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How Apple Is Organized for Innovation
Podolny, Joel M.; Hansen, Morten T.Article HBS-R2006F-ELeadership and People ManagementWhen Steve Jobs returned to Apple, in 1997, it had a conventional structure for a company of its size and scope. It was divided into business units, each with its own P&L responsibilities. Believing that conventional management had stifled innovation, JobStarting at €8.20
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The Buck Stops (and Starts) at Business School
Podolny, Joel M.Article HBS-R0906G-EPeople in America have come to believe that business schools are harmful to society, fostering in their graduates behavior that is self-interested, unethical, and sometimes even illegal. Many are convinced that managers are simply incapable of self-regulation and have called for laws to govern executive compensation and corporate financial reporting. Sure, legislation is cumbersome, but the consequences of self-governance are apparently even wors...Starting at €8.20
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Revisiting the Meaning of Leadership
Podolny, Joel M.; Khurana, Rakesh; Besharov, MaryaBook Chapter HBS-6123BC-ELeadership and People ManagementThe authors of this chapter contend that the study of leadership in organizational theory went awry when interest in leadership became too tightly coupled with organizational performance. Leading organizational theorists in the latter part of the twentieth century, such as Max Weber, Chester Barnard, and Philip Selznick, were not concerned with leadership because of its ability to explain financial performance. Instead, they were concerned with l...Starting at €8.20