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    OrganizationsRemove Organizations →

    New research on organizational design from Harvard Business School faculty on issues including resolving workplace issues, HR, and culture.
    Page 1 of 465 Results →
    • 23 Mar 2023
    • Research & Ideas

    As Climate Fears Mount, More Investors Turn to 'ESG' Funds Despite Few Rules

    by Rachel Layne

    Regulations and ratings remain murky, but that's not deterring climate-conscious investors from paying more for funds with an ESG label. Research by Mark Egan and Malcolm Baker sizes up the premium these funds command. Is it time for more standards in impact investing?

    • 01 Mar 2023
    • What Do You Think?

    How Much Does 'Deep Purpose' Matter to the Bottom Line?

    by James Heskett

    More leaders want their employees to aspire to loftier goals at work. But is deep purpose more about feel-good ideas or delivering business value? wonders James Heskett. Open for comment; 0 Comments.

    • 21 Feb 2023
    • Research & Ideas

    Are Your Employees Passing Up Incentives? Try Promoting the Programs More

    by Scott Van Voorhis

    Employees who bow out of a company's wellness program or retirement savings plan might not know these perks exist. Leslie John offers advice for motivating workers to participate in incentive programs.

    • 16 Feb 2023
    • HBS Case

    ESG Activists Met the Moment at ExxonMobil, But Did They Succeed?

    by Lane Lambert

    Engine No. 1, a small hedge fund on a mission to confront climate change, managed to do the impossible: Get dissident members on ExxonMobil's board. But lasting social impact has proved more elusive. Case studies by Mark Kramer, Shawn Cole, and Vikram Gandhi look at the complexities of shareholder activism.

    • 01 Feb 2023
    • What Do You Think?

    Will Hybrid Work Strategies Pull Down Long-Term Performance?

    by James Heskett

    Many academics consider remote and hybrid work the future, but some business leaders are pushing back. Can colleagues working from anywhere still create the special glue that bonds teams together? asks James Heskett. Open for comment; 0 Comments.

    • 31 Jan 2023
    • Research & Ideas

    It’s Not All About Pay: College Grads Want Jobs That ‘Change the World’

    by Rachel Layne

    Many college graduates will accept lower salaries for roles that have the potential to give back to society, says research by Letian Zhang. Could trading pay for altruism help shrink the income gap?

    • 24 Jan 2023
    • Research & Ideas

    Passion at Work Is a Good Thing—But Only If Bosses Know How to Manage It

    by Sean Silverthorne

    Does showing passion mean doing whatever it takes to get the job done? Employees and managers often disagree, says research by Jon Jachimowicz. He offers four pieces of advice for leaders who yearn for more spirit and intensity at their companies.

    • 17 Jan 2023
    • Cold Call Podcast

    Nestlé’s KitKat Diplomacy: Neutrality vs. Shared Value

    Re: Geoffrey G. Jones

    In February 2022, Russia invaded Ukraine, and multinational companies began pulling out of Russia, in response. At Switzerland-based Nestlé, chief executive Mark Schneider had a difficult decision to make. Nestlé had a long tradition of neutrality that enabled it to operate in countries regardless of their political systems and human rights policies. But more recently the company had embraced Michael Porter’s “shared value” paradigm, which argues that companies have a responsibility to improve the business community and the health of their communities. What should Schneider do? Professor Geoffrey Jones discusses the viability of the shared value concept and the social responsibility of transnational corporations today in the case, “Nestlé, Shared Value and Kit Kat Diplomacy.”

    • 13 Jan 2023
    • Research & Ideas

    Are Companies Actually Greener—or Are They All Talk?

    by Rachel Layne

    More companies than ever use ESG reports to showcase their social consciousness. But are these disclosures meaningful or just marketing? Research by Ethan Rouen delves into the murky world of voluntary reporting and offers advice for investors.

    • 20 Dec 2022
    • Op-Ed

    Employee Feedback: The Key to Retention During the Great Resignation

    by Michael Beer

    Employees need to feel that they're on the same team as managers—not adversaries in a zero-sum game. Michael Beer offers six guiding principles for senior leaders who are ready to listen to and act on employee feedback.

    • 08 Dec 2022
    • HBS Case

    The War in Ukraine and Nestlé’s Moral Dilemma: Stay or Leave Russia?

    by Michael Blanding

    Nestlé had to choose whether to leave Russia in protest and potentially deprive civilians of essential goods, such as baby formula, or stay and face global outrage. A case study by Nien-hê Hsieh explores this complex decision and offers advice for leaders weighing fraught questions.

