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All HBS Web
(1,754)
- Faculty Publications (210)
- March–April 2017
- Article
Innovation Outcomes in a Distributed Organization: Intrafirm Mobility and Access to Resources
Prior research has established a relation between intra-firm mobility and innovation outcomes at distributed organizations. The literature has also uniformly agreed on the mechanism underlying this relationship: the sharing of tacit knowledge and recombination of ideas...
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Choudhury, Prithwiraj. "Innovation Outcomes in a Distributed Organization: Intrafirm Mobility and Access to Resources." Organization Science 28, no. 2 (March–April 2017): 339–354.
- March 2017
- Teaching Plan
The Maine Food Cluster Project
By: Karen Mills
The case introduces Craig Denekas, the head of the Libra Foundation, an unusual, private foundation based in Maine, which owns three locally based food companies. Denekas has initiated a project to explore how to grow the food sector in Maine, benefiting not only...
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- January 2017
- Supplement
Intrapreneurship at DaVita HealthCare Partners: Cash Flow Tool
By: Joseph B. Fuller and Christopher Payton
DaVita Healthcare Partners Inc. (DaVita) is one of the U.S.'s leading dialysis providers, a process whereby persons with end-stage renal disease (ESRD) are connected to a machine that performs the functions of a healthy kidney. Kent Thiry, DaVita's CEO, has expanded...
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- 2016
- Working Paper
The Microstructure of Work: How Unexpected Breaks Let You Rest, but Not Lose Focus
By: Pradeep Pendem, Paul Green, Bradley R. Staats and Francesca Gino
How best to structure the work day is an important operational question for organizations. A key structural consideration is the effective use of breaks from work. Breaks serve the critical purpose of allowing employees to recharge, but in the short term, translate to...
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Keywords:
Breaks;
Productivity;
Attention;
Workload;
Harvesting;
Working Conditions;
Behavior;
Performance Productivity;
Organizations
Pendem, Pradeep, Paul Green, Bradley R. Staats, and Francesca Gino. "The Microstructure of Work: How Unexpected Breaks Let You Rest, but Not Lose Focus." Harvard Business School Working Paper, No. 17-058, December 2016.
- December 2016
- Module Note
Strategy Execution Module 10: Using the Job Design Optimization Tool to Build Effective Organizations
By: Robert Simons
This module reading provides directions for using the online Job Design Optimization Tool (JDOT) which is available free of charge from Harvard Business School Publishing at https://cb.hbsp.harvard.edu/cbmp/resources/marketing/multimedia/JDOT/index.html. This tool can...
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Keywords:
Management Control Systems;
Implementing Strategy;
Execution;
Span Of Control;
Span Of Accountability;
Performance Measurement;
Job Design;
Organization Design;
Strategy;
Entrepreneurship
Simons, Robert. "Strategy Execution Module 10: Using the Job Design Optimization Tool to Build Effective Organizations." Harvard Business School Module Note 117-110, December 2016.
- November 2016 (Revised December 2016)
- Module Note
Strategy Execution Module 11: Using Diagnostic and Interactive Control Systems
By: Robert Simons
This module reading introduces diagnostic and interactive control systems. Diagnostic control systems are the management-by-exception systems that managers use to monitor the achievement of their business strategy. Interactive control systems are the systems that top...
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Keywords:
Management Control Systems;
Implementing Strategy;
Execution;
Performance Measurement;
Diagnostic Control Systems;
Interactive Control Systems;
Emergent Strategy;
Goal Setting;
Incentives;
Strategy;
Motivation and Incentives;
Goals and Objectives;
Management Systems;
Performance Evaluation
Simons, Robert. "Strategy Execution Module 11: Using Diagnostic and Interactive Control Systems." Harvard Business School Module Note 117-111, November 2016. (Revised December 2016.)
- September 2016 (Revised January 2018)
- Module Note
Strategy Execution Module 4: Organizing for Performance
By: Robert Simons
This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by...
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Keywords:
Management Control Systems;
Implementing Strategy;
Execution;
Customer Focused Organization;
Specialization;
Span Of Control;
Span Of Accountability;
Span Of Attention;
Strategy;
Organizational Design;
Organizational Structure
Simons, Robert. "Strategy Execution Module 4: Organizing for Performance." Harvard Business School Module Note 117-104, September 2016. (Revised January 2018.)
- September 2016 (Revised March 2017)
- Module Note
Strategy Execution Module 3: Using Information for Performance Measurement and Control
By: Robert Simons
This module reading explains how managers use information to control critical business processes and outcomes. The analysis begins by illustrating how managers use information to communicate goals and track performance. Then the focus turns to the choices that managers...
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Keywords:
Management Control Systems;
Implementing Strategy;
Strategy Execution;
Organization Process;
Feedback Model;
Innovation;
Uses Of Information;
Big Data;
Benchmarking;
Decision Making;
Information;
Performance Evaluation;
Analytics and Data Science
Simons, Robert. "Strategy Execution Module 3: Using Information for Performance Measurement and Control." Harvard Business School Module Note 117-103, September 2016. (Revised March 2017.)
