Filter Results
:
(9,809)
Show Results For
-
All HBS Web
(9,809)
- People (46)
- News (2,413)
- Research (4,931)
- Events (52)
- Multimedia (118)
- Faculty Publications (3,217)
Show Results For
-
All HBS Web
(9,809)
- People (46)
- News (2,413)
- Research (4,931)
- Events (52)
- Multimedia (118)
- Faculty Publications (3,217)
- January 2018 (Revised January 2021)
- Background Note
Customer Lifetime Social Value (CLSV)
By: Elie Ofek, Barak Libai and Eitan Muller
One of the hallmarks of the digital revolution is the rise of the socially connected consumer. Concomitantly, the ability of companies to affect and measure the social interactions among customers has grown tremendously. Consequently, in assessing the full value of...
View Details
Keywords:
Customer Lifetime Value;
Customer Management;
Social Contagion;
Word Of Mouth;
Customer Engagement;
Customer Value and Value Chain;
Measurement and Metrics;
Customer Relationship Management
Ofek, Elie, Barak Libai, and Eitan Muller. "Customer Lifetime Social Value (CLSV)." Harvard Business School Background Note 518-077, January 2018. (Revised January 2021.)
- Article
Making Exit Interviews Count
By: Everett Spain and Boris Groysberg
In the knowledge economy, skilled employees are the assets that drive organizational success. Thus companies must learn from them—why they stay, why they leave, and how the organization needs to change. A thoughtful exit interview—whether it be a face-to-face...
View Details
Spain, Everett, and Boris Groysberg. "Making Exit Interviews Count." Harvard Business Review 94, no. 4 (April 2016): 88–95.
- December 2022
- Article
Shaping Nascent Industries: Innovation Strategy and Regulatory Uncertainty in Personal Genomics
By: Cheng Gao and Rory McDonald
In nascent industries—whose new technologies are often poorly understood
by regulators—contending with regulatory uncertainty can be crucial to organizational survival and growth. Prior research on nonmarket strategy has largely
focused on established firms in mature...
View Details
Keywords:
Technological Change;
Innovation;
Qualitative Methods;
New Categories;
Entrepreneurship;
Technological Innovation;
Governing Rules, Regulations, and Reforms;
Risk and Uncertainty;
Strategy
Gao, Cheng, and Rory McDonald. "Shaping Nascent Industries: Innovation Strategy and Regulatory Uncertainty in Personal Genomics." Administrative Science Quarterly 67, no. 4 (December 2022): 915–967.
- 01 Aug 2017
- Working Paper Summaries
Business History, the Great Divergence and the Great Convergence
Keywords:
by Geoffrey Jones
- May 9, 2023
- Article
8 Questions About Using AI Responsibly, Answered
By: Tsedal Neeley
Generative AI tools are poised to change the way every business operates. As your own organization begins strategizing which to use, and how, operational and ethical considerations are inevitable. This article delves into eight of them, including how your organization...
View Details
Neeley, Tsedal. "8 Questions About Using AI Responsibly, Answered." Harvard Business Review (website) (May 9, 2023).
- January 2023
- Module Note
Network Effects in Technology
By: Andy Wu and Matt Higgins
In business and strategy contexts, network effects are often accompanied by bandwagon (or herding) effects, positive feedback loops (or accumulated advantage effects), and market tipping (or winner-take-all dynamics). Though these phenomena are often grouped together...
View Details
Wu, Andy, and Matt Higgins. "Network Effects in Technology." Harvard Business School Module Note 723-417, January 2023.
- October 2002 (Revised May 2003)
- Background Note
Why Study Large Projects?
By: Benjamin C. Esty
Explains why project companies in general and large projects in particular represent an interesting and managerially relevant subset of total capital investment and why they merit academic research and instruction. Serves as an introductory note for the Large-scale...
View Details
Esty, Benjamin C. "Why Study Large Projects?" Harvard Business School Background Note 203-031, October 2002. (Revised May 2003.)
- March 1996 (Revised February 2006)
- Case
Arborite
Describes the competitive position of Arborite, a Canadian manufacturer of high-pressure laminates (HPL) (a product sold under the Formica name in the United States). Arborite's market share has slipped, and a new general manager must evaluate whether a change in...
View Details
McGahan, Anita M. "Arborite." Harvard Business School Case 796-146, March 1996. (Revised February 2006.)
- August 1995
- Case
Hutton Branch Manager (D)
By: Lynn S. Paine and Jane Palley Katz
Describes the actions taken by E.F.Hutton management in response to the Bell Report, a study prepared by former Attorney General Griffin Bell and his law firm after Hutton pleaded guilty to 2,000 counts of mail and wire fraud in connection with its cash management...
View Details
Keywords:
Legal Liability;
Crime and Corruption;
Moral Sensibility;
Acquisition;
Decisions;
Business or Company Management;
Financial Services Industry
Paine, Lynn S., and Jane Palley Katz. "Hutton Branch Manager (D)." Harvard Business School Case 396-047, August 1995.
- November 1992
- Case
Primerica: Sandy Weill and His Corporate Entrepreneurs
By: Andrall E. Pearson and Philip M. Rosenzweig
As CEO of Primerica, Sandy Weill has built a $6.6 billion company from acquisitions and underperforming firms. The case examines Weill's distinctive approach to building, managing, and leading an organization that seeks the benefits of scale without the problems of...
View Details
Pearson, Andrall E., and Philip M. Rosenzweig. "Primerica: Sandy Weill and His Corporate Entrepreneurs." Harvard Business School Case 393-040, November 1992.
- 30 Jan 2013
- News
4 Proven Weight Loss Tips From Behavioral Economics
- 17 Jul 2012
- News
Tax, offshoring, and the Washington gridlock
- 24 Jul 2011
- News
Looking Ahead Behind the Ivy
- 05 May 2021
- News
"The Heart of Business" with Hubert Joly
- 03 Sep 2019
- News
Conspiracy theories are a dangerous threat to our democracy
- 09 May 2012
- Research & Ideas
Clayton Christensen’s “How Will You Measure Your Life?”
cost of doing something "just this once" always seems to be negligible, but the full cost will typically be much higher. Yet unconsciously, we will naturally employ the marginal-cost doctrine in our personal lives. A voice in our head says, "Look, I know...
View Details
- 25 Apr 2012
- News
What Doesn't Motivate Creativity Can Kill It
- 23 Oct 2014
- News