; Income; Capital Markets; Cross-Cultural and Cross-Border Issues; Australia; Peru
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      Alfaro, Laura, Sebnem Kalemli-Ozcan, and Vadym Volosovych. "Why Doesn't Capital Flow from Rich to Poor Countries? An Empirical Investigation." Review of Economics and Statistics 90, no. 2 (May 2008): 347–368.
      • April 2008 (Revised May 2011)
      • Case

      Leading Citigroup (A)

      By: Lynn S. Paine, Aldo Sesia and Carin-Isabel Knoop
      The (A) case describes a series of controversial events and alleged misdeeds that placed Citigroup in the public spotlight and launched investigations into the company's business practices by regulators in Japan and Europe in the fall of 2004. CEO Chuck Prince must... View Details
      Keywords: Crime and Corruption; Governing Rules, Regulations, and Reforms; Leadership; Organizational Culture; Business and Government Relations; Reputation; Japan; Europe
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      Paine, Lynn S., Aldo Sesia, and Carin-Isabel Knoop. "Leading Citigroup (A)." Harvard Business School Case 308-001, April 2008. (Revised May 2011.)
      • April 2008 (Revised August 2008)
      • Supplement

      Leading Citigroup (B)

      By: Lynn S. Paine, Carin-Isabel Knoop and Aldo Sesia
      The (B) case describes the actions taken by Citigroup CEO Chuck Prince and his management team to right the company in the wake of the controversies and alleged misdeeds described in the (A) case. View Details
      Keywords: Crime and Corruption; Ethics; Corporate Governance; Governance Controls; Leadership; Management Teams; Organizational Culture
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      Paine, Lynn S., Carin-Isabel Knoop, and Aldo Sesia. "Leading Citigroup (B)." Harvard Business School Supplement 308-002, April 2008. (Revised August 2008.)
      • April 2008
      • Case

      Engstrom Auto Mirror Plant: Motivating in Good Times and Bad

      By: Michael Beer and Elizabeth Collins
      In May 2007, the Engstrom Auto Mirrors plant, a relatively small supplier based in Indiana, faces a crisis. The business was in the second year of a downturn. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more... View Details
      Keywords: Organizational Behavior; Human Resource Management; Incentives; Motivation; Manufacturing; Leadership; Change Management; Employees; Motivation and Incentives; Goals and Objectives; Manufacturing Industry; Indiana
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      Beer, Michael, and Elizabeth Collins. "Engstrom Auto Mirror Plant: Motivating in Good Times and Bad." Harvard Business School Brief Case 082-175, April 2008.
      • April 2008
      • Case

      Chunghwa Telecom Co., Ltd. (A)

      By: Paul W. Marshall, Michael Shih-ta Chen and Keith Chi-ho Wong
      In late November 2000, Chunghwa Telecom Co., Ltd., the once-monopolized telecom operator owned by the Taiwanese government, was on its way to privatization. Mr. C.K. Mao, Chairman of the company, who headed the job only three months earlier, after its prior chairman... View Details
      Keywords: Entrepreneurship; Governing Rules, Regulations, and Reforms; Employee Relationship Management; Leading Change; Organizational Change and Adaptation; Privatization; Competition; Telecommunications Industry; Taiwan
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      Marshall, Paul W., Michael Shih-ta Chen, and Keith Chi-ho Wong. "Chunghwa Telecom Co., Ltd. (A)." Harvard Business School Case 808-137, April 2008.
      • April 2008
      • Article

      Leading from the Boardroom

      By: Jay W. Lorsch and Robert C. Clark
      Keywords: Leadership; Governance
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      Lorsch, Jay W., and Robert C. Clark. "Leading from the Boardroom." Harvard Business Review 86, no. 4 (April 2008): 104–111. (R0804G.)
      • 2008
      • Book

      Predictable Surprises

      By: Max Bazerman and Michael D. Watkins
      Most events that catch us by surprise are both predictable and preventable, but we consistently miss (or ignore) the warning signs. This book shows why such "predictable surprises" put us all at risk, and shows how we can understand, anticipate, and prevent them before... View Details
      Keywords: Decision Choices and Conditions; Forecasting and Prediction; Leadership; Risk and Uncertainty; Behavior
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      Bazerman, Max, and Michael D. Watkins. Predictable Surprises. Paperback ed. Harvard Business School Press, 2008.
      • April 2008 (Revised July 2011)
      • Background Note

      Strategic Decline

      By: David J. Collis and Jan W. Rivkin
      This note first documents the facts around the sustainability of competitive advantage. It then observes that the demise of a previously successful strategy, in the first instance, often comes from some change in the external environment. It, therefore, characterizes... View Details
      Keywords: Competitive Advantage; Strategy; Situation or Environment; Organizational Change and Adaptation
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      Collis, David J., and Jan W. Rivkin. "Strategic Decline." Harvard Business School Background Note 708-497, April 2008. (Revised July 2011.)
      • March 2008 (Revised December 2011)
      • Case

      IBM Values and Corporate Citizenship

      By: Rosabeth M. Kanter
      IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong... View Details
      Keywords: Values and Beliefs; Globalized Firms and Management; Technological Innovation; Leading Change; Corporate Social Responsibility and Impact; Organizational Change and Adaptation; Organizational Culture; Integration
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      Kanter, Rosabeth M. "IBM Values and Corporate Citizenship." Harvard Business School Case 308-106, March 2008. (Revised December 2011.)
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