- August 2016 (Revised May 2018)
- Module Note
Strategy Execution Module 1: Managing Organizational Tensions
By: Robert Simons
This module reading lays the foundation for executing strategy using performance measurement and control systems. Properly applied, these systems can overcome the organizational blocks that impede the potential of all people who work in modern organizations. This...
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Keywords:
Management Control Systems;
Implementing Strategy;
Strategy Execution;
Performance Measurement;
Profit Planning;
Organization Design;
Profitable Growth;
Management Attention;
Organizational Conflict;
Human Behavior;
Strategy;
Ethics;
Goals and Objectives;
Organizational Design;
Management Analysis, Tools, and Techniques;
Performance;
Measurement and Metrics
Simons, Robert. "Strategy Execution Module 1: Managing Organizational Tensions." Harvard Business School Module Note 117-101, August 2016. (Revised May 2018.)
- August 2016 (Revised August 2016)
- Teaching Note
Intrapreneurship at DaVita Healthcare Partners
By: Joseph B. Fuller and Matthew Preble
DaVita Healthcare Partners Inc. (DaVita) is one of the U.S.'s leading dialysis providers, a process whereby persons with end-stage renal disease (ESRD) are connected to a machine that performs the functions of a healthy kidney. Kent Thiry, DaVita's CEO, has expanded...
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- July–August 2016
- Article
Beyond the Holacracy Hype: The Overwrought Claims—and Actual Promise—of the Next Generation of Self-Managed Teams
By: Ethan Bernstein, John Bunch, Niko Canner and Michael Lee
Holacracy and other forms of self-organization have been getting a lot of press. Proponents hail them as "flat" environments that foster flexibility, engagement, productivity, and efficiency. Critics say they're naive, unrealistic experiments. We argue, using evidence...
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Keywords:
Self-Managed Organizations;
Self-Managed Teams;
Reliability;
Adaptability;
Holacracy;
Organization Design;
Organization Structure;
Organizational Charts;
Organizational Architecture;
Organizational Forms;
Organizational Design;
Organizational Structure;
Organizational Change and Adaptation;
Performance Effectiveness;
Performance Productivity;
Management Practices and Processes;
Management Systems;
Managerial Roles;
Human Resources;
Apparel and Accessories Industry;
Manufacturing Industry;
Retail Industry;
Public Administration Industry;
Technology Industry;
North America
Bernstein, Ethan, John Bunch, Niko Canner, and Michael Lee. "Beyond the Holacracy Hype: The Overwrought Claims—and Actual Promise—of the Next Generation of Self-Managed Teams." Harvard Business Review 94, nos. 7-8 (July–August 2016): 38–49.
- 2016
- Chapter
How Moral Flexibility Constrains Our Moral Compass
By: F. Gino
Cheating, fraud, deception, uncooperative actions, and many other forms of unethical behavior are among the greatest personal and societal challenges of our time. While the media commonly focuses on the most sensational scams (e.g., Enron, Bernard Madoff), less...
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Gino, F. "How Moral Flexibility Constrains Our Moral Compass." In Cheating, Corruption, and Concealment: The Roots of Dishonesty, edited by Jan-Willem van Prooijen and Paul A.M. van Lange. Cambridge University Press, 2016.
- May 20, 2016
- Comment
World Health Organization Lacks Leadership to Combat Pandemics
By: John A. Quelch
When it comes to emergency preparedness for pandemics, the World Health Organization is falling short. It has not provided prompt and clear leadership to the world in combating either the Ebola or Zika viruses. Its leadership has been low energy, its representatives...
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Keywords:
Global Health;
World Health Organization;
World Bank;
Pandemics;
Emergency Preparedness;
Experience and Expertise;
Decisions;
Forecasting and Prediction;
Communication Strategy;
Nonverbal Communication;
Framework;
Governance;
Government and Politics;
Health;
Management;
Practice;
Problems and Challenges;
Projects;
Risk and Uncertainty;
Human Needs;
Civil Society or Community;
Social Issues;
Welfare or Wellbeing;
Biotechnology Industry;
Health Industry;
Journalism and News Industry;
Medical Devices and Supplies Industry;
Public Administration Industry;
Tourism Industry;
Transportation Industry;
Travel Industry;
Africa;
Asia;
Europe;
Latin America;
North and Central America;
South America;
West Indies
Quelch, John A. "World Health Organization Lacks Leadership to Combat Pandemics." Harvard Business School Working Knowledge (May 20, 2016).
- May 2016 (Revised June 2017)
- Case
India's Amul: Keeping Up with the Times
By: Rohit Deshpandé, Tarun Khanna, Namrata Arora and Tanya Bijlani
Amul is an Indian dairy cooperative founded in 1947—eight months before India's independence from British rule—and owned by over three million farmers in the state of Gujarat. It is India's largest food product marketing organization, selling 46 products, including...
