Show Results For
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All HBS Web
(4,399)
- Faculty Publications (407)
Show Results For
-
All HBS Web
(4,399)
- Faculty Publications (407)
- May 2007
- Article
Managing Your Boss
- March 2007 (Revised April 2011)
- Case
Madam C.J. Walker: Entrepreneur, Leader, and Philanthropist
- February 2007
- Module Note
Endurance Summary: The Challenge of Right Versus Wrong
- November 2006 (Revised May 2014)
- Case
Li Ka-Shing and the Growth of Cheung Kong
- 2006
- Book
Science Business: The Promise, the Reality, and the Future of Biotech
- October 2006 (Revised November 2006)
- Case
Integrated Packaging Corporation: Struggling to Do the Right Thing (A)
- September 2006 (Revised May 2007)
- Case
GE's Jeff Immelt: The Voyage from MBA to CEO
- September 2006 (Revised May 2008)
- Supplement
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (B)
- September 2006 (Revised October 2007)
- Case
Shinsei Bank: Developing an Integrated Firm
- July 2006 (Revised August 2007)
- Case
Charles Veillon, S.A. (A)
- May – June 2006
- Article
Choose the Right Measures, Drive the Right Strategy
- 2006
- Working Paper
Too Motivated?
I show that an agent's motivation to do well (objectively) may be unambiguously bad in a world with differing priors, i.e., when people openly disagree on the optimal course of action. The reason is that an agent who is strongly motivated is more likely to follow... View Details
- February 2006 (Revised November 2012)
- Case
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A)
- 2006
- Working Paper
On the Origin of Shared Beliefs (and Corporate Culture)
This paper shows why members of an organization often share similar beliefs. I argue that there are two mechanisms. First, when performance depends on making correct decisions, people prefer to work with others who share their beliefs and assumptions, since such... View Details
- 2006
- Working Paper
The Limits of Authority: Motivation versus Coordination
This paper studies the effects of open disagreement on motivation and coordination. It shows how, in the presence of differing priors, motivation and coordination impose conflicting demands on the allocation of authority, leading to a trade-off between the... View Details
- November 2005
- Case
Michael Ovitz and The Walt Disney Company (A)
- October 2005 (Revised September 2006)
- Case
Sapient Corporation (Abridged)
- January 2005 (Revised August 2006)
- Case
Lean Forward Media
- Article
Organizational Beliefs and Managerial Vision
- October 2004
- Article