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• Working Paper | HBS Working Paper Series | 2013

  Social Norms Versus Social Responsibility: Punishing Transgressions under Conflicting Obligations

  Francesca Gino, Celia Moore and Lamar Pierce

  This paper combines experimental and field data to examine how those with discretion over punishment respond when confronted with social norms of leniency. Specifically, we test how individuals who have a responsibility to punish transgressions behave when confronted with the social norm of preferential treatment on people's birthdays. We first establish the existence of this social norm using a scenario study. We then show that individuals behave in the opposite way than that suggested by the social norm: they punish transgressors more severely on their birthdays, both in the realm of actual drunk driving enforcement and in an experimental lab setting where participants were given the responsibility to punish. An additional experiment provides evidence that this effect is driven by psychological reactance rather than by overcompensation for potential bias. We discuss both the theoretical and practical implications of our findings.

  Keywords: bias; discrimination; ethics; leniency; transgressions; punishment;

  Citation:

  Gino, Francesca, Celia Moore, and Lamar Pierce. "Social Norms Versus Social Responsibility: Punishing Transgressions under Conflicting Obligations." Harvard Business School Working Paper, No. 13–101, June 2013.

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• Case | HBS Case Collection | 2013

  LEGO (A): The Crisis

  Jan W. Rivkin, Stefan H. Thomke and Daniela Beyersdorfer

  As this case opens, iconic toymaker LEGO stands on the brink of bankruptcy. Jørgen Vig Knudstorp, LEGO's young and newly appointed CEO, must size up changes in the toy industry, learn from the company's recent moves, and craft a strategy that will put LEGO back on track.

  Keywords: Organizational Change and Adaptation; Change Management; Competitive Strategy; Crisis Management; Insolvency and Bankruptcy; Consumer Products Industry;

  Citation:

  Rivkin, Jan W., Stefan H. Thomke, and Daniela Beyersdorfer. "LEGO (A): The Crisis." Harvard Business School Case 713-478, February 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2010 version)

  The Dabbawala System: On-Time Delivery, Every Time

  Stefan H. Thomke and Mona Sinha

  Describes the Mumbai-based Dabbawala organization, which achieves very high service performance (6 Sigma equivalent or better) with a low-cost and very simple operating system. The case explores all aspects of their system (mission, information management, material flows, human resource system, processes, etc.) and the challenges that the Dabbawala organization faces in a rapidly changing environment. An outside consultant proposes the introduction of new technologies and management systems, while the leading logistics companies (e.g., FedEx) come to Mumbai to learn about the Dabbawala system.

  Keywords: Technology; Service Delivery; Service Operations; Logistics; Alignment; Management Systems; Human Resources; Innovation and Invention; Mumbai;

  Citation:

  Thomke, Stefan H., and Mona Sinha. "The Dabbawala System: On-Time Delivery, Every Time." Harvard Business School Case 610-059, January 2013. (Revised from original February 2010 version.)

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