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Show Results For
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All HBS Web
(3,489)
- People (8)
- News (663)
- Research (2,233)
- Events (11)
- Multimedia (3)
- Faculty Publications (1,179)
- 25 Sep 2018
- First Look
New Research and Ideas, September 25, 2018
inventors who patent since 1920; a dataset of the employment, location, and patents of firms active in R&D since 1921; and a historical state-level corporate tax database...
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Dina Gerdeman
- 04 Dec 2019
- Working Paper Summaries
Intelligent Design of Inclusive Growth Strategies
Laura Katsnelson
Laura Katsnelson is a doctoral candidate in the Strategy unit at Harvard Business School with interests in how companies impact social and employment outcomes. Her job market paper is about the value of flexibility to DoorDash drivers and the factors that shape...
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- 18 Dec 2018
- First Look
New Research and Ideas, December 18, 2018
spaces and to make its mark worldwide. Purchase this case:https://hbsp.harvard.edu/product/519023-PDF-ENG Harvard Business School Case 518-063 Measuring True Value at Ambuja Cement The case discusses the measurement of View Details
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Dina Gerdeman
- Web
Online Leadership and Management Courses | HBS Online
Ethics, and Corporate Accountability Professor Nien-he Hsieh Develop a toolkit for making tough leadership decisions. 6 weeks, 7-9 hrs/weekApply by May 28$1,750Certificate Organizational Leadership...
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- 28 Nov 2005
- Research & Ideas
Unilever: Transformation and Tradition
business in emerging markets, despite the growing political risks and low remittances from major markets such as India. The Special Committee of Durham, Maljers, and Angus launched a major View Details
- January 2008
- Article
Do Well by Doing Good? Don't Count on It
By: Joshua D. Margolis, Hillary Anger Elfenbein and James P. Walsh
Research over 35 years shows only a weak link between socially responsible corporate behavior and good financial performance. However, there's no evidence of risk in doing good, only in being exposed for misdeeds.
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Values and Beliefs;
Profit;
Corporate Social Responsibility and Impact;
Performance Effectiveness;
Behavior
Margolis, Joshua D., Hillary Anger Elfenbein, and James P. Walsh. "Do Well by Doing Good? Don't Count on It." Social Responsibility. Special Issue on HBS Centennial. Harvard Business Review 86, no. 1 (January 2008): 19.
- 31 Aug 2020
- What Do You Think?
Why Don’t More Organizations Understand the Power of Diversity and Inclusion?
organizations in the study are pulling away from the other two-thirds in diversity and inclusion, registering increasingly higher probabilities of being the most profitable. They are exhibiting progress in achieving greater gender View Details
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by James Heskett
- 17 Aug 2020
- Research & Ideas
What the Stockdale Paradox Tells Us About Crisis Leadership
correctly and shaping one’s response to it optimally. The maxim of Epictetus, “What, then, is to be done? To make the best of what is in our power, and take the rest as it...
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by Boris Groysberg and Robin Abrahams
- 16 Oct 2019
- News
Where ESG Fails
- 14 Dec 2016
- HBS Seminar
Siobhan O'Mahony and Rebecca Karp, Boston University
- 22 Mar 2010
- Research & Ideas
One Strategy: Aligning Planning and Execution
comes to creating new ones? A: Answering this question goes back to our definition of innovation. Innovation is invention times impact. Invention is nice, but if it has no economic or social impact it is...
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- January 2012 (Revised September 2015)
- Case
Tough Decisions at Marks and Spencer
By: George Serafeim
In 2007, under the leadership of CEO Stuart Rose, the iconic British retailer Marks and Spencer, with great fanfare, announced its "Plan A" initiative. Based on the five essential pillars of climate change, waste, sustainable materials, fair partnership, and health,...
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Keywords:
Decision Making;
Environmental Sustainability;
Corporate Social Responsibility and Impact;
Corporate Strategy;
Retail Industry
Eccles, Robert G., George Serafeim, and Kyle Armbrester. "Tough Decisions at Marks and Spencer." Harvard Business School Case 112-062, January 2012. (Revised September 2015.)
Brian L. Trelstad
Harvard Advanced Leadership Initiative, Faculty Chair
Brian Trelstad is a Senior Lecturer at Harvard Business School in the General Management Unit, teaching an elective course on Social Entrepreneurship and Systems Change and... View Details
- 19 Jun 2018
- First Look
New Research and Ideas, June 19, 2018
investors, could provide this commitment mechanism. Common ownership of competitors within industries and long-time horizons in ownership of shares are key characteristics for investors that could act as stewards of the commons. View Details
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Dina Gerdeman
- Article
Turnkey or Tailored? Relational Pluralism, Institutional Complexity, and the Organizational Adoption of More or Less Customized Practices
By: Ryan Raffaelli and Mary Ann Glynn
We examine how the organizational adoption of new practices is influenced by relational pluralism, i.e., an organization's multiple ties to actors inside and outside its industry. We theorize that institutional mechanisms of practice diffusion underlying relational...
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Keywords:
Networks;
Corporate Social Responsibility and Impact;
Business Processes;
Adoption;
Customization and Personalization
Raffaelli, Ryan, and Mary Ann Glynn. "Turnkey or Tailored? Relational Pluralism, Institutional Complexity, and the Organizational Adoption of More or Less Customized Practices." Academy of Management Journal 57, no. 2 (April 2014): 541–562.
- March 24, 2015
- Article
Starbucks' 'Race Together' Campaign and the Upside of CEO Activism
By: Aaron Chatterji and Michael W. Toffel
When Starbucks CEO Howard Schultz asked his baristas to engage customers in a discussion about race in America, it was a clear case of the growing trend of "CEO activism." Despite the criticism of that particular initiative, CEO activism—from Shultz to Chick-Fil-A's...
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Keywords:
Leadership;
Social Issues;
Corporate Social Responsibility and Impact;
Communication Strategy;
Race
Chatterji, Aaron, and Michael W. Toffel. "Starbucks' 'Race Together' Campaign and the Upside of CEO Activism." Harvard Business Review (website) (March 24, 2015).
- November 1984 (Revised October 1989)
- Case
Dow Corning Corp.: Business Conduct and Global Values (A)
Describes the development and ongoing operation of the Business Conduct Committee of Dow Corning Corp. as an example of managing corporate values in a multinational enterprise.
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Keywords:
Business or Company Management;
Values and Beliefs;
Multinational Firms and Management;
Corporate Social Responsibility and Impact
Goodpaster, Kenneth E. "Dow Corning Corp.: Business Conduct and Global Values (A)." Harvard Business School Case 385-018, November 1984. (Revised October 1989.)
- 09 Nov 2022
- In Practice
COP27: What Can Business Leaders Do to Fight Climate Change Now?
The US government’s newly passed Inflation Reduction Act will direct $370 billion toward advancing renewal energy and reducing greenhouse gas emissions—the country's largest investment in fighting climate change so far. As business and government leaders around the...
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by Lynn Schenk and Danielle Kost
- 14 Jul 2003
- Research & Ideas
Understaffed and Overworked: What Now?
Meet Cheryl Andrus: Manager. Survivor. A vice president responsible for corporate and product marketing at FranklinCovey in Salt Lake City, Andrus was asked in August 2002 to...
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by Paul Michelman