First Look

Abstract— No abstract available.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55580

Abstract— Civilians who have fled violent conflict and settled in neighboring countries are integral to processes of civil war termination. Contingent on their attitudes, they can either back peaceful settlements or support warring groups and continued fighting. Attitudes toward peaceful settlement are expected to be especially obdurate for civilians who have been exposed to violence. In a survey of 1,120 Syrian refugees in Turkey conducted in 2016, we use experiments to examine attitudes towards two critical phases of conflict termination—a ceasefire and a peace agreement. We examine the rigidity/flexibility of refugees’ attitudes to see if subtle changes in how wartime losses are framed or in who endorses a peace process can shift willingness to compromise with the incumbent Assad regime. Our results show, first, that refugees are far more likely to agree to a ceasefire proposed by a civilian as opposed to one proposed by armed actors from either the Syrian government or the opposition. Second, simply describing the refugee community’s wartime experience as suffering rather than sacrifice substantially increases willingness to compromise with the regime to bring about peace. This effect remains strong among those who experienced greater violence. Together, these results show that even among a highly pro-opposition population that has experienced severe violence, willingness to settle and make peace are remarkably flexible and dependent upon these cues.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55574

Abstract— Finding suitable settlements to civil wars, then proceeding to reconcile and reintegrate civilian communities to realize such settlements and avoid future conflict, poses many seemingly insurmountable challenges. The Syrian conflict is a case in point. Not only has a settlement proved elusive, but little is known about how the millions of civilian refugees who have fled the war feel about postconflict reconciliation and the future of their country. We use an original survey of 1,384 Syrian refugees conducted in Turkey in 2016 to draw attention to how refugees view the politics of postconflict reconciliation and reconstruction. We find that refugees desire peace in Syria more than anything else, yet they also desire harsh punishments for the perpetrators of violence, especially against civilians, from all sides of the conflict, which is likely to complicate any process of reconciliation.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55564

Abstract— No abstract available.

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55575

Abstract— Recent geopolitical events, such as Brexit and the retreat from multilateral trade and cooperation by the USA, have created waves of uncertainty, especially in the field of higher education, regarding international cooperation. Meanwhile, China is publicly seeking to take the lead in globalisation, developing its higher education and research systems at speed and actively seeking to cooperate with academic partners along the New Silk Roads in order to attract talent (back). But under which conditions, whose definitions, and based on what values? And what, if any, difference will the “New Silk Road” make in the global educational landscape?

Publisher's link: https://www.hbs.edu/faculty/Pages/item.aspx?num=55549

Abstract— This is the first chapter in Part 3. Its purpose is to contrast the value structure of platform systems with step processes from a technological perspective. I first review the basic technical architecture of computers and argue that every computer is inherently a platform for performing computations as dictated by their programs. I state and prove five propositions about platform systems, which stand in contrast to the propositions derived for step processes in Chapter 8. The propositions suggest that platform systems and step processes call for different forms of organization. Specifically, step processes reward technical integration, unified governance, risk aversion, and the use of direct authority, while platform systems reward modularity, distributed governance, risk taking, and autonomous decision-making. Despite these differences, treating platform systems and step processes as mutually exclusive architectures sets up a false dichotomy. Creating any good requires carrying out a technical recipe, i.e., performing a series of steps. Step processes in turn can be modularized (at the cost of lower efficiency) by creating buffers between steps. I show that the optimal number of modules (and buffers) increases as the underlying rate of technical change goes up. When the underlying technologies are changing rapidly, it makes sense to sacrifice some degree of flow efficiency for options to mix-and-match modular components.

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Abstract— The purpose of this chapter is to lay the groundwork for a comprehensive theoretical investigation of open platform systems. To do this, we must first recognize that, although there is a strong family resemblance among all platform systems, there are different types of platforms, each with its own set of technological requirements and challenges. I first develop a taxonomy of open platforms and then provide a brief history of open digital platforms. I go on to argue that the success of open platforms in competition with vertically integrated firms gave rise to the “vertical-to-horizontal” transition in the computer industry between 1985 and 2000. The technology of open digital platforms not only shaped individual organizations but changed the structure of the entire computer industry.

