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    Knowledge Use and LeverageRemove Knowledge Use and Leverage →

    Page 1 of 10 Results
    • 14 Jan 2020
    • Research & Ideas

    The Business Case for Becoming a Jack-of-All-Trades

    by Michael Blanding

    New research by Frank Nagle and Florenta Teodoridis shows that a jack-of-all-trades may be better equipped than a specialist to jump on novel knowledge. Open for comment; 0 Comments.

    • 06 Jan 2020
    • Research & Ideas

    Motivate Your High Performers to Share Their Knowledge

    by Michael Blanding

    Companies are sitting on a largely untapped resource to improve employee performance, says Christopher Stanton—the knowledge of their co-workers. Open for comment; 0 Comments.

    • 21 Jul 2019
    • Working Paper Summaries

    Why Do User Communities Matter for Strategy?

    by Sonali K. Shah and Frank Nagle

    Communities of users are shaping the industrial landscape and contributing to the innovations we use every day. The effects of user communities on firms, industries, and society will continue to grow. This article discusses the relationship between user communities and firms to shed light on avenues for future research in business strategy.

    • 07 Jan 2019
    • Research & Ideas

    The Better Way to Forecast the Future

    by Roberta Holland

    We can forecast hurricane paths with great certainty, yet many businesses can't predict a supply chain snafu just around the corner. Yael Grushka-Cockayne says crowdsourcing can help. Open for comment; 0 Comments.

    • 27 Dec 2018
    • Working Paper Summaries

    Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

    by Jean-François Harvey, Henrik Bresman, and Amy C. Edmondson

    In strategic management research, the dynamic capabilities framework enables a “helicopter view” of how firms achieve sustainable competitive advantage. This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated by teams to support innovation and strategic change. It matches types of team learning to innovation activities.

    • 08 Nov 2018
    • Working Paper Summaries

    Arbitration with Uninformed Consumers

    by Mark Egan, Gregor Matvos, and Amit Seru

    Using data on securities disputes, this study of information advantages in consumer arbitration finds that industry-friendly arbitrators are 40 percent more likely than consumer-friendly arbitrators to be selected to take on arbitration cases. Limiting respondents’ and claimants’ inputs over the selection process could improve outcomes for consumers.

    • 12 Jul 2017
    • Working Paper Summaries

    Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

    by Diwas S. KC, Bradley R. Staats, Maryam Kouchaki, and Francesca Gino

    Employees facing increased workloads usually tackle easier tasks first. This study tests the performance implications of such prioritization. Findings show that it happens because people feel positive emotions after task completion, yet it could hurt long-term performance. Workloads could be structured to help employee development as well as organizational performance.

    • 11 Aug 2014
    • HBS Case

    The Business of Behavioral Economics

    by Michael Blanding

    Leslie John and Michael Norton explore how behavioral economics can help people overcome bad habits and change for the better. Open for comment; 0 Comments.

    • 08 Aug 2011
    • Research & Ideas

    The Death of the Global Manager

    by Julia Hanna

    The "global manager" was a coveted job description sought by many leaders for many years, but times have changed—now we are all global managers, says Harvard Business School professor emeritus Christopher A. Bartlett, coauthor of the classic business book Transnational Management. He reexamines the ever-changing nature of running multinational corporations while confirming that, six editions and 20 years later, some challenges remain the same. Key concepts include: Multinational corporations must pursue three core strategies to build layers of competitive advantage: exploit worldwide operations to build global scale efficiency; develop sensitivity and responsiveness to national differences; and leverage the world for information, knowledge, and expertise. The organizational capability of a company to rapidly develop and diffuse innovation is incredibly important but difficult to cultivate. The term "global manager" is a misnomer—we all operate in a global environment. Closed for comment; 0 Comments.

    • 03 Jan 2008
    • What Do You Think?

    Does Judgment Trump Experience?

    by Jim Heskett

    It's a question as relevant for business as for the U.S. presidential campaign, says HBS professor Jim Heskett. If "judgment capability" is a function of experience, what kind of experience is important? Does plenty of experience really improve judgment? Online forum now CLOSED. Closed for comment; 0 Comments.

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