    • 29 Nov 2022
    • Cold Call Podcast

    How Will Gamers and Investors Respond to Microsoft’s Acquisition of Activision Blizzard?

    Re: Joseph Pacelli

    In January 2022, Microsoft announced its acquisition of the video game company Activision Blizzard for $68.7 billion. The deal would make Microsoft the world’s third largest video game company, but it also exposes the company to several risks. First, the all-cash deal would require Microsoft to use a large portion of its cash reserves. Second, the acquisition was announced as Activision Blizzard faced gender pay disparity and sexual harassment allegations. That opened Microsoft up to potential reputational damage, employee turnover, and lost sales. Do the potential benefits of the acquisition outweigh the risks for Microsoft and its shareholders? Harvard Business School associate professor Joseph Pacelli discusses the ongoing controversies around the merger and how gamers and investors have responded in the case, “Call of Fiduciary Duty: Microsoft Acquires Activision Blizzard.”

    • 22 Nov 2022
    • Research & Ideas

    When Agreeing to Disagree Is a Good Beginning

    by Clea Simon, Harvard Gazette

    When conflict stems from honest and open listening, disagreement can be a good thing, say Francesca Gino and Julia Minson. But developing those skills requires patience and discipline.

    • 18 Nov 2022
    • HBS Case

    What Does It Take to Safeguard a Legacy in Asset Management?

    by Rachel Layne

    Diverse hiring, deep research, and a collaborative culture have defined Brown Capital's successful investment approach. But would those qualities endure after its founder retires? A case study by Luis Viceira and Emily McComb explores how the second-largest Black-founded investment firm is preparing for its next phase.

    • 09 Nov 2022
    • In Practice

    COP27: What Can Business Leaders Do to Fight Climate Change Now?

    by Lynn Schenk and Danielle Kost

    The US government plans to spend $370 billion to cut greenhouse gases and expand renewable energy—its biggest investment yet. In the wake of COP27, we asked Harvard Business School faculty members how executives could seize this moment.

    • 21 Oct 2022
    • Research & Ideas

    People Trust Business, But Expect CEOs to Drive Social Change

    by Scott Van Voorhis

    Companies should do more to confront climate change, labor market shifts, and racism, according to a survey of 14,000 people in 14 countries by the Institute for the Study of Business in Global Society and the Edelman Trust Institute. Is it time for more business leaders to step up?

    • 04 Oct 2022
    • What Do You Think?

    Have Managers Underestimated the Need for Face-to-Face Contact?

    by James Heskett

    COVID-19 made remote work and instant delivery mainstays of life for many people, but will the need for community erode these concepts after the pandemic ends? asks James Heskett. Open for comment; 0 Comments.

    • 20 Sep 2022
    • Cold Call Podcast

    Larry Fink at BlackRock: Linking Purpose to Profit

    Re: George Serafeim

    In 2014, Larry Fink started writing letters to the leaders of some of the largest publicly listed companies, urging them to consider the importance of environmental, social, and governance (ESG) issues. Fink is the chairman and CEO of BlackRock, one of the largest asset management houses in the world. The firm’s success was rooted in its cost-effective, passive investment products that rely more on tracking indices and funds. But Fink wanted his firm to engage with the companies in which they invest and hold them accountable for their social and environmental impacts. What role should investors play in urging business leaders to take environmental, social, and governance issues more seriously and enforcing compliance? Harvard Business School professor George Serafeim discusses the merits of Fink’s approach, the importance of corporate investments in ESG themes, and how to lead a company driven by purpose and profit in his case, “BlackRock: Linking Purpose to Profit,” and his new book Purpose and Profit: How Business Can Lift Up The World.

    • 08 Sep 2022
    • Book

    Gen Xers and Millennials, It’s Time To Lead. Are You Ready?

    by Lane Lambert

    Generation X and Millennials—eagerly waiting to succeed Baby Boom leaders—have the opportunity to bring more collaboration and purpose to business. In the book True North: Emerging Leader Edition, Bill George offers advice for the next wave of CEOs.

    • 02 Aug 2022
    • Research & Ideas

    6 Strategies for Building Socially Responsible—and Profitable—Companies

    by Lane Lambert

    A new generation of business leaders is finding innovative and profitable ways to bring about positive change in the world. In the book Purpose and Profit, George Serafeim offers a roadmap for people at every career stage who seek to align their professional aspirations with their personal values.

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