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

      What Went Wrong with the Boeing 737 Max?

      How did the evolution of Boeing’s organization and management lead up to two tragic plane crashes—the crash of Lion Air flight 610 on October 29, 2018, in Indonesia, and the crash of Ethiopian Airlines flight 302 on March 9, 2019, in Ethiopia—in which a total of 346 people died? What role did cost cutting, FAA pressure, and CEO succession play in laying the foundation for this tragedy? Professor Bill George discusses the long roots that ultimately led to two tragic Boeing 737 Max crashes, and examines the response of Boeing executives to the crisis in his case, “What Went Wrong with Boeing's 737 Max?”  Open for comment; 0 Comment(s) posted.

      Read the Transcript

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      Knowledge ManagementRemove Knowledge Management →

      New research on knowledge management from Harvard Business School faculty on issues including strategies for capturing, organizing, and sharing the intellectual assets of an organization.
      Page 1 of 39 Results →
      • 14 Jan 2020
      • Working Paper Summaries

      Engineering Serendipity: The Role of Cognitive Similarity in Knowledge Sharing and Knowledge Production

      by Jacqueline N. Lane, Ina Ganguli, Patrick Gaule, Eva C. Guinan, and Karim R. Lakhani

      By creating opportunities for cross-disciplinary scientists to meet and talk as part of a natural field experiment, this study analyzes and finds evidence for a systematic relationship between knowledge sharing and knowledge production in the sciences. Findings may extend to similar types of cross-disciplinary knowledge-sharing opportunities in other settings.

      • 06 Jan 2020
      • Research & Ideas

      Motivate Your High Performers to Share Their Knowledge

      by Michael Blanding

      Companies are sitting on a largely untapped resource to improve employee performance, says Christopher Stanton—the knowledge of their co-workers. Open for comment; Comment(s) posted.

      • 21 Jul 2019
      • Working Paper Summaries

      Why Do User Communities Matter for Strategy?

      by Sonali K. Shah and Frank Nagle

      Communities of users are shaping the industrial landscape and contributing to the innovations we use every day. The effects of user communities on firms, industries, and society will continue to grow. This article discusses the relationship between user communities and firms to shed light on avenues for future research in business strategy.

      • 27 Dec 2018
      • Working Paper Summaries

      Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

      by Jean-François Harvey, Henrik Bresman, and Amy C. Edmondson

      In strategic management research, the dynamic capabilities framework enables a “helicopter view” of how firms achieve sustainable competitive advantage. This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated by teams to support innovation and strategic change. It matches types of team learning to innovation activities.

      • 26 Aug 2016
      • Working Paper Summaries

      Unpacking Team Diversity: An Integrative Multi-Level Model of Cross-Boundary Teaming

      by Amy C. Edmondson and Jean-François Harvey

      In a growing number of cases, cross-boundary teams span organizational boundaries, not just functional ones. This paper explores how newly formed temporary groups may be able to develop rapidly into high-performance teams. The authors integrate research streams on team diversity and knowledge boundaries, and present a framework that considers the kinds of specific knowledge boundaries that must be spanned to achieve high-level, cross-boundary teaming.

      • 22 Oct 2015
      • Working Paper Summaries

      A Normative Theory of Dynamic Capabilities: Connecting Strategy, Know-How, and Competition

      by Gary P. Pisano

      Gary Pisano examines how companies compete on "know how" by analyzing how they invest in different capabilities.

      • 08 Sep 2015
      • Research & Ideas

      Knowledge Transfer: You Can't Learn Surgery By Watching

      by Michael Blanding

      Learning to perform a job by watching others and copying their actions is not a great technique for corporate knowledge transfer. Christopher G. Myers suggests a better approach: Coactive vicarious learning. Open for comment; Comment(s) posted.

      • 29 Jun 2015
      • HBS Case

      Consumer-centered Health Care Depends on Accessible Medical Records

      by Dina Gerdeman

      There is a problem with medical records—they are scattered everywhere. John Quelch discusses approaches to integrate patient data so that medical professionals and patients can make better decisions. Open for comment; 13 Comment(s) posted.