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Abstract— The IBM PC was the first digital computer platform that was open by as a matter of strategy, not necessity. The purpose of this chapter is to understand the IBM PC as a technical system and set of organization choices in light of the theory of how technology shapes organizations. In Chapter 7, I argued that sponsors of large technical systems (including platform systems) must manage the modular structure of the system and property rights in a way that solves four inter-related problems: provide all essential functional components, solve system-wide technical bottlenecks wherever they emerge, control and protect one or more strategic bottleneck, and prevent others from gaining control of any system-wide strategic bottleneck. I use this framework to understand how IBM initially succeeded with the PC platform and then lost its position as platform sponsor in the industry it had created.

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Abstract— We use an experiment to show that employers prefer to hire male over female workers for a male-typed task even when they have identical resumes. Using a novel control condition, we document that this discrimination is not specific to gender. Employers are simply less willing to hire a worker from a group that performs worse on average, even when this group is instead defined by a non-stereotypical characteristic. Thus, our evidence points to an important role for beliefs in explaining gender discrimination. We also document evidence for in-group preferences that contribute to the gender discrimination observed. Finally, our design allows us to address the role of image concerns in driving our results.

Abstract— We run an experiment that features a novel task with deliberation to explore how stereotypes shape group decision-making. We find that women are less likely to be rewarded for their ideas in male-typed domains when gender is known. This is partly due to discrimination and partly due to differences in self-promotion. External analysis of the chat data provides further insights. Though men and women do not vary in their communication styles, coders display pervasive stereotypes, associating warmth with women and competence and negativity with men. We also find that warmer participants, particularly warmer women, are under-rewarded by their groups.

Abstract— We show that individuals narrowly bracket their equity concerns. Across four experiments including 1,600 subjects, individuals equalize components of payoffs rather than overall payoffs. When earnings are comprised of “small tokens" worth 1 cent and “large tokens" worth 2 cents, subjects frequently equalize the distribution of small (or large) tokens rather than equalizing total earnings. When payoffs are comprised of time and money, subjects similarly equalize the distribution of time (or money) rather than total payoffs. In addition, subjects are more likely to equalize time than money. These findings can help explain a variety of behavioral phenomena including the structure of social insurance programs, patterns of public good provision, and why transactions that turn money into time are often deemed repugnant.

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Abstract— Networking and the giving and receiving of advice outside of one’s own firm are important features of entrepreneurship and innovation. We study how immigrants and natives utilize the potential networking opportunities provided by CIC, formerly known as the Cambridge Innovation Center. CIC is widely considered the center of the Boston entrepreneurial ecosystem. We surveyed 1,334 people working at CIC in three locations spread across the Boston area and CIC’s first expansion facility in St. Louis, Missouri. Survey responses show that immigrants value networking capabilities in CIC more than natives, and the networks developed by immigrants at CIC tend to be larger. Immigrants report substantially greater rates of giving and receiving advice than natives for six surveyed factors: business operations, venture financing, technology, suppliers, people to recruit, and customers. The structure and composition of CIC floors has only a modest influence on these immigrant versus native differences.

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On September 20, 2017, Hurricane Maria swept over Puerto Rico, devastating the island’s infrastructure and agriculture. The natural disaster was layered atop years of mounting financial distress. Before the hurricane, Puerto Rico had accumulated $74 billion in debt and beginning in 2014, the island had withheld debt payments despite the commonwealth’s constitutional guarantee of its general obligation bonds. In turn, the island found itself effectively excluded from capital markets while simultaneously unable to declare bankruptcy in US courts due to its status as a territory. In 2016, the US Congress had intervened, passing the Puerto Rico Oversight, Management, and Economic Stability Act (Promesa), which established an eight-member Oversight Board to manage the island’s fiscal planning and restructure its debts and other fiscal obligations under bankruptcy-like proceedings. Many stakeholders felt hopeful that the Oversight Board could help Governor Ricardo Rosselló enact reforms that would improve public services, eliminate government waste, re-establish creditworthiness, and ultimately, foster economic growth. But, many questions still remained: Was Promesa and the Oversight Board the best method to assist the island in fiscal recovery? Was the Board’s fiscal plan an acceptable approach? Would the island be able to regain access to capital markets and attract investments without allocating funds for its creditors in the near future?

