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      • Faculty Publications  (264)

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      • April 2011 (Revised May 2011)
      • Case

      EMC2: Delivering Customer Centricity

      By: Thomas Steenburgh and Jill Avery
      This case introduces the concept of customer centricity and traces its development at EMC, the world's leading data storage hardware and information management software company. EMC's customers had historically relied on EMC salespeople to guide them through the... View Details
      Keywords: Business Model; Interpersonal Communication; Customer Relationship Management; Knowledge Acquisition; Marketing Strategy; Organizational Change and Adaptation; Salesforce Management; Social and Collaborative Networks; Internet; Information Technology Industry
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      Steenburgh, Thomas, and Jill Avery. "EMC2: Delivering Customer Centricity." Harvard Business School Case 511-124, April 2011. (Revised May 2011.)
      • 2011
      • Book

      Being the Boss: The 3 Imperatives for Becoming a Great Leader

      By: Linda A. Hill and Kent Lineback
      You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're constantly fighting fires. You're mired in office politics. You end each day exhausted and... View Details
      Keywords: Management; Leadership; Management Skills; Employee Relationship Management; Personal Development and Career; Groups and Teams; Social and Collaborative Networks
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      Hill, Linda A., and Kent Lineback. Being the Boss: The 3 Imperatives for Becoming a Great Leader. Harvard Business Review Press, 2011.
      • 2011
      • Article

      How Do Networks Matter? The Performance Effects of Interorganizational Networks

      By: Ranjay Gulati, D. Lavie and Ravi Madhavin
      A growing body of research suggests that an organization's ties to other organizations furnish resources that bestow various benefits. Scholars have proposed different perspectives on how such networks of ties shape organizational behavior and performance outcomes, but... View Details
      Keywords: Management Systems; Organizational Design; Performance; Performance Effectiveness; Networks; Partners and Partnerships; Research; Perspective; Value
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      Gulati, Ranjay, D. Lavie, and Ravi Madhavin. "How Do Networks Matter? The Performance Effects of Interorganizational Networks." Research in Organizational Behavior 31 (2011): 207–224.
      • 2011
      • Working Paper

      Individual Rationality and Participation in Large Scale, Multi-Hospital Kidney Exchange

      By: Itai Ashlagi and Alvin E. Roth
      As multi-hospital kidney exchange clearinghouses have grown, the set of players has grown from patients and surgeons to include hospitals. Hospitals have the option of enrolling only their hard-to-match patient-donor pairs, while conducting easily arranged exchanges... View Details
      Keywords: Health Care and Treatment; Resource Allocation; Market Participation; Marketplace Matching; Organizations; Networks; Motivation and Incentives; Health Industry
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      Ashlagi, Itai, and Alvin E. Roth. "Individual Rationality and Participation in Large Scale, Multi-Hospital Kidney Exchange." NBER Working Paper Series, No. 16720, January 2011.
      • 2011
      • Book

      The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World

      By: Fred Reichheld and Rob Markey
      Defines the fundamental concept of Net Promoter, explaining its connection to your company’s growth and sustained success.
      *Presents the closed-loop feedback process and demonstrates its power to energize employees and delight customers.
      *Shares new and... View Details
      Keywords: Customer Centric Initiative; Customer Defection; Customer Engagement; Customer Experience; Customer Focused Organization; Customer Focus and Relationships; Customer Satisfaction; Customer Value and Value Chain; Network Effects
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      Reichheld, Fred, and Rob Markey. The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World. Boston, MA: Harvard Business Review Press, 2011.
      • December 2010
      • Case

      The Israeli-Palestinian Negotiating Partners: 2010 Strategic Re-assessment

      By: James K. Sebenius and Shula Gilad
      A network of influential Israelis and Palestinians, jointly trained in negotiation at Harvard since 2002, faces organizational, strategic, and funding challenges in 2010. Unlike "people-to-people" or "Track II" initiatives, the Israeli-Palestinian Negotiating Partners... View Details
      Keywords: Finance; Negotiation Participants; Organizational Change and Adaptation; Conflict and Resolution; Conflict Management; Social and Collaborative Networks; Strategy
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      Sebenius, James K., and Shula Gilad. "The Israeli-Palestinian Negotiating Partners: 2010 Strategic Re-assessment." Harvard Business School Case 911-025, December 2010.
      • Aug 2010 - 2010
      • Conference Presentation

