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Learning →
- January 2003 (Revised August 2005)
- Case
CareGroup
By: F. Warren McFarlan and Robert D. Austin
Describes the circumstances leading to the three-and-a-half-day collapse of a major hospital group's IS capabilities. Identifies the technical reasons for the failure, management steps in dealing with the problem short term, and the long-term lessons they believe they...
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Keywords:
Information Management;
Information Technology;
Safety;
Crisis Management;
Infrastructure;
Health Industry
McFarlan, F. Warren, and Robert D. Austin. "CareGroup." Harvard Business School Case 303-097, January 2003. (Revised August 2005.)
- Article
Framing for Learning: Lessons in Successful Technology Implementation
By: A. Edmondson
Edmondson, A. "Framing for Learning: Lessons in Successful Technology Implementation." California Management Review 45, no. 2 (Winter 2003): 34–54.
- 2003
- Case
Lakhdar Brahimi / Negotiating a New Government for Afghanistan
By: James K. Sebenius and Kristin Schneeman
Part of the PON Great Negotiator Case Study Series, this factual case study examines former UN Special Envoy Lakhdar Brahimi's involvement in negotiating an interim Afghani government after the fall of the Taliban in 2001. As a result of these efforts, Brahimi... View Details
Keywords:
Contemporary History;
Government and Politics;
Agreements and Arrangements;
Leadership Style;
Cognition and Thinking;
Conferences;
Afghanistan
Sebenius, James K., and Kristin Schneeman. "Lakhdar Brahimi / Negotiating a New Government for Afghanistan." Program on Negotiation at Harvard Law School Case, 2003.
- 2003
- Conference Presentation
Learning in Alliances: New Methodologies, New Directions
By: Ranjay Gulati
- December 2002
- Article
Learning about Internal Capital Markets from Corporate Spinoffs
By: Robert Gertner, Eric Powers and David S. Scharfstein
Gertner, Robert, Eric Powers, and David S. Scharfstein. "Learning about Internal Capital Markets from Corporate Spinoffs." Journal of Finance 57, no. 6 (December 2002): 2479–2506.
- 2002
- Working Paper
Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption
By: Amy C. Edmondson, Ann B. Winslow, Richard M.J. Bohmer and Gary Pisano
Edmondson, Amy C., Ann B. Winslow, Richard M.J. Bohmer, and Gary Pisano. "Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption." Harvard Business School Working Paper, No. 02-063, November 2002.
- 16 Oct 2002
- Keynote Speech
Value Shift: The Need for a New Corporate Ethic." Speaker. "Harvard Institute for Learning in Retirement
By: Lynn S. Paine
Keywords:
Ethics
- October 2002 (Revised February 2003)
- Case
Administrative Data Project (A)
By: Lynda M. Applegate and Donald E. Heller
Encourages analysis of the implementation of a large technical infrastructure and process transformation project within a university setting. Enables an instructor to teach change management, leadership, and technical project management skills.
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Keywords:
Teaching;
Change Management;
Management Practices and Processes;
Transformation;
Learning;
Competency and Skills;
Leadership Development;
Non-Governmental Organizations;
Education Industry
Applegate, Lynda M., and Donald E. Heller. "Administrative Data Project (A)." Harvard Business School Case 803-051, October 2002. (Revised February 2003.)
- October 2002 (Revised August 2007)
- Background Note
Entrepreneurial Marketing: Learning from High-Potential Ventures
Describes entrepreneurial marketing as both a mind-set and a process. Draws on some 30 business field cases and some 300 student projects that provide insight into what managers do in high-potential settings.
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Lassiter, Joseph B., III. "Entrepreneurial Marketing: Learning from High-Potential Ventures." Harvard Business School Background Note 803-036, October 2002. (Revised August 2007.)
- September 2002 (Revised October 2002)
- Case
Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL)
By: Dorothy A. Leonard and David Kiron
Jet Propulsion Laboratory (JPL) faces a serious loss of knowledge--both because of the "faster, better, cheaper" mandate for Mars missions and from the retirement of key personnel. An extensive knowledge management system for NASA/JPL includes formal knowledge-capture...
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Keywords:
Knowledge Management;
Knowledge Dissemination;
Leadership Development;
Internet and the Web;
Risk and Uncertainty;
Organizational Culture;
Retirement;
Human Resources;
Human Capital
Leonard, Dorothy A., and David Kiron. "Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL)." Harvard Business School Case 603-062, September 2002. (Revised October 2002.)