      • 05 Feb 2015
      • Research & Ideas

      How New BofA Executives Learn its ’Deep Smarts’

      Bank of America's stringent onboarding process for new execs ensures they understand role expectations, quickly develop networks, and learn from other leaders what it takes to succeed. From the new book by Dorothy Leonard and colleagues, Critical Knowledge Transfer. Open for comment; 2 Comment(s) posted.

      • 26 Mar 2014
      • Research & Ideas

      How Electronic Patient Records Can Slow Doctor Productivity

      by Dina Gerdeman

      Electronic health records are sweeping through the medical field, but some doctors report a disturbing side effect. Instead of becoming more efficient, some practices are becoming less so. Robert Huckman's research explains why. Open for comment; 12 Comment(s) posted.

      • 02 Aug 2012
      • Working Paper Summaries

      The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams

      by Melissa A. Valentine, Bradley R. Staats & Amy C. Edmondson

      Individuals on the periphery of organizational knowledge-sharing networks, due to inexperience, location, or lack of social capital, may struggle to access useful knowledge at work. An electronic knowledge repository (KR) offers a practical solution to the challenges of making knowledge available to people who might otherwise lack access to relevant expertise. Such a system may function as a knowledge-access equalizer. However, the presence of a knowledge repository will not solve the problem of access to knowledge for those at the periphery of the organization unless it is used. In this paper, the authors begin to theorize the social and structural conditions that support KR use by exploring whether individuals on the organizational periphery take advantage of KRs, or whether KRs function more to enrich individuals whose experience and position already provide them better access to other knowledge sources. Using extensive data on KR use at a global, outsourced provider of software services, the authors' results show that despite the seeming promise of a KR to integrate or equalize peripheral players, it instead enriches knowledge access for people who are already well positioned. Findings thus suggest that KR use is not simply an individual activity based on need, but is instead enabled by certain social conditions (such as familiarity and experience) and inhibited by others (such as status disparities and remote location). An organizational KR thus fails to serve as an equalizer absent intervention. Key concepts include: There is a cautionary note for managers: In this study, KRs supported team performance by enriching the knowledge access of central players in the organization. KRs were less effective at ensuring much-needed access for those on the periphery. If individuals cannot get the knowledge that they need, then both their performance and their careers may suffer. Although some individuals are deployed into positions seen as organizationally necessary - such as remote offices or onto teams where they all may not know each other - in these positions they are less likely to make use of available organizational resources. There is a pattern of greater use of a KR and success for teams working in more supportive conditions. Individual and team characteristics enable people to support each other, make use of available resources, and perform effectively. Closed for comment; 0 Comment(s) posted.

      • 30 Apr 2012
      • Research & Ideas

      India’s Ambitious National Identification Program

      by Dina Gerdeman

      The Unique Identification Authority of India has been charged with implementing a nationwide program to register and assign a unique 12-digit ID to every Indian resident—some 1.2 billion people—by 2020. In a new case, Professor Tarun Khanna and HBS India Research Center Executive Director Anjali Raina discuss the complexities of this massive data management project. Closed for comment; 30 Comment(s) posted.

      • 25 Apr 2012
      • What Do You Think?

      How Will the “Age of Big Data” Affect Management?

      Summing up: How do we avoid losing useful knowledge in a seemingly endless flood of data? Jim Heskett's readers offer some wise suggestions. What do you think? Closed for comment; 33 Comment(s) posted.

      • 06 Jan 2011
      • What Do You Think?

      How Should Management Deal With “Anonymous”?

      by James L. Heskett

      Summing Up When it comes to the leaky Web, Jim Heskett's readers say assume the worst and act accordingly. (New forum on February 3.) Closed for comment; 33 Comment(s) posted.

