Harvard Business School
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Manager Visibility No Guarantee of Fixing Problems
Managers' symbolic physical presence on the frontlines does not necessarily have a positive impact
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What Brazil Teaches About Investor Protection
Brazilian companies a hundred years ago also provided investor-friendly provisions that protected shareholders from abuses by large shareholders, managers, and other corporate insiders
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The Hard Work of Measuring Social Impact
The basic idea is that not everyone needs to measure impact
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Strategy and Execution for Emerging Markets
Emerging markets are the growth engine for most Western companies today
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When Other Companies Compete Like Crazy, Dare to Be Different
Differentiation is a way of thinking
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Shareholders Need a Say on Pay
Does say on pay work to control executive compensation?
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Government's Positive Role in Kick-Starting Entrepreneurship
HBS professor Josh Lerner in his new book studies where public efforts to spur entrepreneurial activity have gone right and wrong offering policy prescriptions to guide government actions in the future.
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Mixing Open Source and Proprietary Software Strategies
Two HBS associate professors consider scenarios in which theoretical software firms compete through different business models under a variety of conditions
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Come Fly with Me: A History of Airline Leadership
Leaders are change agents who see opportunities and promise where others see only defeat
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Ruthlessly Realistic: How CEOs Must Overcome Denial
Denial is not merely being wrong. Everybody makes mistakes. Denial is falling into a cognitive Bermuda Triangle.
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Tracks of My Tears: Reconstructing Digital Music
Despite selling record numbers of individual songs on online services such as Apple's iTunes, the labels are in an era of declining revenues and consolidation