532 Posts found for Source: Harvard Business School (HBS) Working Knowledge

Think effective leadership requires gregariousness and charisma? Think again. Introverts actually can be better leaders than extraverts, especially when their employees are naturally proactive, according to Harvard Business School professor Francesca Gino.

Content: Article | Authors: Carmen Nobel, Francesca Gino | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Leadership, Organizational Behavior

Nervous about an upcoming presentation or job interview? Holding one’s body in “high-power” poses for short time periods can summon an extra surge of power and sense of well-being when it’s needed.

Content: Article | Authors: Amy J.C. Cuddy, Julia Hanna | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Organizational Behavior, Personal Development

Humans have evolved four priorities or “drives,” according to HBS professor emeritus Paul R. Lawrence: the drive to acquire, to defend, to bond, and to comprehend. In an excerpt from his new book, Driven to Lead: Good, Bad, and Misguided Leadership, Lawrence describes how the four drives impact globalization.

Content: Article | Author: Paul R. Lawrence | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Economics, International

…when you look at the use of stock options, and you look at companies that give 50 percent of their options to the top five officers, you get one picture. But when you look at companies where 90 percent or 95 percent of the options are given to people other than the top five officers, you get the other effect. So stock options are not … [ Read more ]

Content: Quotation | Author: Andrew S. Grove | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Compensation, Corporate Governance, Management

Visions need to challenge people, evoke a feeling that draws people towards wanting to be a part of something quite special. When a vision is framed as something that is achievable within a set amount of years, then it falls into the terrain of a strategic plan.

Content: Quotation | Author: Mark Lipton | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Strategy, Vision

Advertisers pay millions of dollars to air TV ads that are subsequently ignored by a third of viewers. New research by HBS professor Thales S. Teixeira offers a simple, inexpensive solution for marketers to retain brand recognition.

Content: Article | Authors: Julia Hanna, Thales S. Teixeira | Source: Harvard Business School (HBS) Working Knowledge | Subject: Marketing / Sales

Good leaders are people with a conscience who respect and reward all the four drives of other stakeholders [the drive to acquire, to defend, to bond, and to comprehend], even as they respect and reward their own drives.

Content: Quotation | Author: Paul R. Lawrence | Source: Harvard Business School (HBS) Working Knowledge | Subject: Leadership

The classic trading system of exchange is identified with David Ricardo, the early nineteenth-century economist who first analytically clarified it.

As practiced today, Ricardo’s classic system results in win-win exchanges when both trading partners are either (1) industrialized nations with modern impulse/check/balance governments, no excessive unemployment, and reasonably effective control of corporate abuses or (2) less-developed nations roughly equal in power and with some control … [ Read more ]

Content: Quotation | Author: Paul R. Lawrence | Source: Harvard Business School (HBS) Working Knowledge | Subject: Economics

Donors are placing nonprofits on the hot seat to measure social performance. Problem is, there is little agreement on what those metrics should be. Professor Alnoor Ebrahim on how nonprofit managers should respond.

Content: Article | Authors: Alnoor Ebrahim, Julia Hanna | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Industry Specific, Nonprofit | Industry: Non-Profit

As a subject of scholarly inquiry, leadership—and who leaders are, what makes them tick, how they affect others—has been neglected for decades. The Handbook of Leadership Theory and Practice, edited by Harvard Business School’s Nitin Nohria and Rakesh Khurana, brings together some of the best minds on this important subject. Q&A with Khurana, plus book excerpt.

Content: Article | Authors: Martha Lagace, Nitin Nohria, Rakesh Khurana | Source: Harvard Business School (HBS) Working Knowledge | Subject: Leadership

Is your enterprise resilient or rigid? In this Q&A, HBS professor Ranjay Gulati, an expert on leadership, strategy, and organizational issues in firms, describes how companies can evolve through four levels to become more customer-centric. Plus: book excerpt from Reorganize for Resilience: Putting Customers at the Center of Your Business.

Content: Article | Authors: Ranjay Gulati, Sarah Jane Gilbert | Source: Harvard Business School (HBS) Working Knowledge | Subject: Customer Related

Does money change everything? If not everything, it does seem to have an important effect on human cognition and decision-making, according to new research on a link between luxury goods and self-interest. Could such insights help rein in Wall Street? Roy Y.J. Chua of Harvard Business School discusses findings from his work conducted with Xi Zou of London Business School.

Content: Article | Authors: Roy Y.J. Chua, Sarah Jane Gilbert, Xi Zou | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

a key distinction for managers to focus on is the one between coordination and cooperation.

Coordination—the ability to work together—involves the alignment of “hard” phenomena: activities, processes, and information. Most companies begin with this and simply assume that mandating shared tasks and information exchange will suffice. It does to a degree but can be severely limiting in how much firms can achieve. At best, they are … [ Read more ]

Content: Quotation | Author: Ranjay Gulati | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

Whether negotiating to purchase a company or a house, dealmaking is becoming more complex. Harvard Business School professor Guhan Subramanian sees a new form arising, part negotiation, part auction. Call it the negotiauction. Here’s how to play the game.

Content: Article | Author: Guhan Subramanian | Source: Harvard Business School (HBS) Working Knowledge | Subject: Negotiation

Salesmen have received a bad rap over the years, but increasingly the profession is drawing scholarly interest. Business History Review coeditor Walter A. Friedman discusses the publication’s recent themed issue on salesmanship.

Content: Article | Author: Walter A. Friedman | Source: Harvard Business School (HBS) Working Knowledge | Subject: Marketing / Sales

Professors Garvin and Datar provided data about the challenges facing the business education marketplace and presented qualitative information on innovations in top MBA programs.

On the whole, MBA programs are in decline. Their value is being questioned, and they are seen as overly emphasizing analytics rather than skill development and experiences. Deans, executives, and recruiters identified four main areas where current MBA programs are falling short: … [ Read more ]

Content: Prospective MBA Content | Source: Harvard Business School (HBS) Working Knowledge | Subjects: About the MBA Degree, Miscellaneous MBA-related Resources

Everyone agrees it is wrong to buy things made with sweatshop labor. Yet many of us are willing to justify our decision when a product—a pair of jeans, for example—is something we really want. HBS doctoral student Neeru Paharia and Professor Rohit Deshpandé study the dark side of buying behavior. Their good news: We can influence change for the better.

Content: Article | Authors: Neeru Paharia, Rohit Deshpandé | Source: Harvard Business School (HBS) Working Knowledge | Subject: Social Responsibility (ESG)

If you ever wondered about the real value of goal setting in your organization, join the club. Despite the mantra that goals are good, the process of setting beneficial goals is harder than it looks. New research by HBS professor Max H. Bazerman and colleagues explores the hidden cost when stretch goals are misguided. Q&A.

Content: Article | Authors: Max H. Bazerman, Sean Silverthorne | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

There is a growing set of research that shows “learning or mastery” goals have much more positive effects on performance and internal motivation than “performance” goals.

Content: Quotation | Author: Max H. Bazerman | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Goals, Organizational Behavior

When we factor in the consistent findings that stretch and specific goals both narrow focus on a limited set of behaviors while increasing risk-taking and unethical behavior, their simple implementation can become a vice. Goals are appropriate when you know exactly what behaviors you want, you aren’t concerned about secondary behaviors, and unethical behavior is not a big risk.

Content: Quotation | Author: Max H. Bazerman | Source: Harvard Business School (HBS) Working Knowledge | Subject: Goals