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Show Results For
-
All HBS Web
(1,393)
- People (3)
- News (166)
- Research (967)
- Events (2)
- Multimedia (5)
- Faculty Publications (465)
- April 2023 (Revised September 2023)
- Case
Levels: The Remote, Asynchronous, Deep Work Management System
By: Joseph B. Fuller and George Gonzalez
Levels is a highly innovative startup in the health care space. They intend to revolutionize health by linking behavior—eating, exercise, sleeping, etc.—to changes in metabolism. They believe metabolic health can be managed through careful monitoring of changes in...
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Keywords:
Applications and Software;
Business Startups;
Organizational Culture;
Management Style;
Technology Industry;
United States
Fuller, Joseph B., and George Gonzalez. "Levels: The Remote, Asynchronous, Deep Work Management System." Harvard Business School Case 323-069, April 2023. (Revised September 2023.)
- April 1992 (Revised September 1993)
- Case
Poland--1989
By: Debora L. Spar
Describes the political and economic situation in Poland in 1989, following the country's first democratic elections and the subsequent establishment of a Solidarity-led government. After examining the legacies left by 40 years of Communist rule, the case lays out the...
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Spar, Debora L. "Poland--1989." Harvard Business School Case 792-091, April 1992. (Revised September 1993.)
- April 1985 (Revised November 1987)
- Case
Sun Hydraulics Corp. (A)
Involves the design and creation of a company with no formally-defined hierarchy. Describes the steps the founder takes to avoid the organizational politics he perceives as crushing the human contributions they were designed to harness.
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Keywords:
Organizational Design;
Organizational Structure;
Engineering;
Business Startups;
Technology Industry
Barnes, Louis B. "Sun Hydraulics Corp. (A)." Harvard Business School Case 485-169, April 1985. (Revised November 1987.)
- October 14, 2019
- Article
The Truth About Open Offices: There Are Reasons Why They Don't Produce the Desired Interactions
By: Ethan Bernstein and Ben Waber
It’s never been easier for workers to collaborate—or so it seems. Open, flexible, activity-based spaces are displacing cubicles, making people more visible. Messaging is displacing phone calls, making people more accessible. Enterprise social media such as Slack and...
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Keywords:
Buildings and Facilities;
Interpersonal Communication;
Communication Technology;
Design;
Human Resources;
Performance Productivity;
Organizational Design
Bernstein, Ethan, and Ben Waber. "The Truth About Open Offices: There Are Reasons Why They Don't Produce the Desired Interactions." Harvard Business Review 97, no. 6 (November–December 2019): 82–91.
- February 2007
- Case
IBM Culture in Its Architecture
By: A. Eugene Kohn and Kerry Herman
In 1992, Lou Gerstner was the CEO of IBM during a period where the firm was losing money and a turnaround was desperately needed. In a bold decision, Gerstner chose to build a new headquarters in Armonk, NY that had strict limits on expandability. His idea was to use...
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Keywords:
Design;
Leadership;
Job Design and Levels;
Organizational Structure;
Buildings and Facilities;
Business Headquarters;
Decisions;
Organizational Culture;
Corporate Strategy;
Expansion;
Information Technology Industry;
New York (state, US)
Kohn, A. Eugene, and Kerry Herman. "IBM Culture in Its Architecture." Harvard Business School Case 207-026, February 2007.
- 2012
- Working Paper
IP Modularity: Profiting from Innovation by Aligning Product Architecture with Intellectual Property
By: Joachim Henkel, Carliss Y. Baldwin and Willy C. Shih
In this paper we explain how firms seeking to take advantage of distributed innovation and outsourcing can bridge the tension between value creation and value capture by modifying the modular structure of their technical systems. Specifically, we introduce the concept...
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Keywords:
Modularity;
Value Appropriation;
Distributed Innovation;
Open Innovation;
Strategy;
Open Source Distribution;
Value;
Complexity;
Intellectual Property
Henkel, Joachim, Carliss Y. Baldwin, and Willy C. Shih. "IP Modularity: Profiting from Innovation by Aligning Product Architecture with Intellectual Property." Harvard Business School Working Paper, No. 13-012, August 2012. (Revised November 2012.)
- 12 Apr 2007
- Working Paper Summaries
From Manufacturing to Design: An Essay on the Work of Kim B. Clark
- Teaching Interest
Large-Scale Investment (LSI, MBA Elective Curriculum)
By: Benjamin C. Esty
Large-Scale Investment (LSI) is a case-based course about project finance that is designed for second-year MBA students. Project finance involves the creation of a legally independent project company financed with nonrecourse debt for the purpose of investing in a...
