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    ManagementRemove Management →

    New research on management from Harvard Business School faculty on issues including management strategy, accountability, design and succession planning.
    ← Page 16 of 310 Results
    • 23 Dec 2002
    • Research & Ideas

    Partnering and the Balanced Scorecard

    by Robert S. Kaplan & David P. Norton

    Created in 1992, the Balanced Scorecard has become an effective tool for managing strategy. Now authors Robert S. Kaplan and David P. Norton propose using it to communicate values and vision to employees and partners. The payoff? Better strategic relationships with partners. Closed for comment; 0 Comments.

    • 18 Nov 2002
    • Research & Ideas

    Where Morals and Profits Meet: The Corporate Value Shift

    by Carla Tishler

    Although recent headlines focus on business boondoggles, HBS professor Lynn S. Paine's research shows a rising standard of corporate performance that includes moral and financial dimensions. In an interview, she details this trend and her new book, Value Shift. Closed for comment; 0 Comments.

    • 22 Jul 2002
    • Research & Ideas

    How Business Strategy Tamed the “Invisible Hand”

    by Pankaj Ghemawat

    Theories of competition and strategic planning are essential ingredients in running a global business. In this excerpt from Business History Review, HBS professor Pankaj Ghemawat outlines their development. Open for comment; 0 Comments.

    • 15 Jul 2002
    • Research & Ideas

    Going Green Makes Good Business Sense

    by Martha Lagace

    Green can be good, says HBS professor Forest L. Reinhardt. In a recent reunion session for alumni, he outlined how environmentally-minded company policies can make good strategic sense for business. Here are some strategies you might consider. Closed for comment; 0 Comments.

    • 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 Comments.

    • 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 Comments.

    • 16 Apr 2001
    • Research & Ideas

    Breaking the Code of Change

    by Michael Beer & Nitin Nohria

    How can firms maximize economic value while developing their organizational capabilities? In a corporate environment where change is constant, business leaders are continually challenged by this dilemma. In this excerpt from "Resolving the Tension between Theories E and O of Change," from Michael Beer and Nitin Nohria's Breaking the Code of Change, the authors present a framework toward "an integrative theory of change." Closed for comment; 0 Comments.

    • 02 Apr 2001
    • Research & Ideas

    What Makes a Good Leader?

    by Deborah Blagg & Susan Young

    Leadership comes in many shapes and sizes, and often from entirely unexpected quarters. In this excerpt from the HBS Bulletin, five HBS professors weigh in with their views on leadership in action. Closed for comment; 0 Comments.

    • 23 Oct 2000
    • Research & Ideas

    The Strategy-Focused Organization

    by Robert S. Kaplan & David P. Norton

    In the ten years since it was introduced, Robert Kaplan's and David Norton's Balanced Scorecard has become not just a measurement tool but a means of putting strategy at the center of a company's key management processes and systems. Closed for comment; 0 Comments.

    • 24 Jul 2000
    • Research & Ideas

    Value Maximization and Stakeholder Theory

    by Michael C. Jensen

    Many managers, says HBS Professor Michael C. Jensen, are caught in a dilemma: between a desire to maximize the value of their companies and the demands of "stakeholder theory" to take into account the interests of all the stakeholders in a firm. The way out of the conflict, says Jensen, lies in a new way of measuring value. Closed for comment; 0 Comments.

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