      Power, Social Influence and Organizational Change: A Network Perspective

      By: Julie Battilana and Tiziana Casciaro
      Keywords: Organizations; Change; Power and Influence
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      Battilana, Julie, and Tiziana Casciaro. "Power, Social Influence and Organizational Change: A Network Perspective." Paper presented at the Academy of Management Annual Meeting, Montreal, Canada, August 2010. (Best paper proceedings.)
      • July 2010 (Revised September 2012)
      • Case

      Public Architecture

      By: Lakshmi Ramarajan, Christopher Marquis and Bobbi Thomason
      Public Architecture is a non-profit architecture company dedicated to creating social and professional change through design for the public good. Public has focused on three strategies to create change: 1) promoting the design community's commitment to pro bono work,... View Details
      Keywords: Design; Innovation and Management; Growth and Development Strategy; Corporate Social Responsibility and Impact; Organizational Culture; Organizational Structure; Nonprofit Organizations; Business Strategy; Integration
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      Ramarajan, Lakshmi, Christopher Marquis, and Bobbi Thomason. "Public Architecture." Harvard Business School Case 411-030, July 2010. (Revised September 2012.)
      • June 2010
      • Article

      Change for Change's Sake

      By: Freek Vermeulen, Phanish Puranam and Ranjay Gulati
      No one disputes that firms have to make organizational changes when the business environment demands them. But the idea that a firm might want change for its own sake often provokes skepticism. Why inflict all that pain if you don't have to? That is a dangerous... View Details
      Keywords: Interpersonal Communication; Innovation and Invention; Leading Change; Organizational Change and Adaptation; Organizational Structure; Creativity; Power and Influence; Adaptation
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      Vermeulen, Freek, Phanish Puranam, and Ranjay Gulati. "Change for Change's Sake." Harvard Business Review 88, no. 6 (June 2010).
      • April 2010
      • Case

      Globalization at Komatsu

      By: Michael Y. Yoshino
      The case captures the challenges Komatsu, the second largest manufacturer of the earth moving equipment faced during the past five decades as it sought to globalize its operations. By 2007, it had become the second largest manufacturer of the earth moving equipment... View Details
      Keywords: Multinational Firms and Management; Distribution Channels; Production; Organizational Culture; Networks; Partners and Partnerships; Manufacturing Industry; Japan
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      Yoshino, Michael Y. "Globalization at Komatsu." Harvard Business School Case 910-415, April 2010.
      • March 2010 (Revised March 2013)
      • Teaching Note

      Goldman Sachs: The 10,000 Women Initiative (TN)

      By: Christopher Marquis, V. Kasturi Rangan and Bobbi Thomason
      Teaching Note for [509042]. View Details
      Keywords: Programs; Corporate Social Responsibility and Impact; Gender; Networks; Strategy; Partners and Partnerships; Entrepreneurship; Business Education; Philanthropy and Charitable Giving; Banking Industry; Financial Services Industry
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      Marquis, Christopher, V. Kasturi Rangan, and Bobbi Thomason. "Goldman Sachs: The 10,000 Women Initiative (TN)." Harvard Business School Teaching Note 410-119, March 2010. (Revised March 2013.)
      • February 2010 (Revised January 2014)
      • Supplement

      CommonAngels (B)

      By: Lynda M. Applegate and Kaitlyn Simpson
      This case discusses changes in CommonAngels' investment model and organization between 2005 and 2009. View Details
      Keywords: Business Model; Entrepreneurship; Venture Capital; Investment; Organizational Structure; Social and Collaborative Networks; Financial Services Industry
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      Applegate, Lynda M., and Kaitlyn Simpson. "CommonAngels (B)." Harvard Business School Supplement 810-011, February 2010. (Revised January 2014.)
      • January 2010 (Revised March 2011)
      • Case

      The Children's Hospital of Philadelphia: Network Strategy

      By: Michael E. Porter, Carolyn Daly and Andrew Peter Dervan
      In 2009 Children's Hospital of Philadelphia (CHOP) had been recognized as the best children's hospital in the country for six years in a row; but leadership saw CHOP as more than the large main campus in western Philadelphia. Beginning in the 1990s, CHOP had created a... View Details
      Keywords: Communication; Health Care and Treatment; Service Delivery; Organizational Structure; Networks; Integration; Health Industry; Philadelphia
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      Porter, Michael E., Carolyn Daly, and Andrew Peter Dervan. "The Children's Hospital of Philadelphia: Network Strategy." Harvard Business School Case 710-463, January 2010. (Revised March 2011.)
      • January 2010 (Revised April 2011)
      • Case

      Google Inc.

