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Claves para hacer grande una pequeña empresa
Fernández, Albert; Kuemmerle, Walter; Miller, Danny; Le Breton-Miller, IsabelleDossier DOS-25Accounting and Control, Entrepreneurship, Strategy¿Cuáles son los grandes retos y el verdadero potencial de las empresas que sustentan la economía mundial?Starting at €15.00
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Alignment (Spanish version)
Bernstein, Ethan S.; Raffaelli, Ryan L.; Margolis, Joshua D.Case HBS-421S01Leadership and People ManagementPart of a leader's job is to equip the organization to transform inputs into outputs by defining organizational strategy, shaping organizational identity, and then managing four organizational components-formal organizational structure, culture, people, and critical tasks-such that each component, and their interaction, aligns to produce performance. Substantial research has demonstrated that well-aligned organizations will be more capable of (1)...Starting at €8.20
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RBC: Transforming Transformation (B)
Bernstein, Ethan S.; Gino, Francesca; Sesia, AldoCase HBS-920045-ELeadership and People ManagementIn 2017, the Royal Bank of Canada (RBC), a Canadian financial icon, mandated a swat team of "enablers of collaboration" (their job description) to support the personal and commercial bank in the enterprise-wide RBC Cultural Transformation initiative. HisStarting at €5.74
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Organizational Behavior Reading: Leading Teams, Teaching Note
Bernstein, Ethan S.Teaching Note HBS-8307-ELeadership and People ManagementTeaching Note for Product 8306.Starting at €0.00
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Pequeñas grandes lecciones de las empresas familiares
Miller, Danny; Le Breton-Miller, IsabelleArticle ART-2713Corporate Governance, Entrepreneurship, StrategyLas pymes carecen de la liquidez, economías de escala y alcance de las grandes corporaciones, por lo que la planificación a muy largo plazo puede parecer un lujo. Pero no tienen por qué renunciar a la longevidad. Los autores han analizado pymes de Norteamérica, Europa y Corea del Sur, muchas de ellas familiares, y concluyen que las de mayor éxito se guían por cuatro principios (continuidad, comunidad, conexiones y control) que han sabido converti...Starting at €8.20
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Note on Organizational Structure (Spanish version)
Bernstein, Ethan S.; Nohria, NitinCase HBS-405S07Leadership and People ManagementProvides the reader with a basic understanding of organizational structure. The first section outlines some of the key tools and criteria that must be taken into account in designing organizational structures. In the second section, some archetypal forms of organizational structure and their strengths and weaknesses are described. Finally, some emerging trends in how organizations are structured are discussed in the last section of this note, sup...Starting at €8.20
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From Software to Hardware (A) (Spanish version)
Bernstein, Ethan S.; Gino, Francesca; Staats, Bradley R.Case HBS-418S02Leadership and People ManagementValve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee handbook) includes 100% self-allocated time, no managers (and therefore no managerial oversight), a structure so fluid that all desks have wheels to allow free movement between "cabals" ...Starting at €8.20
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The Transparency Trap
Bernstein, Ethan S.Article HBS-R1410D-ELeadership and People ManagementTo promote accountability, productivity, and shared learning, many organizations create open work environments and gather reams of data on how individuals spend their time. A few years ago, HBS professor Ethan Bernstein set out to find empirical evidence that such approaches improve organizational performance. What he discovered is that this kind of transparency often has an unintended consequence: It can leave employees feeling vulnerable and ex...Starting at €8.20
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Beyond the Holacracy Hype
Bernstein, Ethan S.; Bunch, John; Canner, Niko; Lee, MichaelArticle HBS-R1607B-ELeadership and People ManagementMost observers who have written about holacracy and other forms of self-management take extreme positions, either celebrating these "bossless," "flat" work environments for fostering flexibility and engagement or denouncing them as naive experiments that ignore how things really get done. To gain a more accurate, balanced perspective, the authors--drawing on examples from Zappos, Morning Star, and other companies--examine why these structures hav...Starting at €8.20
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MBAs Are More Self-Serving Than Other CEOs
Miller, Danny; Torres, NicoleArticle HBS-F1612B-EWhen researchers tracked the performance of 444 celebrated U.S. CEOs, they discovered that companies run by MBAs underperformed the rest. The reason? The MBAs were more likely to engage in risky strategies. And while those strategies led to temporary gains, which increased the CEOs' compensation, they hurt the companies in the long run.Starting at €8.20