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M&A Needn't Be a Loser's Game (Spanish version)
Selden, Larry; Colvin, GeoffreyArticle HBS-R0306DStrategyThree out of four acquisitions fail; they destroy wealth for the buyer's shareholders, who end up worse off than they would have been had the deal not been done. But it doesn't have to be that way, argue the authors. In evaluating acquisitions, companies must look beyond the lure of profits the income statement promises and examine the balance sheet, where the company keeps track of capital. It's ignoring the balance sheet that causes so many acq...Starting at €8.20
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Your Best M&A Strategy (Spanish version)
Rovit, Sam; Lemire, CatherineArticle HBS-F0303AStrategyThe companies that are most successful at creating long-term shareholder value tend to be those that systematically make acquisitions through good times and bad.Starting at €8.20
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Hazards of Hounding (Spanish version)
Dholakia, Paul M.Article HBS-F0510FMarketingCustomers who buy your product because they want to--not because you make them--are the most loyal, says Rice University's Paul M. Dholakia.Starting at €8.20
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What's the Right Career Move After a Public Failure? (HBR Case Study and Commentary)
Jachimowicz, Jon M.; Gino, FrancescaArticle HBS-R2205M-EKnowledge and CommunicationA fitness executive contemplates her next move. This fictional case study by Jon M. Jachimowicz, Francesca Gino features expert commentary by Sarah Robb O'Hagan and Lan Phan. This HBR Case Study includes both the case and the commentary. For teaching purposes, this reprint is also available in two other versions: case study-only, reprint R2205X, and commentary-only, R2205Z.Starting at €8.20
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Learning to Play in the New "Share Economy"
Fournier, Susan; Eckhardt, Giana M.; Bardhi, FleuraArticle HBS-R1307M-EStrategyAn established rental car company acquires a car-sharing start-up and must decide whether to fully integrate it, to leave it as an independent unit, or to take a course somewhere in the middle. This fictional case study is written by Susan Fournier, Giana M. Eckhardt, and Fleura Bardhi, featuring expert commentary by Marc McCabe and Andre Haddad. This HBR Case Study includes both the case and the commentary. For teaching purposes, this Reprint i...Starting at €8.20
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Learning to Play in the New "Share Economy" (HBR Case Study)
Fournier, Susan; Eckhardt, Giana M.; Bardhi, FleuraArticle HBS-R1307X-EStrategyAn established rental car company acquires a car-sharing start-up and must decide whether to fully integrate it, to leave it as an independent unit, or to take a course somewhere in the middle. This fictional case study is written by Susan Fournier, Giana M. Eckhardt, and Fleura Bardhi, featuring expert commentary by Marc McCabe and Andre Haddad. For teaching purposes, this is the case-only version of the HBR case study. The commentary-only vers...Starting at €8.20
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Learning to Play in the New "Share Economy" (Commentary for HBR Case Study)
Fournier, Susan; Eckhardt, Giana M.; Bardhi, FleuraArticle HBS-R1307Z-EStrategyAn established rental car company acquires a car-sharing start-up and must decide whether to fully integrate it, to leave it as an independent unit, or to take a course somewhere in the middle. This fictional case study is written by Susan Fournier, Giana M. Eckhardt, and Fleura Bardhi, featuring expert commentary by Marc McCabe and Andre Haddad. For teaching purposes, this is the commentary-only version of the HBR case study. The case-only vers...Starting at €8.20
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The New Science of Team Chemistry
Johnson Vickberg, Suzanne M.; Christfort, Kim; Fisher, Helen; Beard, Alison; Harrell, EbenArticle HBS-R1702B-EKnowledge and CommunicationThis Spotlight package focuses on the personality types that make up a team--and how to get the best from any combination. In "Pioneers, Drivers, Integrators, and Guardians," Suzanne Johnson Vickberg and Kim Christfort of Deloitte discuss strategies for mStarting at €8.20
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When Should a Process Be Art, Not Science? (Spanish version)
Hall, Joseph M.; Johnson, M. EricArticle HBS-R0903DService and Operations ManagementWhat new technologies can make a science of art? Do my customers value variation? How do the costs and opportunities of art and science stack up? Art and science both have important roles to play in business processes. They need not be at odds but must be carefully harmonized.Starting at €8.20
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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