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Show Results For
- All HBS Web
(3,076)
- People (2)
- News (628)
- Research (1,964)
- Events (1)
- Multimedia (11)
- Faculty Publications (947)
- 01 Dec 2011
- News
Li & Fung's Global Footprint
entrepreneurial. That whole culture carries over to acquisitions. We understand that when we acquire a trading company, we are acquiring the people. Frankly, a lot of the customers they have are probably common customers to us. Everybody... View Details
- 20 Feb 2020
- Blog Post
Know Your Audience – Recruiting HBS Students for Technology
Strategy, Marketing & Corporate Relations, Career & Professional Development Molly DeCastro – Recruiting Relations Manager, Career & Professional Development Cathy and Molly work closely with technology companies as they... View Details
Keywords: Technology
- 05 Dec 2017
- Research & Ideas
What We've Learned from 101 Entrepreneurs in Emerging Markets
interviews is a tiny step in that direction. "I think that in addition to the commonalities, the project sheds light on how business cultures differ in Latin America" Silverthorne: What were some of the major commonalities you... View Details
Keywords: by Sean Silverthorne
- 01 Dec 2009
- News
Broad Range of Interests Among Nine New Faculty
years, that’s an enormous technological transition. So the questions of how firms can organize themselves to do it, and what kinds of governance mechanisms will support and encourage them to do that, seem to me a natural extension of what I’ve been working on. It’s an... View Details
Keywords: Margie Kelley
- 03 Sep 2014
- What Do You Think?
Who Should Choose Your Boss?
necessarily the best team leader, because a lot of board members don't value the team leadership aspect of the position." Clifford F. Baker put it this way: "Having worked for a living in a corner office of a corporate ivory... View Details
- 16 Mar 2018
- News
Douglas Spreng (MBA 1967)
organization, and think strategically,” says Spreng. “It benefited me tremendously throughout my career.” He went on to a 40-year career in high-tech manufacturing and marketing, including serving as a group general manager of Hewlett-Packard, executive vice president... View Details
- March – April 2008
- Article
Interorganizational Trust, Governance Choice, and Exchange Performance
By: Ranjay Gulati and Jackson Nickerson
This paper looks at when and how preexisting interorganizational trust influences the choice of governance and in turn the performance of exchange relationships. We theorize that preexisting interorganizational trust complements the choice of governance mode (make,... View Details
Keywords: Corporate Governance; Organizational Culture; Performance Improvement; Conflict and Resolution; Trust
Gulati, Ranjay, and Jackson Nickerson. "Interorganizational Trust, Governance Choice, and Exchange Performance." Organization Science 19, no. 2 (March–April 2008): 1–21.
- 21 Nov 2011
- Lessons from the Classroom
The New Challenge of Leading Financial Firms
have been due in large part to the culture of the previous organization; hence, the type of person who thrived at Goldman Sachs might flounder at Credit Suisse. But there's a broader reason for performance declines: banks often don't... View Details
- 12 Mar 2012
- Research & Ideas
Crowded at the Top: The Rise of the Functional Manager
increase in information technology purchases. Wulf notes that the 1986-1999 time frame was especially significant in terms of corporate technology. The 1990s marked an era when PC prices started falling,... View Details
Keywords: by Carmen Nobel
- 01 Sep 2005
- News
New Career Wanted
intangibles, such as company culture and styles of decision-making, to make sure they are compatible with your own style.” MBAs change careers for various reasons at different stages of their professional lives. “At midcareer,” Sullivan... View Details
- 02 Apr 2019
- First Look
New Research and Ideas, April 2, 2019
Gender Inequality: The Work-family Narrative as a Social Defense Against 24/7 Work Culture By: Padavic, Irene, R. Ely, and Erin M. Reid Abstract—It is widely accepted that the conflict between women’s family obligations and professional... View Details
Keywords: Dina Gerdeman
- May 2000 (Revised December 2018)
- Supplement
SMA: Micro-Electronic Products Division (B)
By: Michael Beer and Michael Tushman
Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case. View Details
Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (B)." Harvard Business School Supplement 400-085, May 2000. (Revised December 2018.)
- Web
Contemporary Black Artists and Public Art | Baker Library | Bloomberg Center | Harvard Business School
HBO Home Entertainment, the digital and DVD program distribution division of Home Box Office. He joined the HBS faculty in 2013 and he co-designed and teaches the courses Arts and Cultural Entrepreneurship, and Scaling Minority... View Details
- Profile
Di Bai
facets of general management as a comprehensive base for many careers over the long run." More importantly, Di says, "The HBS experience has deepened my understanding of leadership and reshaped my mindset. Now I understand that a business leader must put... View Details
- 19 Dec 2014
- Research & Ideas
China’s Complicated Relationship With Mother Nature
Despite its name, the Great Wall of China began as a series of smaller, isolated defensive fortifications. Those structures grew and were later unified into the imposing structure that exists today. The Great Wall is a great metaphor for the Chinese economy. By... View Details
- 11 Dec 2023
- Blog Post
Building Iconic Brands and Brighter Futures: Interview with Glossier CEO, Kyle Leahy
company provided the culture fit she enjoyed while also affording her the opportunity to learn different areas of the business within a smaller company in her corporate strategy role. Several years later,... View Details
Keywords: Consumer Products / Retail
- Web
Harvard Business School
H. King (MBA '70), who was the assistant director of HBS admissions from 1970 to 1971, served as president and executive director of COGME from 1971 to 1984. King increased corporate contributions to the program, which provided View Details