Information Technology
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- 21 Mar 2018
- Research & Ideas
Why Artificial Intelligence Isn't a Sure Thing to Increase Productivity
As companies adopt artificial intelligence to increase efficiency, are their employees skilled enough to use those technologies effectively? Prithwiraj Choudhury looks to the US Patent and Trademark Office for a case study. Open for comment; Comment(s) posted.
- 05 Mar 2018
- Working Paper Summaries
Nowcasting Gentrification: Using Yelp Data to Quantify Neighborhood Change
This study finds that data from digital platforms (in this case, Yelp) can help forecast which neighborhoods are gentrifying and provide new ways to measure business landscape changes that accompany demographic changes.
- 01 Mar 2018
- What Do You Think?
Two Decades Later, is the 'New Economy' Finally Here?
SUMMING UP Have recent advances in technology such as artificial intelligence ushered in (finally) the "new economy?" Not so fast, answer James Heskett's readers. Open for comment; Comment(s) posted.
- 21 Aug 2017
- Lessons from the Classroom
Companies Love Big Data But Lack the Strategy To Use It Effectively
Big data is a critical competitive advantage for companies that know how to use it. Harvard Business School faculty share insights that they teach to executives. Open for comment; Comment(s) posted.
- 15 May 2017
- Sharpening Your Skills
The Promises and Limitations of Big Data
Recent stories chart the rise of big data, its impact on business, and how it affects our lives every day. Open for comment; Comment(s) posted.
- 20 Oct 2016
- Cold Call Podcast
The Spectacular Fall and Fix of HealthCare.gov
Professor Len Schlesinger describes his case study around the enormous challenges involved with building, launching, and ultimately fixing HealthCare.gov—one of the largest IT fiascos ever. Open for comment; Comment(s) posted.
- 02 Mar 2016
- What Do You Think?
Is Apple’s Real Privacy Challenge Technology Innovation Itself?
SUMMING UP: Apple's battle with the FBI over the iPhone contents of one of the San Bernardino shooters raises a question for James Heskett. Given the relentless pace of technology, can any company guarantee the privacy and security of its users? What do YOU think? Closed for comment; Comment(s) posted.
- 08 Feb 2016
- Research & Ideas
The Civic Benefits of Google Street View and Yelp
Cities are increasingly rich in citizen-created data, which can be used to improve programs and services, says Michael Luca and his research colleagues. Open for comment; Comment(s) posted.
- 05 Aug 2015
- What Do You Think?
What Happened to the ‘Innovation, Disruption, Technology’ Dividend?
SUMMING UP. Jim Heskett’s readers are divided on whether we are seeing productivity dividends from the latest round of technological innovation. Open for comment; 11 Comment(s) posted.
- 08 Apr 2015
- What Do You Think?
Are Technology Companies Ripe for Disruption?
SUMMING UP Jim Heskett's readers discuss the fate of tech companies that continue to stuff their products with unwanted bells and whistles. What do YOU think? Open for comment; 20 Comment(s) posted.
- 02 Feb 2015
- Research & Ideas
Disruptors Sell What Customers Want and Let Competitors Sell What They Don’t
By "decoupling" activities that consumers value from the ones they don't, enterprising digital startups are wreaking havoc on established firms. Thales Teixeira discusses his research on the second wave of Internet disruption. Open for comment; 8 Comment(s) posted.
- 31 Jul 2014
- Research & Ideas
A Scholarly Crowd Explores Crowdsourcing
At the Open and User Innovation Workshop, several hundred researchers discussed their work on innovation contests, user-led product improvements, and the biases of crowds. Closed for comment; 1 Comment(s) posted.
- 10 Apr 2013
- Research & Ideas
Learning Curve: Making the Most of Outsourcing
Companies that view outsourcing as an easy way to offload commodity work are missing powerful improvements to be gained by working closely with service providers, says Professor Robert S. Huckman. Open for comment; 5 Comment(s) posted.
- 02 Apr 2013
- Working Paper Summaries
Monitoring and the Portability of Soft Information
This study examines the "portability" of soft information within a decentralized financial institution. Using a unique dataset on loans from a large credit union and employees' notes summarizing their interactions with borrowers, the authors provide new insights on the portability of soft information within organizations, focusing in particular on an internal monitoring system used at this field site which, in effect, acts as a central repository of soft information gathered in the course of interactions between employees and customers. Contrary to the prevailing view that soft information lacks portability, results provide evidence that the "stock" of soft information accumulated in this system has persistent effects on the lending decisions of employees. Overall, findings indicate that the centralization of soft information acquired in past borrower-employee interactions can enable organizations to separate this informational asset from individual employees to facilitate future loan decisions. These results suggest that centralized information technology can alleviate the well-documented barriers of transmitting soft information consistent with economic theories on the role of centralization of information as a complement to decentralized decision-making. Key concepts include: Portability of information means the extent to which it can be stored for, communicated to, and used over time and by employees other than those that originally acquired or produced the information. Internal centralized information systems can facilitate the transmission of soft information across employees in different branches. Findings complement the literature on the role of information systems as a means of improving information processing and coordinating decentralized decision-making within financial institutions. Closed for comment; 0 Comment(s) posted.
