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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 2 of 310 Results →
    • 23 Aug 2021
    • Research & Ideas

    Why White-Collar Crime Spiked in America After 9/11

    by Jay Fitzgerald

    The FBI shifted agents and other budget resources toward fighting terrorism in certain parts of the country, and financial fraud and insider trading ran rampant, according to research by Trung Nguyen. Open for comment; 0 Comments.

    • 13 Aug 2021
    • Research & Ideas

    Managers, Here’s How to Bond with New Hires Remotely

    by Lane Lambert

    Worried about engaging interns and new employees in a hybrid world? Research by Iavor I. Bojinov and Prithwiraj Choudhury shows how "virtual watercooler" sessions can make all the difference. Open for comment; 0 Comments.

    • 06 Aug 2021
    • Book

    Steve Jobs and the Rise of the Celebrity CEO

    by Dina Gerdeman

    A new book by Richard Tedlow digs into the careers of Steve Jobs, Elon Musk, and Oprah Winfrey to understand how CEOs went from nameless suits to acclaimed gurus. Open for comment; 0 Comments.

    • 02 Aug 2021
    • What Do You Think?

    Can Companies with Remote Management Succeed?

    by James Heskett

    Can companies with remote workforces innovate and grow? The question has been dividing business leaders. James Heskett considers both sides of the debate. Open for comment; 0 Comments.

    • 16 Jun 2021
    • HBS Case

    Cruising in Crisis: How Carnival Is Riding Out the COVID-19 Storm

    by Michael Blanding

    COVID-19 has devastated the cruise industry, but one company may emerge stronger: Carnival. A case study by Stuart Gilson reveals how the cruising juggernaut is navigating the pandemic. Open for comment; 0 Comments.

    • 10 May 2021
    • Research & Ideas

    Who Has Potential? For Many White Men, It’s Often Other White Men

    by Dina Gerdeman

    Companies struggling to build diverse, inclusive workplaces need to break the cycle of “sameness” that prevents some employees from getting an equal shot at succeeding, says Robin Ely. Open for comment; 0 Comments.

    • 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 Comments.

    • 13 Apr 2021
    • Book

    How Inclusive Managers Create Glass-Shattering Organizations

    by Kristen Senz

    Gender equity offers a new source of competitive advantage. In Glass Half-Broken, Colleen Ammerman and Boris Groysberg provide advice for companies working toward parity. Open for comment; 0 Comments.

    • 06 Apr 2021
    • Working Paper Summaries

    The World Management Survey at 18: Lessons and the Way Forward

    by Daniela Scur, Raffaella Sadun, John Van Reenen, Renata Lemos, and Nicholas Bloom

    With a dataset of 13,000 firms and 4,000 schools and hospitals spanning more than 35 countries, the World Management Survey provides a systematic measure of management practices used in organizations. This paper gives an overview of lessons learned and a management policy toolkit for policymakers.

    • 25 Mar 2021
    • Research & Ideas

    Steer Clear of the Blind Spots That Derail Experiments

    by Danielle Kost

    Companies are testing everything from website features to compensation strategies, but five common mistakes can undermine their efforts, says Michael Luca. Open for comment; 0 Comments.

    • 22 Mar 2021
    • Research & Ideas

    How to Learn from the Big Mistake You Almost Make

    by Kristen Senz

    A brush with disaster can lead to important innovations, but only if employees have the psychological safety to reflect on these close calls, says research by Amy C. Edmondson, Olivia Jung, and colleagues. Open for comment; 0 Comments.

    • 10 Mar 2021
    • Research & Ideas

    Key to Doing Your Best at Work? Be Yourself

    by Christina Pazzanese, Harvard Gazette

    Hiding your quirks and opinions won't get you ahead. 'Badass' leaders bring their bold, authentic selves to work, without apology, says Francesca Gino. Open for comment; 0 Comments.

    • 08 Mar 2021
    • In Practice

    COVID Killed the Traditional Workplace. What Should Companies Do Now?

    by Dina Gerdeman

    When the pandemic recedes, executives can’t expect office life to be as it was. But they can create a new work world that will keep employees happy and productive, say Harvard Business School faculty members. Open for comment; 0 Comments.

    • 01 Mar 2021
    • What Do You Think?

    What Does Remote Work Mean for Middle Managers?

    by James Heskett

    Middle management was already the corporate scapegoat of choice before the COVID-19 pandemic. Will work-from-home policies make middle managers unnecessary or more critical than ever? asks James Heskett. Open for comment; 0 Comments.

    • 22 Feb 2021
    • Book

    Reaching Today's Omnichannel Customer Takes a New Sales Strategy

    by Kristen Senz

    For salespeople working harder than ever to stay ahead of customers' evolving buying habits, Frank Cespedes offers timeless advice in his new book, Sales Management That Works. Open for comment; 0 Comments.

    • 04 Feb 2021
    • Research & Ideas

    Inside CEOs' Pandemic Worries: Uncertainty, Employees, and Kids

    by Gamze D. Yucaoglu, Robin Abrahams, and Boris Groysberg

    Boris Groysberg and colleagues peer into the minds of 10 global CEOs trying to steer their businesses through the upheaval of COVID-19. Open for comment; 0 Comments.

    • 25 Jan 2021
    • Working Paper Summaries

    The Evolutionary Nature of Breakthrough Innovation: Re-Evaluating the Exploration vs. Exploitation Dichotomy

    by Dominika K. Sarnecka and Gary P. Pisano

    Analyzing more than 2,500 firm-level innovation histories spanning 30 years, this study shows that breakthrough innovation requires organizational capabilities for both exploration and exploitation. Managers should therefore question the frequent advice to put exploration- and exploitation-related innovative efforts into different organizational units.

    • 05 Jan 2021
    • Cold Call Podcast

    Using Behavioral Science to Improve Well-Being for Social Workers

    Re: Ashley V. Whillans

    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 Comments.

    • 04 Jan 2021
    • What Do You Think?

    How Do We Sustain Organization Diversity?

    by James Heskett

    Can workforce diversity take hold without inclusion? James Heskett reflects on one company's high-profile struggle to bring in more Black executives. Open for comment; 0 Comments.

    • 17 Dec 2020
    • Working Paper Summaries

    How Do CEOs Make Strategy?

    by Mu-Jeung Yang, Michael Christensen, Nicholas Bloom, Raffaella Sadun, and Jan Rivkin

    A study of 262 Harvard Business School-educated CEOs traces differences in strategic decision-making across managers. CEOs leading larger, faster-growing firms tend to make highly structured strategic decisions and use more analytical deliberation. Management education has long-lasting effects on decision-making.

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