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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 (Revised from original 2013 version)

  Chef Davide Oldani and Ristorante D'O

  Gary Pisano, Alessandro Di Fiore, Elena Corsi and Elisa Farri

  This case examines the unique business model of Ristorante D'O, a high end gourmand restaurant located near Milan, Italy. Founded by Chef Davide Oldani, D'O offers meals at approximately one-third the price of other Michelin starred restaurants. Oldani has made this business model profitable by making a conscious set of operating strategy choices (menu, meal design, service process, lay-out, reservation process) that reduce waste and inefficiency, while preserving quality. The case enables students to understand how cost-quality trade-offs can be altered through creative operating strategies, and sufficient data are available to analyze the operating model in depth. A second focal point of the case concerns Oldani's choices for growth. The wait list for D'O is currently 18 months. He can presumably open another D'O at a different location. At the time of the case, however, he is considering opening a new restaurant in the same vicinity as D'O that would operate at an even lower price point. Case debate can center around whether this new restaurant format makes sense from a strategic point of view, and, in particular, whether the capabilities and know-how acquired in operating D'O are applicable to the new restaurant. The deeper issue in the case concerns how businesses based on the creative talent of an individual (like Chef Oldani) can grow, without losing what makes them special.

  Keywords: Business Model; Expansion; Creativity; Competitive Strategy; Retail Industry; Food and Beverage Industry; Milan;

  Citation:

  Pisano, Gary, Alessandro Di Fiore, Elena Corsi, and Elisa Farri. "Chef Davide Oldani and Ristorante D'O." Harvard Business School Case 613-080, April 2013. (Revised from original January 2013 version.)

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• Teaching Note | HBS Case Collection | 2013 (Revised from original 2006 version)

  Ducati Corse: The Making of a Grand Prix Motorcycle (TN)

  Francesca Gino, Gary P. Pisano, Francesca Gino and Gary P. Pisano

  Keywords: Production; Auto Industry;

  Citation:

  Gino, Francesca, and Gary P. Pisano. "Ducati Corse: The Making of a Grand Prix Motorcycle (TN)." Harvard Business School Teaching Note 607-044, March 2013. (Revised from original November 2006 version.)

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