- September 2002 (Revised October 2002)
- Case
Bank of America (A)
By: Stefan H. Thomke and Ashok Nimgade
Describes how Bank of America is creating a system for product and service innovation in its retail banking business. Emphasis is placed on the role of experimentation in some two-dozen real-life "laboratories" that serve as fully operating banking branches and as...
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Keywords:
Motivation and Incentives;
Problems and Challenges;
Innovation and Management;
Risk and Uncertainty;
Change;
Failure;
Banks and Banking;
Learning;
Banking Industry
Thomke, Stefan H., and Ashok Nimgade. "Bank of America (A)." Harvard Business School Case 603-022, September 2002. (Revised October 2002.)
- September 2002 (Revised October 2002)
- Case
Orient-Express Hotels
By: Frances X. Frei and Corey B. Hajim
Describes how a hotel and leisure company provides high-end service through its distinctive hotels and trains. Provides an opportunity to learn about the company's unusual quality practices and puts into doubt the unquestioned use of well-known practices, such as...
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Keywords:
Service Operations;
Quality;
Management;
Opportunities;
Practice;
Programs;
Motivation and Incentives;
Brands and Branding;
Service Industry;
Accommodations Industry
Frei, Frances X., and Corey B. Hajim. "Orient-Express Hotels." Harvard Business School Case 603-024, September 2002. (Revised October 2002.)
- September 2002
- Case
Abercrombie & Kent
By: Frances X. Frei, Brian Corbett, Mark Partin and Daniel Rethazy
Describes Abercrombie & Kent, the outdoor adventure company that has provided services throughout the entire history of the outdoor adventure industry. Provides an opportunity to learn how the company successfully grown into a premier player in the industry by adapting...
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Keywords:
History;
Financial Management;
Activity Based Costing and Management;
Service Operations;
Marketing Reference Programs;
Product Development;
Business Growth and Maturation;
Balance and Stability;
Marketing Channels;
Transportation;
Growth and Development Strategy;
Travel Industry
Frei, Frances X., Brian Corbett, Mark Partin, and Daniel Rethazy. "Abercrombie & Kent." Harvard Business School Case 603-002, September 2002.
- September 2002
- Article
Situated Knowledge and Learning in Dispersed Teams
By: Deborah Sole and Amy Edmondson
Sole, Deborah, and Amy Edmondson. "Situated Knowledge and Learning in Dispersed Teams." British Journal of Management 13 (September 2002): S17–S34.
- 2002
- Working Paper
Learning as Strategy Dependent: Tradeoffs in New Technology Implementation
By: Richard Bohmer, Amy Edmondson, Gary Pisano and Ann B. Winslow
- summer 2002
- Article
Negotiating Lessons from the Browser Wars
Sebenius, James K. "Negotiating Lessons from the Browser Wars." MIT Sloan Management Review 43, no. 4 (summer 2002): 43–50.
- April 2002 (Revised February 2003)
- Module Note
Teaching Project Finance: An Overview of the Large-Scale Investment Course
By: Benjamin C. Esty
Large-Scale Investment is a case-based course about project finance 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 single-purpose industrial...
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Esty, Benjamin C. "Teaching Project Finance: An Overview of the Large-Scale Investment Course." Harvard Business School Module Note 202-086, April 2002. (Revised February 2003.)
- 2002
- Chapter
Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams
By: D. Sole and A. Edmondson
Keywords:
Knowledge Sharing;
Knowledge Acquisition;
Learning;
Groups and Teams;
Geographic Location;
Organizational Structure
Sole, D., and A. Edmondson. "Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams." In The Strategic Management of Intellectual Capital and Organizational Knowledge: A Collection of Readings, edited by C. W. Choo and N. Bontis. New York: Oxford University Press, 2002.
- 2002
- Other Unpublished Work
Clusters of Innovation Initiative: Pittsburgh
This regional report examines the composition and performance of the Pittsburgh regional economy, how industry clusters developed and innovation arose, how clusters affected the region's economic future, and how the region can establish a strategy and action program to...
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Porter, Michael E. "Clusters of Innovation Initiative: Pittsburgh." Council on Competitiveness, Washington, DC, April 2002. (Report.)
- April 2002
- Article
New Concepts for Corporate e-Learning - The Use of Virtual Classes at Harvard Business School As Best Practice
By: D. Quinn Mills and Dirk Seifert