- 12 Nov 2018
- Research & Ideas
'Always On' Isn't Always Best for Team Decision-Making
Is it possible for teams to communicate too frequently? Research by Ethan Bernstein and colleagues suggests that groups that meet less often may be better at problem-solving. Open for comment; 0 Comments.
- 09 Jan 2018
- Working Paper Summaries
Identifying Sources of Inefficiency in Health Care
This economic study finds evidence of allocative inefficiency and substantial variation in comparative advantage across hospitals, with the benefits from treatment being much higher in some hospitals than others. The study overall suggests new directions for research on productivity in healthcare.
- 01 Mar 2017
- Research & Ideas
A Good Thing Happens When Doctors Start Talking to Their Patients
A longer visit with your doctor before a procedure can improve results and save money, according to Robert S. Kaplan. Open for comment; 0 Comments.
- 22 Oct 2007
- Research & Ideas
Bringing ‘Lean’ Principles to Service Industries
Toyota and other top manufacturing companies have embraced, improved, and profited by lean production methods. But the payoffs have not been nearly as dramatic for service industries applying lean principles. HBS professor David Upton and doctoral student Bradley Staats look at the experience of Indian software services provider Wipro for answers. Key concepts include: In terms of operations and improvements, the service industries in general are a long way behind manufacturing. Not all lean manufacturing ideas translate from factory floor to office cubicle. A lean operating system alters the way a company learns through changes in problem solving, coordination through connections, and pathways and standardization. Successful lean operations at Wipro involved a small rollout, reducing hierarchies, continuous improvement, sharing mistakes, and specialized tools. Closed for comment; 0 Comments.
Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance
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.