- 25 Oct 2012
- Research & Ideas
10 Reasons Customers Might Resist Windows 8
Has Microsoft become too innovative? Professor Rosabeth Moss Kanter, a leader in the field of change management, discusses reasons that people might not rush to embrace Windows 8. Closed for comment; 27 Comment(s) posted.
- 15 Oct 2012
- Research & Ideas
Why Business IT Innovation is so Difficult
If done right, IT has the potential to completely transform business by flattening hierarchies, shrinking supply chains, and speeding communications, says professor Kristina Steffenson McElheran. Why, then, do so many companies get it wrong? Closed for comment; 6 Comment(s) posted.
- 21 Jun 2012
- Working Paper Summaries
Information Technology and Boundary of the Firm: Evidence from Plant-Level Data
It has long been believed that information technology (IT) has the potential to shift the boundaries surrounding where production takes place. Specifically, networked IT investments are supposed to reduce costs of monitoring behavior of internal and external partners, thereby improving incentives and reducing the risk of opportunistic behavior. Networked IT can also reduce costs of coordinating economic activity within and between firms. This study, by Chris Forman and Kristina McElheran, explores how IT investments influence vertical integration in supply chain relationships. Key concepts include: The adoption of supplier-focused IT has an economically and statistically significant negative impact on the percentage of downstream within-firm transfers. Somewhat surprisingly, adoption of customer-focused IT has no significant effect on the percentage of downstream transfers. Adoption of supplier-focused IT has the largest impact on within-firm transfers when adopted in conjunction with customer-focused IT. Closed for comment; 0 Comment(s) posted.
- 12 Mar 2012
- Research & Ideas
Crowded at the Top: The Rise of the Functional Manager
It's not lonely at the top anymore—today's CEO has an average of 10 direct reports, according to new research by Julie M. Wulf, Maria Guadalupe, and Hongyi Li. Thank a dramatic increase in the number of "functional" managers for crowding in the C-suite. Key concepts include: The number of managers reporting directly to the CEO has doubled, from an average of 5 direct reports in 1986 to an average of 10 today. In 2008, companies averaged 2.9 general managers, compared with 1.6 in 1986, according to data from several surveys. The average number of functional managers reporting directly to the CEO increased much more dramatically, from 3.1 in the late 1980s to 6.7 in 2008. Two main factors have driven the C-suite sea change: an overall increase in IT investments and an overall decrease in firm diversification. As hierarchical flattening occurs, companies are pushing some decisions toward the top, casting doubt on the common idea that firms flatten in order to push ideas down the organization. Closed for comment; 13 Comment(s) posted.
- 19 Jul 2011
- Working Paper Summaries
Signaling to Partially Informed Investors in the Newsvendor Model
Why might firms make operational decisions that purposefully do not maximize expected profits? This model looks at the question by developing scenarios using the example of inventory management in the face of an external investor. The research was conducted by Vishal Gaur of Cornell University, Richard Lai of the University of Pennsylvania, and Ananth Raman and William Schmidt of Harvard Business School. Key concepts include: Companies face pressure from external investors that leads them to make suboptimal operations decisions. This pressure arises from three forces: a strong prior belief that firms are of a "low" type (one with a low quality investment opportunity), an inability for firms to mitigate the information asymmetry regarding their actual type, and an emphasis on short-term valuation. Surprisingly, this scenario includes instances in which a firm with a high quality investment opportunity finds it attractive to underinvest. There have been relatively few applications of signaling games in the operations management literature and this model provides an important application of signaling game theory to the problem of inventory management in the face of an external investor. The researchers find several real-life examples in which firms faced pressure to underinvest, and how the firms chose to deal with those situations. One example is the decision by French upscale beauty brand Clarins Group to go private in 2008. The move relieved management of shareholder pressure for short-term profits and allowed them to pursue longer-term opportunities that eventually paid off. The model can be effectively applied regardless of whether the decision is about inventory or some other type of capacity investment, including plant expansions, capital expenditures, and contracting for production inputs. Closed for comment; 0 Comment(s) posted.
What Should Mark Zuckerberg Do?
SUMMING UP: Facebook doesn't necessarily need a better data-privacy policy, James Heskett's readers suggest. Instead, Mark Zuckerberg needs a new business model. Open for comment; Comment(s) posted.