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

  Transitions Asia: Managing Across Cultures

  Roy Y.J. Chua and Dawn H. Lau

  The director of an interim executive search firm, Chee Lung Tham, faced a clash of culture and management styles when his mainland Chinese client threatened to fire the American interim manager that Tham had assigned. The client, Wong Lung, ran a family-owned garment manufacturing business along with his younger brother, as well as his two overseas-educated children. While Wong needed the American manager's technology expertise, his own brother and his team of middle managers were showing resistance to the new changes. Meanwhile, the American manager found himself caught in the web of family and company politics, and completing his assignment without the cooperation of the middle management was impossible. How should Tham approach the conflict and bring all sides into a productive working relationship?

  Keywords: China; family business; Cross-cultural Management; Management Style; Conflict Management; Family Business; Cross-Cultural and Cross-Border Issues; Service Industry; China;

  Citation:

  Chua, Roy Y.J., and Dawn H. Lau. "Transitions Asia: Managing Across Cultures." Harvard Business School Case 413-099, May 2013. (Revised from original April 2013 version.)

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• Book | 2013

  Happy Money: The Science of Smarter Spending

  Elizabeth Dunn and Michael Norton

  If you think money can't buy happiness, you're not spending it right. Two rising stars in behavioral science explain how money can buy happiness—if you follow five core principles of smarter spending. Happy Money offers a tour of new research on the science of spending. Most people recognize that they need professional advice on how to earn, save, and invest their money. When it comes to spending that money, most people just follow their intuitions. But scientific research shows that those intuitions are often wrong.
  Happy Money explains why you can get more happiness for your money by following five principles, from choosing experiences over stuff to spending money on others. And the five principles can be used not only by individuals, but by companies seeking to create happier employees and provide "happier products" to their customers. Dunn and Norton show how companies from Google to Pepsi to Charmin have put these ideas into action. Along the way, the authors describe new research that reveals luxury cars often provide no more pleasure than economy models, that commercials can enhance the enjoyment of watching television, and that residents of many cities frequently miss out on inexpensive pleasures in their hometowns. By the end of this book, readers will ask themselves one simple question whenever they reach for their wallets: Am I getting the biggest happiness bang for my buck?

  Citation:

  Dunn, Elizabeth, and Michael Norton. Happy Money: The Science of Smarter Spending. Simon & Schuster, 2013.

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• Working Paper | HBS Working Paper Series | 2013

  Non-Standard Matches and Charitable Giving

  Michael Sanders, Sarah Smith and Michael I. Norton

  Many organisations, including corporations and governments, wish to encourage charitable giving, and offer incentives for their employees, customers and citizens to do so. The most common of these incentives is a match rate, where the organisation agrees to pay, for example, $1 for every $1 donated. However, these incentives may not be efficient. In this short article we suggest alternative ways of matching that existing theory and data suggest might be more effective at encouraging donations. These include non-linear matching, social (and team) matching, and lottery matching—each of which novel schemes could be tested empirically against a standard match incentive.

  Citation:

  Sanders, Michael, Sarah Smith, and Michael I. Norton. "Non-Standard Matches and Charitable Giving." Harvard Business School Working Paper, No. 13–094, May 2013.

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