      • 06 Oct 2010
      • Working Paper Summaries

      Using What We Know: Turning Organizational Knowledge into Team Performance

      by Bradley R. Staats, Melissa A. Valentine & Amy C. Edmondson

      An organization's captured (and codified) knowledge--white papers, case studies, documented processes--should help project teams perform better, but does it? Existing research has not answered the question, even as U.S. companies alone spend billions annually on knowledge management programs. Looking at large-scale, objective data from Indian software developer Wipro, researchers Bradley R. Staats, Melissa A. Valentine, and Amy C. Edmondson found that team use of an organization's captured knowledge enhanced productivity, especially for teams that were geographically diverse, relatively low in experience, or performing complex work. The study did not find effects of knowledge use on the quality of the team's work, except for dispersed teams. Key concepts include: Using captured knowledge had a positive effect on the team's project efficiency (delivering on budget) but not on project quality (number of defects in the code). When use of knowledge was concentrated in a small number of team members, efficiency improved but quality declined. Knowledge use improved project efficiency but not quality for teams with less experience. For more dispersed teams, knowledge use was related to improved quality but not efficiency. Team knowledge use was related to improved efficiency and quality for teams completing more complex work. Closed for comment; 0 Comment(s) posted.

      • 30 Aug 2010
      • Research & Ideas

      Turning Employees Into Problem Solvers

      by Julia Hanna

      To improve patient safety, hospitals hope their staff will use error-reporting systems. Question is, how can managers encourage employees to take the next step and ensure their constructive use? New research by Julia Adler-Milstein, Sara J. Singer, and HBS professor Michael W. Toffel. Key concepts include: Patient-safety information campaigns can help hospital staff do more than just report problems when they occur. Thanks to information campaigns, frontline workers increased the rate of suggesting constructive solutions to problems by 74 percent. The frequency increased even more when unit managers joined in problem solving. By serving as role models, managers who actively engage in problem solving can lead their frontline workers to create and share solutions. Closed for comment; 0 Comment(s) posted.

      • 09 Jul 2009
      • Working Paper Summaries

      Performance Pressure as a Double-Edged Sword: Enhancing Team Motivation While Undermining the Use of Team Knowledge

      by Heidi K. Gardner

      Why do teams often fail to use their knowledge resources effectively even after they have correctly identified the experts among them? Project teams are a prominent feature of the knowledge-based economy, and member expertise has long been recognized as an important resource that can greatly affect team performance, but only to the extent that it is accurately recognized and used to accomplish the objective. The step between recognizing others' expertise and then actually applying it to achieve a collective outcome, however, is highly problematic: Even when individuals know who holds relevant task expertise, they are often unwilling or unable to give the experts appropriate influence over the group process and outcomes. HBS professor Heidi K. Gardner takes a multidisciplinary approach to develop theory explaining how interpersonal dynamics in teams affect members' use of each other's distinct knowledge, ultimately leading to differential performance outcomes. Key concepts include: Teams facing significant performance pressures tend to default to high-status members at the expense of using team members with deep knowledge of the client, with detrimental effects on team performance. The more important the project, the less effective the team: Excessive performance pressure results in the team reverting to less effective ways of divvying up influence over its end product, in turn leading to lower performance ratings for the whole team. Team process is important in enabling organizations to harness knowledge resources for the benefit of maintaining strong relations with their clients. Closed for comment; 0 Comment(s) posted.

      • 15 Jun 2007
      • Research & Ideas

      Remembering Alfred Chandler

      by Sean Silverthorne

      Alfred D. Chandler Jr., who died in May, defined the field of business history and shaped the way we think about the modern corporation. Harvard Business School colleagues share their thoughts on his legacy as well as their personal reminiscences. Closed for comment; 0 Comment(s) posted.

      • 16 May 2005
      • Research & Ideas

      Confronting the Reality of Web Services

      by Sara Grant

      Web services have made huge strides, but two hurdles remain, one technical, the other organizational, says HBS professor Andrew P. McAfee. "It is in fact getting easier to integrate applications, but it's never going to be easy." Closed for comment; 0 Comment(s) posted.

      • 04 Apr 2005
      • What Do You Think?

      Can an Organization’s “Deep Smarts” Be Preserved?

      by James Heskett

      When employees leave, they take more than their coat and hat. How can companies better preserve the accumulated knowledge of individuals? Isn’t that what separates average companies from truly great ones? Closed for comment; 24 Comment(s) posted.

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