- 25 Nov 2019
- Working Paper Summaries
The Effect of Systems of Management Controls on Misreporting
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?
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
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
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?
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?
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
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
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
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
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
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?
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?
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
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
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.
Iterative Coordination and Innovation
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.