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No abstract available.

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In February and March 2009, the U.S. economy was in the midst of a terrifying financial and economic crisis. Between the beginning of 2008 and early 2009, four of the 25 largest U.S. financial institutions had failed, and nine of these 25 institutions had taken extraordinary steps to avoid failure—either receiving one-off government support, merging with another firm, or submitting to heightened regulation to qualify for future government support. Led by Treasury Secretary Timothy Geithner, the government had to quickly devise policies to stabilize the financial system and the economy. The case explores the details of policies, and the decision making process that led to them, that Geithner and his team devised under immense time pressure to stabilize the system. The case features an extended discussion of Geithner’s innovative “stress test,” which would reveal the longer-term health of the country’s largest banks.

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Fishbowl is a social media app that allows professionals to connect with other relevant professionals both within their company and across industry. Unlike many other social media apps, on which users typically present idealized portraits of themselves, on Fishbowl, people get real. Fishbowl prides itself in being a “safe space” that allows users to feel comfortable interacting with candor—whether to ask difficult questions in order to give and get advice or just to vent or crack jokes. A key part of the user experience is the ability to post anonymously. But to ensure relevance of posts, when a user signs up, Fishbowl verifies their identity by requiring them to provide their full name, employer email address, LinkedIn account, and contact list. Fishbowl has several hundred thousand users and is now looking for ways to monetize the platform. As such, founders Loren Appin and Matt Sunbulli face a mission-critical decision: should they integrate employers into the platform? Although formally integrating employers would provide a much-needed revenue stream, at the same time Appin and Sunbulli worry that doing so could destroy the user experience. Is formalizing employer relationships antithetical to the safe space they have created?

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The case is built around video clips from top business leaders in emerging markets who were interviewed for Harvard Business School’s innovative Creating Emerging Markets oral history project. Corruption is a widespread problem in emerging markets, and this case is focused on the agency of business in this issue. It uses the interview material to explore definitions of corruption; how it impacts business in emerging markets; how it can be addressed, by both the private and the public sectors; and the responsibility of both business and policy-makers to address corruption. The Video Supplement to the case contains short excerpts from eight business leaders in India, Sudan, Turkey, and the United Arab Emirates addressing these issues.

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The online virtual learning (K-12) industry in 2017 remains an industry moving fast with many different players and stakeholders. While online virtual learning is beginning to make its way into school districts, it is far from being mainstream and a long way from full adoption. One company—Connections Education—is at the forefront of the movement. The case provides information on the company and the industry (historical and current as of 2017) and introduces the challenges the company faces in its quest to create a better way of learning for all students.

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No abstract available.

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CEO Tom Siebel navigates his Internet-of-Things (IoT) startup through a series of pivots, market expansions, and even an elephant attack to become a leading artificial intelligence software company. The case describes his unusual management approach emphasizing employee testing and selection, customer testing and selection, and a high degree of professionalism.

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Alex Honnold is the world’s most accomplished free climber. To many, climbing sheer vertical faces of rock—like the famed El Capitan—without a rope is viewed as not simply risky but reckless. Honnold contrasts this sentiment by presenting his perspective on risk taking and the challenges of living a fulfilled life.

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No abstract available.

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ZBJ.com (ZBJ), an online platform that connects knowledge workers to small- and medium-sized enterprises, is China’s largest outsourcing platform. Founded by Mingyue Zhu in 2006, ZBJ had grown into a unicorn with 4,000 employees and a daily transaction volume of RMB15 million by 2017. During the company’s 11-year history, ZBJ had launched ten transformation campaigns to overcome various challenges by changing its products, operations, and business model. For example, it encountered a winner-takes-all competition, disintermediation (when service providers and clients took transactions off the platform to avoid the platform’s 20% commission fees), the rise of fake transactions, member management issues, and difficulties in delivering satisfactory services to large enterprises. Zhu must decide how to use the next campaign to address challenges that had emerged since the last campaign as well as how ZBJ should expand globally.

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Supplements the (A) case.

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