Harvard Business School
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Rocket Science Retailing: A Practical Guide
When it comes to implementing science in retailing, the 'missionary' is more important than the scientist
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Negotiating in Three Dimensions
Negotiators sometimes can discover hidden sources of value and then craft agreements to unlock that value and overcome barriers created by poor deal design.
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Building Businesses in Turbulent Times
Think of the economic crisis as a disrupter to the status quo and look for areas of pain.
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Manager Visibility No Guarantee of Fixing Problems
Managers' symbolic physical presence on the frontlines does not necessarily have a positive impact
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What Brazil Teaches About Investor Protection
Brazilian companies a hundred years ago also provided investor-friendly provisions that protected shareholders from abuses by large shareholders, managers, and other corporate insiders
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The Hard Work of Measuring Social Impact
The basic idea is that not everyone needs to measure impact
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Strategy and Execution for Emerging Markets
Emerging markets are the growth engine for most Western companies today
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When Other Companies Compete Like Crazy, Dare to Be Different
Differentiation is a way of thinking
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Shareholders Need a Say on Pay
Does say on pay work to control executive compensation?
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Government's Positive Role in Kick-Starting Entrepreneurship
HBS professor Josh Lerner in his new book studies where public efforts to spur entrepreneurial activity have gone right and wrong offering policy prescriptions to guide government actions in the future.
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Mixing Open Source and Proprietary Software Strategies
Two HBS associate professors consider scenarios in which theoretical software firms compete through different business models under a variety of conditions