      By: Benjamin Edelman and Thomas R. Eisenmann
      Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. Asks what Google should do next. One... View Details
      Keywords: Digital Marketing; Business Model; Growth and Development Strategy; Network Effects; Mission and Purpose; Expansion; Internet and the Web; Information Technology Industry
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      Edelman, Benjamin, and Thomas R. Eisenmann. "Google Inc." Harvard Business School Case 910-036, January 2010. (Revised April 2011.) (Winner of ECCH 2011 Award for Outstanding Contribution to the Case Method - Strategy and General Management.)
      • January 2010
      • Case

      Pratham - Every Child in School and Learning Well

      By: Srikant M. Datar, Stacey M. Childress, Rachna Tahilyani and Anjali Raina
      The case focuses on how Pratham, a non-governmental organization, provided quality education to underprivileged children in India by collaborating with the government. It focuses on the problem Madhav Chavan, the founder, is trying to solve, the contributing factors... View Details
      Keywords: Non-Governmental Organizations; Collaborative Innovation and Invention; Social and Collaborative Networks; Performance Evaluation; Change Management; Organizational Design; Early Childhood Education; Management Systems; Strategy; Quality; Education Industry; India
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      Datar, Srikant M., Stacey M. Childress, Rachna Tahilyani, and Anjali Raina. "Pratham - Every Child in School and Learning Well." Harvard Business School Case 110-001, January 2010.
      • 2010
      • Article

      Power, Social Influence and Organizational Change: A Network Perspective

      By: Julie Battilana and Tiziana Casciaro
      Keywords: Organizations; Change; Perspective
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      Battilana, Julie, and Tiziana Casciaro. "Power, Social Influence and Organizational Change: A Network Perspective." Academy of Management Best Paper Proceedings (2010).
      • 2010
      • Working Paper

      The Mirroring Hypothesis: Theory, Evidence and Exceptions

      By: Carliss Y. Baldwin
      The mirroring hypothesis predicts that the organizational patterns of a development project (e.g. communication links, geographic collocation, team and firm co-membership) will correspond to the technical patterns of dependency in the system under development. Scholars... View Details
      Keywords: Infrastructure; Product Design; Organizational Design; Practice; Groups and Teams; Social and Collaborative Networks; Information Technology
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      Baldwin, Carliss Y. "The Mirroring Hypothesis: Theory, Evidence and Exceptions." Harvard Business School Working Paper, No. 10-058, January 2010. (Revised June 2010.)
      • December 2009 (Revised September 2014)
      • Case

      TD Canada Trust

      By: Dennis Campbell and Brent Kazan
      The case illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers and... View Details
      Keywords: Mergers and Acquisitions; Customer Focus and Relationships; Customer Satisfaction; Commercial Banking; Profit; Balanced Scorecard; Organizational Change and Adaptation; Banking Industry; Canada
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      Campbell, Dennis, and Brent Kazan. "TD Canada Trust." Harvard Business School Case 110-049, December 2009. (Revised September 2014.)
      • November 2009 (Revised May 2017)
      • Case

      Miracle Life, Inc.

      By: Lauren Cohen and Christopher Malloy
      Miracle Life is a firm with a unique setup and organizational structure. Specifically, it is a network marketing firm, also known as multi-level marketing (MLM) firm, which utilizes a large distributor base and depends on this individual distributor base to sell its... View Details
      Keywords: Finance; Cash Flow; Stocks; Growth and Development Strategy; Product Marketing; Distribution; Organizational Structure
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      Cohen, Lauren, and Christopher Malloy. "Miracle Life, Inc." Harvard Business School Case 210-039, November 2009. (Revised May 2017.)
      • September 2009 (Revised May 2011)
      • Case

      Acumen Fund: Measurement in Impact Investing (A)

      By: Alnoor Ebrahim and V. Kasturi Rangan
      Acumen Fund is a global venture capital firm with a dual purpose: it looks for a return on its investments, and it also seeks entrepreneurial solutions to global poverty. This case examines Acumen's new projects in Kenya. The organization's investment committee and its... View Details
      Keywords: Decision Choices and Conditions; Venture Capital; Investment Return; Philanthropy and Charitable Giving; Risk Management; Corporate Social Responsibility and Impact; Business and Government Relations; Social Enterprise; Financial Services Industry; Kenya
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      Ebrahim, Alnoor, and V. Kasturi Rangan. "Acumen Fund: Measurement in Impact Investing (A)." Harvard Business School Case 310-011, September 2009. (Revised May 2011.)
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