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    • COVID-19 Business Impact Center
      COVID-19 Business Impact Center
      Cold Call
      A podcast featuring faculty discussing cases they've written and the lessons they impart.
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      • 05 Jan 2021
      • Cold Call Podcast

      Using Behavioral Science to Improve Well-Being for Social Workers

      For child and family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science? Assistant Professor Ashley Whillans describes the experience of Chief Executive Michael Sanders’ at the UK’s What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in her case, “The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being.”  Open for comment; 0 Comment(s) posted.

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      Goals and ObjectivesRemove Goals and Objectives →

      Page 1 of 16 Results
      • 22 Jun 2020
      • Working Paper Summaries

      Iterative Coordination and Innovation

      by Sourobh Ghosh and Andy Wu

      Do Agile methodologies promote innovation? Results of a field experiment with Google show that increasing the frequency and goal orientation of stand-up meetings reinforces integration and value but reduces specialization and novelty in outcomes.

      • 25 Nov 2019
      • Working Paper Summaries

      The Effect of Systems of Management Controls on Misreporting

      by Aishwarrya Deore, Susanna Gallani, and Ranjani Krishnan

      This study provides insights for designing effective management control systems. Managers must select their individual management control practices with care, craft mission statements to convey clear messages that drive organizational alignment with the firm’s overall goals, and consider the effects of interaction between components of their system of controls.

      • 01 Jul 2019
      • What Do You Think?

      Are Super Stretch Goals Only for the Very Young?

      by James Heskett

      SUMMING UP: Super stretch goals can produce audacious results, but they are best left to companies agile enough to execute then, readers say. Open for comment; Comment(s) posted.

      • 13 Feb 2018
      • Working Paper Summaries

      In Search of Organizational Alignment Using a 360° Assessment System: Evidence from a Retail Chain

      by Carolyn Deller, Susanna Gallani, and Tatiana Sandino

      This study assesses a values-based 360° performance measurement system implemented at an Indian retail chain that led to improvements on financial performance, but not on desired non-financial dimensions.

      • 14 Dec 2017
      • Working Paper Summaries

      Personality Traits of Entrepreneurs: A Review of Recent Literature

      by Sari Pekkala Kerr, William R. Kerr, and Tina Xu

      This paper brings together recent findings in the academic literature on the prevalence of various personality traits among entrepreneurs and their impact on venture performance. It focuses on three themes: (1) personality traits of entrepreneurs and how they compare to other groups; (2) attitudes towards risk that entrepreneurs display; and (3) overall goals and aspirations that entrepreneurs bring to their pursuits.

      • 01 Nov 2017
      • What Do You Think?

      What Are the Real Lessons of the Wells Fargo Case?

      by James Heskett

      SUMMING UP James Heskett's readers identify key failures in Wells Fargo's culture and leadership. Open for comment; Comment(s) posted.

      • 27 Feb 2013
      • Research & Ideas

      Sidetracked: Why Can’t We Stick to the Plan?

      Re: Francesca Gino

      In her new book, Sidetracked, behavioral scientist and professor Francesca Gino explores the unexpected forces that often keep people from following through with their plans, both professional and personal. Closed for comment; 12 Comment(s) posted.

      • 06 Sep 2011
      • Research & Ideas

      How Small Wins Unleash Creativity

      by Carmen Nobel

      In their new book, The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, authors Teresa M. Amabile and Steven J. Kramer discuss how even seemingly small steps forward on a project can make huge differences in employees' emotional and intellectual well-being. Amabile talks about the main findings of the book. Plus: book excerpt. Key concepts include: Of all the factors that induce creativity, productivity, collegiality, and commitment among employees, the single most important one is a sense of making progress on meaningful work. Seemingly small signs of progress will induce huge positive effects on employees' psyches. On the other hand, seemingly small setbacks will induce huge negative effects. The catalysts that induce progress include setting clear goals; allowing autonomy; providing resources; giving enough time-but not too much; offering help with the work; learning from both problems and successes; and allowing ideas to flow. Closed for comment; 12 Comment(s) posted.

      • 22 Nov 2010
      • Research & Ideas

      Seven Strategy Questions: A Simple Approach for Better Execution

      by Robert Simons

      Successful business strategy lies not in having all the right answers, but rather in asking the right questions, says Harvard Business School professor Robert Simons. In an excerpt from his book Seven Strategy Questions, Simons explains how managers can make smarter choices. Closed for comment; 0 Comment(s) posted.

      • 15 Nov 2010
      • Lessons from the Classroom

      Connecting Goals and Go-To-Market Initiatives

      by Sean Silverthorne

      In some respects, developing strategy is the easy part. Executing that strategy in alignment with strategic priorities is where real mastery of management takes place. Harvard Business School senior lecturer Frank V. Cespedes shows how it is done. Open for comment; 14 Comment(s) posted.

      • 02 Mar 2009
      • Research & Ideas

      When Goal Setting Goes Bad

      by Sean Silverthorne

      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. Closed for comment; 0 Comment(s) posted.

      • 11 Feb 2009
      • Working Paper Summaries

      Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting

      by Lisa D. Ordóñez, Maurice E. Schweitzer, Adam D. Galinsky & Max H. Bazerman

      For decades, goal setting has been promoted as a halcyon pill for improving employee motivation and performance in organizations. Advocates of goal setting argue that for goals to be successful, they should be specific and challenging, and countless studies find that specific, challenging goals motivate performance far better than "do your best" exhortations. The authors of this article, however, argue that it is often these same characteristics of goals that cause them to "go wild." Key concepts include: The harmful side effects of goal setting are far more serious and systematic than prior work has acknowledged. Goal setting harms organizations in systematic and predictable ways. The use of goal setting can degrade employee performance, shift focus away from important but non-specified goals, harm interpersonal relationships, corrode organizational culture, and motivate risky and unethical behaviors. In many situations, the damaging effects of goal setting outweigh its benefits. Managers should ask specific questions to ascertain whether the harmful effects of goal setting outweigh the potential benefits. Closed for comment; 0 Comment(s) posted.

      • 01 Aug 2008
      • What Do You Think?

      Has the Time Come for “Stretch” in Management?

      by Jim Heskett

      Summing Up HBS professor Jim Heskett sums up comments from his readers on the topic of stretch goals. Does stretch still make sense as an organizing principle? What, if anything, should be done to ensure that stretch is allowed to flourish in companies today? What do you think? Closed for comment; 68 Comment(s) posted.

      • 02 Feb 2007
      • What Do You Think?

      Is There Too Little “Know Why” In Business?

      by Jim Heskett

      There's know-how in business and then there's "know why." Purpose is a powerful motivator on many levels, says Jim Heskett. Can we aspire to a strong sense of "know why" even if our organization is not out to change the world? What do you think? Online forum now open. Closed for comment; 83 Comment(s) posted.

      • 03 Jun 2002
      • Research & Ideas

      How to Succeed With Your New Boss

      by Michael Watkins

      We all know it's true: Managing up is as important as managing down. That's especially true when you are starting a relationship with a new boss. HBS professor Michael Watkins discusses the importance of clearly defining goals with your superior. Closed for comment; 0 Comment(s) posted.

      • 09 Oct 2001
      • Research & Ideas

      Driven: How Human Nature Shapes Organizations

      by Paul Lawrence & Nitin Nohria

      Exclusive! In this first look at a new book, HBS professors Paul Lawrence and Nitin Nohria explore how human nature shapes business organizations. Does your organization reflect the four basic human drives? Plus: Q&A. Closed for comment; 0 Comment(s) posted.

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