Publications
Does Foreign Direct Investment Promote Growth? Exploring the Role of Financial Markets on Linkages
Authors: | Laura Alfaro, Sebnem Kalemli-Ozcan, Areendam Chanda, and Selin Sayek |
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Publication: | Journal of Development Economic (forthcoming) |
Abstract
Do multinational companies generate positive externalities for the host country? The evidence so far is mixed varying from beneficial to detrimental effects of foreign direct investment (FDI) on growth, with many studies that find no effect. In order to provide an explanation for this empirical ambiguity, we formalize a mechanism that emphasizes the role of local financial markets in enabling FDI to promote growth through backward linkages. Using realistic parameter values, we quantify the response of growth to FDI and show that an increase in the share of FDI leads to higher additional growth in financially developed economies relative to financially under-developed ones.
Mergers That Stick
Authors: | Rosabeth Moss Kanter |
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Publication: | Harvard Business Review 84, no. 10 (October 2009) |
An abstract is unavailable.
Purchase the article: http://hbr.harvardbusiness.org/2009/10/mergers-that-stick/ar/1
The Optimal Taxation of Height: A Case Study of Utilitarian Income Redistribution
Authors: | N. Gregory Mankiw and Matthew C. Weinzierl |
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Publication: | American Economic Journal: Economic Policy (forthcoming) |
Abstract
Should the income tax include a credit for short taxpayers and a surcharge for tall ones? The standard Utilitarian framework for tax analysis answers this question in the affirmative. Moreover, a plausible parameterization using data on height and wages implies a substantial height tax: a tall person earning $50,000 should pay $4,500 more in tax than a short person. One interpretation is that personal attributes correlated with wages should be considered more widely for determining taxes. Alternatively, if policies such as a height tax are rejected, then the standard Utilitarian framework must fail to capture intuitive notions of distributive justice.
Making Time Off Predictable—and Required
Authors: | Leslie A. Perlow and Jessica L. Porter |
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Publication: | Harvard Business Review 84, no. 10 (October 2009) |
An abstract is unavailable.
Purchase the article: http://hbr.harvardbusiness.org/2009/10/making-time-off-predictable--required/ar/1
Cases & Course Materials
CEMEX (A): Building the Global Framework (1985-2004)
Harvard Business School Case 308-022
CEMEX grew through acquisitions from a Latin American to a global company under the leadership of a CEO who believed in the importance of a "one enterprise" culture and benchmarking against world standards. As the CEO ponders an acquisition that would double the company's size and take it to new geographies, he wonders if the right capabilities are in place for what should be changed to manage the integration process effectively.
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http://cb.hbsp.harvard.edu/cb/product/308022-PDF-ENG
CEMEX (B): Cementing Relationships (2004-2007)
Harvard Business School Supplement 308-023
Supplements the (A) case.
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http://cb.hbsp.harvard.edu/cb/product/308023-PDF-ENG
CEMEX's Foundations for Sustainability
Harvard Business School Case 308-024
An abstract is unavailable.
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http://cb.hbsp.harvard.edu/cb/product/308024-PDF-ENG
Competing Through Business Models (D)
Harvard Business School Note 710-410
This note was prepared to aid students in the EC course "Competing through Business Models."
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http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?R=710410-PDF-ENG&conversationId=264137&E=1234203
Daqi
Harvard Business School Case 309-113
In 2008, Daqi was one of the largest Internet portals for user-generated content and the leading word-of-mouth marketing provider in China. Grace Zhou, Daqi's CEO, was contemplating the risks and benefits of expanding Daqi's services into three new content areas—news, music, and popular bloggers. Each potential area of Daqi's expansion offered extensive benefits, such as major growth opportunity, as well as risks, including private lawsuits, government censorship, and significant capital investments. The case focuses on how Zhou must weigh the pros and cons of expansion in each of these three areas, as well as the potential of a merger.
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http://cb.hbsp.harvard.edu/cb/product/309113-PDF-ENG
David Neeleman: Flight Path of a Servant Leader (A)
Harvard Business School Case 409-024
David Neeleman, founder of JetBlue, is forced to confront a crisis in customer confidence following operational difficulties on February 14, 2007. This becomes a vital test of his leadership.
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http://cb.hbsp.harvard.edu/cb/product/409024-PDF-ENG
Purchase the supplement:
http://cb.hbsp.harvard.edu/cb/product/409038-PDF-ENG
Indian Railways: Building a Permanent Legacy?
Harvard Business School Case 710-008
An abstract is unavailable.
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http://cb.hbsp.harvard.edu/cb/product/710008-PDF-ENG
Urban Decay: A Great Idea
Harvard Business School Case 310-032
Casual discussions of ideas for a new business can have unintended legal consequences and expectations about founder status and ownership shares may diverge widely. Using facts from a litigated case, the concept of inadvertent formation of a partnership is explored.
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http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?R=310032-HCB-ENG&conversationId=264222&E=1246169
Western Union: Our World, Our Family®
Harvard Business School Case 410-050
In 2006, Western Union spun-off from its former parent, First Data Corporation, and began the process of defining itself as a stand-alone organization. Part of that effort was the creation of a strategic corporate social responsibility program called Our World, Our Family. The case tracks Western Union's earlier CSR initiatives and how they resulted in the creation Our World, Our Family. Key elements of the case focus on understanding the Western Union business model focused on financial remittances, and how its corporate citizenship efforts bring value to the company by satisfying the diverse needs of Western Union's stakeholders.
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http://cb.hbsp.harvard.edu/cb/product/410050-PDF-ENG