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Show Results For
-
All HBS Web
(882)
- People (2)
- News (325)
- Research (400)
- Multimedia (7)
- Faculty Publications (136)
- October 1993
- Background Note
Note on Developing Start-Up Strategies
Provides students with a workable framework for analyzing new ventures. Stresses the importance of matching analytical tasks to the type of venture contemplated.
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Bhide, Amar. "Note on Developing Start-Up Strategies." Harvard Business School Background Note 394-067, October 1993.
- 13 Jul 2011
- News
Cleveland Manufacturer Welds Together Job Security, Profits
- August 1998
- Case
General Motors Corporation (C), The : 1990-1992
By: Peter Tufano
The third in a four-part series, this case details the financial policies and practices at General Motors from 1990 to 1996. This part describes the firm's financial responses to the business stresses it faced in the 1992 time period.
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Tufano, Peter, Markus Mullarkey, and William J Wildern. "General Motors Corporation (C), The : 1990-1992." Harvard Business School Case 299-008, August 1998.
- 26 Nov 2012
- Research & Ideas
New Winners and Losers in the Internet Economy
Although much of the United States still struggles to recover from the 2008 economic crisis, the online world defies that bleak economic picture—the Internet continues to put a growing number of Americans to work. “In a very flat economy the Internet ecosystem has...
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- October 2023
- Background Note
What Leaders Need to Know about Mental Health
By: Boris Groysberg, Robin Abrahams, Liana Groysberg, Natalia Groysberg and Abhijit Naik
This paper will provide an overview of the nature of anxiety and depression, the particular vulnerabilities and stresses of CEOs, and suggestions for managing mental health in the workplace.
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Groysberg, Boris, Robin Abrahams, Liana Groysberg, Natalia Groysberg, and Abhijit Naik. "What Leaders Need to Know about Mental Health." Harvard Business School Background Note 424-032, October 2023.
- 04 Jan 2016
- Blog Post
5 Ways to Motivate Employees After the Holiday Season
The holiday season brings a flurry of fun and stress for all employees. It can be a tough adjustment to get back in the swing of things as many are feeling the post-holiday blues. Here are 5 ways to keep employees motivated and show how...
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Keywords:
All Industries
- March 2021 (Revised December 2021)
- Supplement
Humana (B) — Strategy Execution
By: Regina E. Herzlinger and Ashley Ifeadike
After Humana debuted its new pillar strategy focused on driving integration across members’ health care experiences, feedback from investors in private conferences and other forums was positive but stressed the need for execution and faced several questions in order to...
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Keywords:
Health Care;
Health Care Operations;
Health Insurance;
Health Care and Treatment;
Insurance;
Operations;
Strategy;
Health Industry
Herzlinger, Regina E., and Ashley Ifeadike. "Humana (B) — Strategy Execution." Harvard Business School Supplement 321-098, March 2021. (Revised December 2021.)
- 13 May 2020
- Video
Runa Khan
Runa Khan, Founder and Executive Director of Friendship, an NGO supporting some of the poorest regions in Bangladesh, discusses the innovative strategy for creating schools and training teachers in remote and rural areas, stressing the importance of teaching ethics...
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- September 13, 2021
- Article
Managing Through Crunch Time—Without Burning Out Your Team
By: Flavio Serapiao, Andrew Hill and Boris Groysberg
Crunch times—the long, stressful hours of work that are often required in the final weeks before a new product launch—can have an inordinate impact on the success of businesses and they’re powerful shapers of organizational culture. Effective leaders understand that...
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Serapiao, Flavio, Andrew Hill, and Boris Groysberg. "Managing Through Crunch Time—Without Burning Out Your Team." Harvard Business Review Digital Articles (September 13, 2021).
- 26 Nov 2012
- News
New Winners & Losers in the Internet Economy
- 15 Jul 2019
- News
How to Be Happy
- June 2013
- Article
Unconscious Thought Reduces Intrusion Development: A Replication and Extension
By: Julie Krans, Dorte Janecko and Maarten W. Bos
Background and Objectives: Intrusive images after a traumatic event, a hallmark feature of post-traumatic stress disorder, are suggested to develop because the trauma memory is disorganized and not integrated into autobiographical memory. Unconscious Thought... View Details
Krans, Julie, Dorte Janecko, and Maarten W. Bos. "Unconscious Thought Reduces Intrusion Development: A Replication and Extension." Journal of Behavior Therapy and Experimental Psychiatry 44, no. 2 (June 2013): 179–185.
- 30 Jan 2015
- News
Work Anxiety Kills Thousands of Americans Every Year
- 29 May 2013
- News
Companies Try to Make the First Day for New Hires More Fun
- 18 Mar 2019
- News
Stuck in Commuter Hell? You Can Still Be Productive
- April 1987 (Revised January 1990)
- Background Note
The New Intimacy
Describes how close relationships with customers require close interfunctional and interdivisional coordination. Explains where the closest vendor/customer relationships arise and how they stress internal coordination. Also enumerates and briefly describes the way in...
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Keywords:
Customer Focus and Relationships
Shapiro, Benson P. "The New Intimacy." Harvard Business School Background Note 587-121, April 1987. (Revised January 1990.)
- 12 Nov 2014
- News
Is outliving your savings a fate worse than death?
- August 2015 (Revised February 2017)
- Background Note
The Whys and Hows of Feedback
By: Boris Groysberg and Robin Abrahams
Performance feedback is crucial to a career in the information-rich global economy. However, feedback is psychologically stressful to both give, and hear. This teaching note explains why feedback is both valuable and difficult, and goes on to summarize research on...
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Groysberg, Boris, and Robin Abrahams. "The Whys and Hows of Feedback." Harvard Business School Background Note 416-013, August 2015. (Revised February 2017.)
- 1998
- Case
Nucor Corporation (A)
By: Vijay Govindarajan
Under the leadership of CEO Ken Iverson, Nucor thrived. Nucor's structure was decentralized, with only four management layers. Only 22 employees worked at the corporate headquarters; plants were located in rural areas across the U.S. and the general manager of each...
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