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Keywords:
Globalization;
Expansion;
Dairy;
India;
Cooperatives;
Milk;
Leadership;
Agriculture;
Agribusiness;
Competition;
Marketing;
Organizational Change and Adaptation;
Agriculture and Agribusiness Industry;
India
Deshpandé, Rohit, Tarun Khanna, Namrata Arora, and Tanya Bijlani. "India's Amul: Keeping Up with the Times." Harvard Business School Case 516-116, May 2016. (Revised June 2017.)
- 2016
- Article
The Mirroring Hypothesis: Theory, Evidence, and Exceptions
By: Lyra J. Colfer and Carliss Y. Baldwin
The mirroring hypothesis predicts that organizational ties within a project, firm, or group of firms (e.g., communication, collocation, employment) will correspond to the technical dependencies in the work being performed. This article presents a unified picture of...
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Keywords:
Modularity;
Mirroring Hypothesis;
Organization Design;
Conway's Law;
Knowledge Boundaries;
Relational Contracts;
Open Source Software;
Organizational Design;
Organizational Structure;
Boundaries;
Knowledge Management;
Applications and Software
Colfer, Lyra J., and Carliss Y. Baldwin. "The Mirroring Hypothesis: Theory, Evidence, and Exceptions." Industrial and Corporate Change 25, no. 5 (2016): 709–738. (Lead Article.)
- 2016
- Working Paper
The Mirroring Hypothesis: Theory, Evidence and Exceptions
By: Lyra J. Colfer and Carliss Y. Baldwin
The mirroring hypothesis predicts that organizational ties within a project, firm, or group of firms (e.g., communication, collocation, employment) will correspond to the technical patterns of dependency in the work being performed. A thorough understanding of the...
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Keywords:
Modularity;
Innovation;
Product And Process Development;
Organization Design;
Design Structure;
Organizational Ties;
Mirroring Hypothesis;
Industry Architecture;
Product Architecture;
Complex Technical Systems;
Information Technology;
Organizational Design;
Organizational Structure;
Relationships;
Innovation and Invention;
Product Development
Colfer, Lyra J., and Carliss Y. Baldwin. "The Mirroring Hypothesis: Theory, Evidence and Exceptions." Harvard Business School Working Paper, No. 16-124, April 2016. (Revised May 2016.)
- March 2016
- Article
Environmental Demands and the Emergence of Social Structure: Technological Dynamism and Interorganizational Network Forms
By: Adam Tatarynowicz, Maxim Sytch and Ranjay Gulati
This study investigates the origins of variation in the structures of interorganizational networks across industries. We combine empirical analyses of existing interorganizational networks in six industries with an agent-based simulation model of network emergence....
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Keywords:
Interorganizatonal Relationships;
Social Networks;
Network Emergence;
Interorganizational Networks;
Information Technology;
Networks;
Organizational Structure;
Social and Collaborative Networks;
Social Media
Tatarynowicz, Adam, Maxim Sytch, and Ranjay Gulati. "Environmental Demands and the Emergence of Social Structure: Technological Dynamism and Interorganizational Network Forms." Administrative Science Quarterly 61, no. 1 (March 2016): 52–86.
- February 2016 (Revised February 2018)
- Case
The Battle over the Initiative and Referendum in Massachusetts (1918)
By: David Moss and Dean Grodzins
On Election Day in 1918, Massachusetts voters would have to decide not only on their preferred candidates for governor and U.S. Senator, but also whether or not to approve 19 proposed amendments to the state constitution. By far the most controversial of these would...
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Moss, David, and Dean Grodzins. "The Battle over the Initiative and Referendum in Massachusetts (1918)." Harvard Business School Case 716-044, February 2016. (Revised February 2018.)
- February 2016
- Article
Unearned Status Gain: Evidence from a Global Language Mandate
By: Tsedal Neeley and Tracy Dumas
Theories of status rarely address unearned status gain—an unexpected and unsolicited increase in relative standing, prestige, or worth, attained not through individual effort or achievement, but from a shift in organizationally valued characteristics. We build theory...
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Keywords:
Status and Position;
Equality and Inequality;
Spoken Communication;
Organizations;
Japan;
United States
Neeley, Tsedal, and Tracy Dumas. "Unearned Status Gain: Evidence from a Global Language Mandate." Academy of Management Journal 59, no. 1 (February 2016): 14–43.
- 2015
- Comment
In the Shadow of the Crowd: A Comment on 'Valve's Way'
There are many ways to exercise authority. Perrow (1986), in his review of March and Simon's Organizations (1958), offers a threefold classification of the ways authority can be exercised in organizations: (1) direct, "fully obtrusive" controls such as giving orders...
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Keywords:
New Forms Of Organizing;
Organizational Forms;
Non-hierarchical Organizations;
Self-organizing Teams;
Boss-less Organizations;
Organizational Design;
United States
Baldwin, Carliss Y. "In the Shadow of the Crowd: A Comment on 'Valve's Way'." Journal of Organization Design 4, no. 2 (2015): 5–7.