Harvard Business School
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The quest for better layoffs
Professor Sandra Sucher wants to change the way business thinks about workforce reductions. "We want people to learn about the forces they unleash in the firm when they institute layoffs."
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How our brain determines if the product is worth the price
Are consumers more likely to buy if they see the price before the product, or vice versa? Uma Karmarkar and colleagues scan the brains of shoppers to find out
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Are we entering an era of Neuromanagement?
Will you be taking a brain-scan for your next job interview? Jim Heskett explores the emerging world of neuromanagement and what it means for both organizations and employees. What do YOU think?
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Inventing Products is Less Valuable Than Inventing Ideas
When companies create new products, they are often also inventing new ideas—and that's where the real value resides. Gautam Ahuja discusses why companies fall short in fully exploiting their intellectual capital.
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Become a Value Creator
Managers who adopt a mindset to create value hold the key to becoming truly successful leaders, says Brian Hall
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The Business of Behavioral Economics
Leslie John and Michael Norton explore how behavioral economics can help people overcome bad habits and change for the better.
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Innovation Is Magic. Really
When Stefan Thomke teaches students how to manage innovation and creativity, he turns to an unexpected source: Magician Jason Randal
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Pay Attention To Your 'Extreme Consumers'
Jill Avery and Michael Norton explain what marketers can learn from consumers whose preferences lie outside of the mainstream
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The Role of Emotions in Effective Negotiations
HBS Senior Lecturer Andy Wasynczuk, a former negotiator for the New England Patriots, explores the sometimes intense role that emotions can play in negotiations
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Reflecting on Work Improves Job Performance
New research by Francesca Gino, Gary Pisano, and colleagues shows that taking time to reflect on our work improves job performance in the long run
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Fixing the 'I Hate Work' Blues
Many employees report they are overworked and not engaged—a recent New York Times article on the phenomenon was titled, "Why You Hate Work." The problem, says Bill George, is that the way we design work stifles engagement. Here's the fix