This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Robert E. Rubin (A)
Kaplan, Robert Steven; Nohria, Nitin; Davison, NicoleCase HBS-407064-ELeadership and People ManagementBob Rubin was a businessman given the task of setting up and running the National Economic Council for the Clinton Administration. Unfamiliar with management in a political climate, Rubin worked hard to design, staff, and position the Council to make better economic and policy decisions. Traces the career of Robert E. Rubin from his practice in law to his work at Goldman Sachs and studies how his work experiences prepared him to establish the Nat...Starting at €8.20
-
Robert E. Rubin (B)
Kaplan, Robert Steven; Nohria, Nitin; Davison, NicoleCase HBS-407068-ELeadership and People ManagementSupplements the (A) case. An abstract is not available for this product.Starting at €5.74
-
Robert E. Rubin (A) and (B), Teaching Note
Kaplan, Robert Steven; Nohria, NitinTeaching Note HBS-407107-ELeadership and People ManagementTeaching note to (407-064) and (407-068). An abstract is not available for this product.Starting at €0.00
-
What Is Leadership: The CEO's Role in Large, Complex Organizations
Porter, Michael E.; Nohria, NitinBook Chapter HBS-6151BC-ELeadership and People ManagementThe job of CEO is one of the most important leadership positions in society, and a better understanding of the job is vital to a better functioning economy. In this chapter, Michael E. Porter and Nitin Nohria present the results of their in-depth study of the CEO's role in the most challenging setting: the large, complex organization. They identify several core functions that the CEO must fulfill in any enterprise: direction, organization, select...Starting at €8.20
-
Corruption in International Business (A)
Kennedy, Robert E.; Di Tella, RafaelCase HBS-701128-EEconomicsExplores various aspects of corruption in international business, in two sections. The first section provides a broad discussion of the ethical, business, and legal aspects of corruption. The second section provides a series of "caselets" that are designed to promote discussion of how students would act in particular situations, as well as the potential costs and benefits of these actions.Starting at €8.20
-
Chrysler: El legado de Iacocca
Nohria, Nitin; Green, Sandy E.Case HBS-403S20Leadership and People ManagementDescribe los cambios de moda por Iacocca durante su cargo como CEO de la Chrysler Corp. presta especial atención a la retórica que empleó en la movilización de cambio y las acciones que tomó para implementar el cambio.Starting at €8.20
-
The Leader's Calendar
Porter, Michael E.; Nohria, Nitin; Gentile, Tom; McGinn, Daniel; Higgins, SarahArticle HBS-R1804B-EChief executives have tremendous resources at their disposal, but they face an acute scarcity in one critical area: time. This package examines the unique challenges CEOs face in deciding how to allocate it. In "How CEOs Manage Time," Harvard Business School's Porter and Nohria describe an in-depth 12-year study in which they tracked what 27 large-company CEOs did every hour for 13 weeks, and then interviewed them--and hundreds of other CEOs--abo...Starting at €8.20
-
Cracking the Code of Change (Spanish version)
Beer, Michael; Nohria, NitinArticle HBS-R00301Leadership and People Managementthe goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limite...Starting at €8.20
-
What Really Works (Spanish version)
Nohria, Nitin; Joyce, William; Roberson, BruceArticle HBS-R0307CStrategytalent, leadership, innovation, and mergers and partnerships. A company that consistently follows this 4+2 formula has a better than 90% chance of sustaining superior performance, according to the authors.Starting at €8.20