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- October 2013
- Supplement
Dongfeng Nissan's Venucia (C)
By: Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan
The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to...
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Keywords:
China;
Japan;
Environment;
Sustainability;
Cross-cultural/cross-border;
Competitive Strategy;
Product Launch;
Global Strategy;
Multinational Firms and Management;
Crisis Management;
Cross-Cultural and Cross-Border Issues;
Auto Industry;
China;
Japan
Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (C)." Harvard Business School Supplement 714-016, October 2013.
- October 2013
- Case
Dongfeng Nissan's Venucia (A)
By: Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan
The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to...
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Keywords:
China;
Japan;
Cross-cultural/cross-border;
Multinational Firms;
Competitive Strategy;
Product Launch;
Global Strategy;
Multinational Firms and Management;
Crisis Management;
Cross-Cultural and Cross-Border Issues;
Auto Industry;
China;
Japan
Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (A)." Harvard Business School Case 714-014, October 2013.
- 03 Feb 2010
- Working Paper Summaries
Accountability and Control as Catalysts for Strategic Exploration and Exploitation: Field Study Results
Keywords:
by Robert L. Simons
- January 2009 (Revised May 2009)
- Case
Innovation at Mahindra & Mahindra (A)
By: Stefan H. Thomke and Briana Doerr Luthra
Describes the Mahindra & Mahindra Group's approach to innovation. The Group is among the top industrial houses in India and its managing director Anand Mahindra has put innovation at the core of its growth strategy. Emphasis is placed on managing the balance between...
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Keywords:
Innovation and Management;
Growth and Development Strategy;
Problems and Challenges;
Marketing;
Business Processes;
Product;
Innovation Strategy;
Organizational Design;
Demand and Consumers;
Auto Industry;
Agriculture and Agribusiness Industry;
India
Thomke, Stefan H., and Briana Doerr Luthra. "Innovation at Mahindra & Mahindra (A)." Harvard Business School Case 609-065, January 2009. (Revised May 2009.)
Ethan S. Bernstein
Ethan Bernstein (@ethanbernstein) is an associate professor in the Organizational Behavior unit at Harvard Business School. He teaches the second-year MBA course Managing Human Capital, the... View Details
Alan D. MacCormack
Alan MacCormack is the MBA Class of 1949 Adjunct Professor of Business Administration at the Harvard Business School, a member of The Digital, Data, and Design (D^3) Institute at Harvard, and a core faculty member... View Details
- 28 Apr 2015
- First Look
First Look: April 28
http://www.amazon.com/Strategy-Rules-Timeless-Lessons-Gates/dp/0062373951/ref=tmm_hrd_title_0?ie=UTF8&qid=1427236936&sr=8-1 April 2015 Harvard Business Review Leaders as Decision Architects: Structure Your Organization's Work to...
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Keywords:
Sean Silverthorne
The Truth About Open Offices
It’s never been easier for workers to collaborate—or so it seems. Open, flexible, activity-based spaces are displacing cubicles, making people more visible. Messaging is displacing phone calls, making people more accessible. Enterprise social media tools are displacing...
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- 12 PM – 1 PM EDT, 14 Sep 2017
- Webinars: Trending@HBS
Why Competition in the Politics Industry Is Failing America
It is often said that "Washington is broken," but this reflects a common misunderstanding of the problem. Washington isn't broken--it is delivering exactly what its currently designed to deliver. The problem is that our political system is no longer designed to serve...
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- Research Summary
Performance Measurement and Accountability in the Social Sector
Professor Ebrahim's research examines the pressures for accountability facing social sector organizations, and their implications for organizational performance. How can nonprofits and social enterprises measure performance in order to achieve better results? This...
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- October 2013
- Supplement
Dongfeng Nissan's Venucia (B)
By: Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan
The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to...
View Details
Keywords:
China;
Japan;
Multinational Firms;
Cross-cultural/cross-border;
Environment;
Sustainability;
Competitive Strategy;
Product Launch;
Global Strategy;
Multinational Firms and Management;
Crisis Management;
Cross-Cultural and Cross-Border Issues;
Auto Industry;
China;
Japan
Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (B)." Harvard Business School Supplement 714-015, October 2013.
- 11 Sep 2008
- Working Paper Summaries