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- All HBS Web (77)
- Faculty Publications (17)
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- 05 Feb 2008
- First Look
First Look: February 5, 2008
the education networks. Our results suggest that social networks may be an important mechanism for information flow into asset prices. Download the paper: http://www.hbs.edu/research/pdf/08-055.pdf Embracing Commitment and Performance: CEOs and Practices Used to Manage...
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Martha Lagace
- 14 Feb 2012
- First Look
First Look: February 14
characterized by some boundary conditions (Study 6). We discuss the theoretical contribution of this work to research on moral regulation and ethical behavior. "CEO Relational Leadership and Strategic Decision Quality in Top...
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Carmen Nobel
- 02 Aug 2011
- First Look
First Look: August 2
http://www.ssireview.org/articles/entry/picking_green_techs_winners_and_losers/ The New Psychology of Strategic Leadership Author:G. Gavetti Publication:Harvard Business Review 89, nos. 7-8 (July-August 2011) Abstract In this article, it...
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Sean Silverthorne
- 18 Mar 2013
- HBS Case
HBS Cases: LEGO
found itself needing to turn around its turnaround. Outside The Family Enter Jørgen Knudstorp. He was just 35 years old when Kjeld promoted him from director of strategic development to CEO in 2004. (Kjeld retired that same year.) Like...
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- 25 Sep 2007
- First Look
First Look: September 25, 2007
Divergent Organizational Change: The Enabling Role of Actors' Social Position Author:Julie Battilana Periodical:Best Paper Proceedings of the Academy of Management (2007) Abstract This study addresses the paradox of embedded human agency,...
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Martha Lagace
- 05 Aug 2008
- First Look
First Look: August 5, 2008
Working PapersWellsprings of Creation: Perturbation and the Paradox of the Highly Disciplined Organization Authors:David James Brunner, Bradley R. Staats, Michael L. Tushman, and David M. Upton Abstract Organizations face simultaneous...
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Martha Lagace
- 11 Aug 2009
- First Look
First Look: August 11, 2009
insiders strategically sell shares prior to the disclosure of goodwill impairment losses. We provide evidence that insiders of goodwill impairment firms engage in abnormal selling of their shares quarters prior to the announcement of such...
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Martha Lagace
- 20 Apr 2015
- Research & Ideas
The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs
homed in on five key strategies that any manager, entrepreneur, or CEO can learn. Each of the lessons reads like a paradox or Zen koan that takes intelligence and practice to unpack. "Look Forward, Reason Back," for example,...
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- 30 May 2005
- Research & Ideas
Six Steps for Making Your Threat Credible
your best interest to follow through—yet you probably made the threat at a point when the other side doubted your resolve. After all, if it were obvious that you were ready to walk away, you wouldn't have had to threaten at all! As this View Details
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by Deepak Malhotra
- 26 Feb 2008
- First Look
First Look: February 26, 2008
a hunting and fishing equipment retailer in the U.S. In June of 2003, founders Dick and Jim Cabela wanted to liquidate some of their holdings. However, Cabela's was not ready for an IPO, and the brothers were not interested in selling Cabela's to a View Details
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Martha Lagace
- 17 Feb 2022
- Book
When Employees Feel a Sense of Purpose, Companies Succeed
to the specific content of their cultures, shaping them to inculcate specific behaviors relevant to strategic execution. Eager to support goals like innovation, quality, growth, and excellence in customer service, companies like Southwest...
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by Ranjay Gulati
- 27 Nov 2000
- Research & Ideas
The Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution
independent. "Firestone's historical excellence and disastrous response to global competition and technological innovation," writes Sull, "posed a paradox for industry observers: Why had the industry's best managed company...
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- 13 Oct 2009
- Research & Ideas
7 Lessons for Navigating the Storm
values extend throughout the entire organization? These are the questions that need answering, and it's up to the emerging generation of leaders to answer them. Q: It is a paradox that leaders must inspire confidence in others, yet to be...
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by Martha Lagace
- 04 Oct 2006
- Lessons from the Classroom
Surviving Success: When Founders Must Go
Wasserman identified Wily Technology founder Lew Cirne as the ideal case subject. "An inherent paradox in succession is that a founder who has been doing a good job actually increases the chance he or she will be fired,"...
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- 17 Nov 2011
- Sharpening Your Skills
Sharpening Your Skills: Organizational Design
managers gain influence in their organizations to become strategic decision makers. Key concepts include: Many organizations have functional experts who have deep knowledge but lack influence. They can influence high-level View Details
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Re: Ranjay Gulati & Raffaella Sadun
- 22 Mar 2011
- First Look
First Look: March 22
both requires and depletes self-control resources (Study 4). Taken together, our findings help to explain how otherwise ethical individuals predictably engage in unethical behavior. Download the paper:...
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Sean Silverthorne
- 16 Apr 2001
- Research & Ideas
Angels Face the Innovator’s Dilemma
Innovator's Dilemma as well as studies conducted more recently—might help angels, venture capitalists, and entrepreneurs get around one of the heartbreaking paradoxes of success. Outpacing Consumers Every market entails a trajectory of...
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- 02 Feb 2010
- First Look
First Look: Feb. 2
distribution separately, experience diversity helps trim poor outcomes significantly more than it helps create breakthroughs, relative to the effect of external networks. Complex Business Models: Managing Strategic View Details
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Martha Lagace
- 05 Sep 2006
- First Look
First Look: September 5, 2006
Working PapersNone this week Cases & Course MaterialsCreating Meaning for the Customer: The Case of GMACI Harvard Business School Case 106-073 Excellence in exploiting customer information and leveraging its affiliation to the GM group are among the View Details
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Sean Silverthorne
- 31 Oct 2004
- Research & Ideas
The New CEO’s Wrong Message
surprises for new CEOs arise from time and knowledge limitations—there is so much to do in complex new areas, with imperfect information and never enough time. Others stem from unexpected and unfamiliar new roles and altered professional relationships. Still others...
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