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    StrategyRemove Strategy →

    New research on business and management strategy from Harvard Business School faculty on issues including strategy development, execution, and gauging effectiveness.
    ← Page 21 of 410 Results
    • 08 Jan 2001
    • Research & Ideas

    Can Japan Compete? [Part Two]

    by Martha Lagace & Hilah Geer

    In this, the second part of a two-part interview, HBS professor Michael Porter expands upon the message of his new book, Can Japan Compete?, and on the value of clearly defined strategies and open competition. Closed for comment; 0 Comments.

    • 02 Jan 2001
    • Research & Ideas

    Can Japan Compete? [Part One]

    by Martha Lagace & Hilah Geer

    Not long ago, Japan was considered a competitive powerhouse with exemplary business practices that were admired and often copied, particularly in the West. What went wrong? In a new book, HBS professor Michael Porter and two coauthors take a closer look. [ Part 1 ] Closed for comment; 0 Comments.

    • 27 Nov 2000
    • Research & Ideas

    The Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution

    by Donald N. Sull

    In the late 1960s, Firestone was perhaps the best managed company in its industry. But when Michelin introduced the radial tire and shook up the U.S. market, writes HBS professor Donald Sull, Firestone's historical success proved its own worst enemy. 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.

    • 11 Sep 2000
    • Research & Ideas

    Riding the Internet Fast Track

    by Peter Jacobs

    On the Internet Express, getting big fast is the strategy of choice. But is it right for everyone? HBS Professor Thomas R. Eisenmann looks at key factors that can help a company decide. Closed for comment; 0 Comments.

    • 10 Jul 2000
    • Research & Ideas

    IT Links for Boundaryless Companies

    by Kenneth Liss

    Closed for comment; 0 Comments.

    • 23 May 2000
    • Research & Ideas

    Minding the Muse: The Impact of Downsizing on Corporate Creativity

    by Peter K. Jacobs

    HBS Professor Teresa Amabile's in-house study of creativity at a high-tech Fortune 500 firm took on new implications when the company began a significant reduction in the size of its global workforce. Expanding the research to measure changes in the creative environment during and after the layoffs, Amabile and colleague Regina Conti of Colgate University showed that downsizing can have surprising effects on the creativity of remaining employees and the company's strategic position in the marketplace. Closed for comment; 0 Comments.

    • 01 May 2000
    • What Do You Think?

    Can You Hard-Wire Performance?

    by James Heskett

    Closed for comment; 0 Comments.

    • 15 Feb 2000
    • Research & Ideas

    Growing Pains: Prescriptions for U.S. Health Care

    by Staff

    The health care industry may look seriously ill, says HBS Professor Clayton M. Christensen, but it's merely suffering the growing pains of a natural evolution as technology forces change at both the high and low ends of the market. Closed for comment; 0 Comments.

    • 12 Oct 1999
    • Research & Ideas

    A Perfect Fit: Aligning Organization & Strategy

    by Judith A. Ross

    Is your company organizationally fit? HBS Professor Michael Beer believes business success is a function of the fit between key organizational variables such as strategy, values, culture, employees, systems, organizational design, and the behavior of the senior management team. Beer and colleague Russell A. Eisenstat have developed a process,termed Organizational Fitness Profiling, by which corporations can cultivate organizational capabilities that enhance their competitiveness. Closed for comment; 0 Comments.

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