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

      Can Historic Social Injustices be Addressed Through Reparations?

      Survivors of the 1921 Tulsa Massacre and their descendants believe historic social injustices should be addressed through reparations. Professor Mihir Desai discusses the arguments for and against reparations in response to the Tulsa Massacre and, more broadly, to the effects of slavery and racist government policies in the US in his case, “The Tulsa Massacre and the Call for Reparations.”  Open for comment; 0 Comment(s) posted.

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      TrainingRemove Training →

      New research on training from Harvard Business School faculty on issues including "the great training robbery," and the most effective ways to learn on the job.
      Page 1 of 11 Results
      • 06 Aug 2020
      • Research & Ideas

      Who Will Give You the Best Professional Guidance?

      by Julia B. Austin

      Even the most powerful leaders need support and guidance occasionally. Julia Austin offers advice own how and where to find the right type of mentor. Open for comment; Comment(s) posted.

      • 27 Apr 2020
      • Research & Ideas

      How Remote Work Changes What We Think About Onboarding

      by Boris Groysberg

      COVID-19 has turned many companies into federations of remote workplaces, but without guidance on how their onboarding of new employees must change, says Boris Groysberg. Open for comment; Comment(s) posted.

      • 07 Jul 2019
      • HBS Case

      Walmart's Workforce of the Future

      by Julia Hanna

      A case study by William Kerr explores Walmart's plans for future workforce makeup and training, and its search for opportunities from digital infrastructure and automation. Open for comment; Comment(s) posted.

      • 30 Jun 2019
      • Working Paper Summaries

      The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training

      by Doug J. Chung, Byungyeon Kim, and Byoung G. Park

      When sales forces are well managed, firms can induce greater performance from them. For this study, the authors collaborated with a major multinational firm to develop and estimate a dynamic structural model of sales employee responses to various management instruments like compensation, training, and recruiting/termination policies.

      • 03 Apr 2019
      • Working Paper Summaries

      Learning or Playing? The Effect of Gamified Training on Performance

      by Ryan W. Buell, Wei Cai, and Tatiana Sandino

      Games-based training is widely used to engage and motivate employees to learn, but research about its effectiveness has been scant. This study at a large professional services firm adopting a gamified training platform showed the training helps performance when employees are already highly engaged, and harms performance when they’re not.

      • 02 Apr 2019
      • Working Paper Summaries

      Managerial Quality and Productivity Dynamics

      by Achyuta Adhvaryu, Anant Nyshadham, and Jorge Tamayo

      Which managerial skills, traits, and practices matter most for productivity? This study of a large garment firm in India analyzes the integration of features of managerial quality into a production process characterized by learning by doing.

      • 23 Jul 2018
      • Working Paper Summaries

      The Creative Consulting Company

      by Robert S. Kaplan, Richard Nolan, and David P. Norton

      Management theories cannot be tested in laboratories; they must be applied, tested, and extended in real organizations. For this reason the most creative consulting companies balance conflicting demands between short‐term business development and long‐term knowledge creation.

      • 25 Jul 2016
      • Research & Ideas

      Who is to Blame for 'The Great Training Robbery'?

      by Roberta Holland

      Companies spend billions annually training their executives, yet rarely realize all the benefit they could, argue Michael Beer and colleagues. He discusses a new research paper, The Great Training Robbery. Open for comment; Comment(s) posted.

      • 19 Apr 2016
      • Working Paper Summaries

      The Great Training Robbery

      by Michael Beer, Magnus Finnstrom, and Derek Schrader

      There is a widely held assumption in corporate life that well trained, even inspired individuals can change the system. This article explains why training fails and discusses why the “great training robbery” persists. The authors offer a framework for integrating leadership and organization change and development, and discuss implications for the corporate HR function.

      • 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.

      • 17 Oct 2011
      • Research & Ideas

      How ‘Hybrid’ Nonprofits Can Stay on Mission

      by Carmen Nobel

      As nonprofits add more for-profit elements to their business models, they can suffer mission drift. Associate Professor Julie Battilana says hybrid organizations can stay on target if they focus on two factors: the employees they hire and the way they socialize those employees. Key concepts include: In order to avoid mission drift, hybrid organizations need to focus on whom they hire and whether their employees are open to socialization. Because early socialization is so important, hybrid firms may be better off hiring new college graduates with no work background rather than a mix of seasoned bankers and social workers. The longer their tenure in a hybrid organization, the more likely top managers may be to hire junior people. Closed for comment; 14 Comment(s) posted.

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