Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments. The former Editor of Harvard Business Review (1989-1992), Professor Kanter has been repeatedly named to lists of the "50 most powerful women in the world" (Times of London), and the "50 most influential business thinkers in the world" (Accenture and Thinkers 50 research). In 2001, she received the Academy of Management's Distinguished Career Award for her scholarly contributions to management knowledge; and in 2002 was named "Intelligent Community Visionary of the Year" by the World Teleport Association, and in 2010 received the International Leadership Award from the Association of Leadership Professionals. She is the author or co-author of 18 books. Her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, a manifesto for leadership of sustainable enterprises, was named one of the ten best business books of 2009 by Amazon.com.

Her previous book, Confidence: How Winning Streaks & Losing Streaks Begin & End (a New York Times business and #1 Business Week bestseller), describes the culture and dynamics of high-performance organizations as compared with those in decline, and shows how to lead turnarounds, whether in businesses, hospitals, schools, sports teams, community organizations, or countries. Her classic prizewinning book, Men & Women of the Corporation (which won the C. Wright Mills award winner for the year's best book on social issues) offered insight to countless individuals and organizations about corporate careers and the individual and organizational factors that promote success; a spin-off video, A Tale of ‘O': On Being Different, is among the world's most widely-used diversity tools; and a related book, Work & Family in the United States, set a policy agenda (in 2001, a coalition of university centers created the Rosabeth Moss Kanter Award in her honor for the best research on work/family issues). Another award-winning book, When Giants Learn to Dance, showed how to master the new terms of competition at the dawn of the global information age. World Class: Thriving Locally in the Global Economy identified the rise of new business networks and analyzed dilemmas of globalization

She has received 23 honorary doctoral degrees, as well as numerous leadership awards and prizes for her books and articles; for example, her book The Change Masters was named one of the most influential business books of the 20^th century (Financial Times). Through Goodmeasure Inc., the consulting group she co-founded, she has partnered with IBM on applying her leadership tools from business to other sectors; she is a Senior Advisor for IBM's Global Citizenship portfolio. She advises CEOs of large and small companies, has served on numerous business and non-profit boards including City Year, the urban "Peace Corps" now focused on addressing the school dropout crisis, and national or regional commissions including the Governor's Council of Economic Advisors. She speaks widely, often sharing the platform with Presidents, Prime Ministers, and CEOs at national and international events, such as the World Economic Forum in Davos, Switzerland. Before joining the Harvard Business School faculty, she held tenured professorships at Yale University and Brandeis University and was a Fellow at Harvard Law School, simultaneously holding a Guggenheim Fellowship.

She is Chair and Director of the Advanced Leadership Initiative of Harvard University, a collaboration across the professional schools to help successful leaders at the top of their professions apply their skills to addressing challenging national and global problems in their next stages of life.

Featured Work

Confidence

How Winning Streaks and Losing Streaks Begin and End
SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good

Rosabeth Moss Kanter's latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, will be published in August 2009.
Out of the ashes of conventional business models arises a set of companies using their power not only for profits and sustainable growth but also social good.

If you think business corporations are doomed to be lumbering, bloated, and corrupt, think again.
the Advanced Leadership Initiative

At Harvard, Rosabeth Moss Kanter is chair and director of the Advanced Leadership Initiative, a University-wide faculty group aimed at deploying a leadership force of experienced leaders who can address challenging national and global problems in their next stage of life.
The goal of the Advanced Leadership Fellowship is to prepare experienced leaders to transition from their primary income-earning years to community and public service for their next years of life. The Fellowship is designed to enhance and leverage the skills of already-accomplished leaders for maximum impact on significant social problems, including those that affect health and welfare, children and the environment.
The Change Master

Rosabeth Moss Kanter's column on on Harvard Business Voices

Publications

Books

Book | 2009

Supercorp: How Vanguard Companies Create Opportunity, Profits, Growth, and Social Good

Rosabeth M. Kanter

Supercorp is based on a 3-year study involving more than 350 interviews in 20 countries to identify the leadership practices and operating methods of major companies seeking profitable growth through innovation that benefits society. For example, when the tsunami and earthquake struck India in 2006, IBM did not just write a check. It used its core competence-expertise in technology-and its skilled people to accomplish what government and relief agencies could not: an information system and supply chain that tracked and managed the flow of relief supplies. Its efforts were crucial in avoiding the all-too-familiar problem in disaster relief-chaos and mobs of desperate people. IBM's actions, as well as many others reported on by Rosabeth Moss Kanter, capture the emerging zeitgeist of business: the vanguard company simultaneously pursuing-and creating synergy between-opportunity, growth, profit, humanistic values and social good. Vanguard companies have a sense of mission enabling them to deliver what their customers want in a way that is significantly better than the competition. As a formula for the future it brings together the necessity of financial success shareholders demand and the social conscience demanded from the new generation moving up the corporate ranks.

Keywords: Profit; Leadership; Mission and Purpose; Opportunities; Welfare or Wellbeing;

Citation:
Kanter, Rosabeth M. Supercorp: How Vanguard Companies Create Opportunity, Profits, Growth, and Social Good. New York: Crown Business, 2009.

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Book | 2007

America the Principled: 6 Opportunities for Becoming a Can-Do Nation Once Again

Rosabeth M. Kanter

This book draws on the author's multiple research projects and field observations to analyze problems facing the United States in recent years and to create an agenda for renewing American strengths through returning to core American principles—but in new ways suitable to 21st century conditions. On the agenda are six opportunities for action by citizens and policy-makers alike: (1) securing the future through innovation strategies suitable for an emerging "white coat economy" that is discovery-based; (2) pursuing happiness by addressing the connection between work and family life and reinventing work to help women in particular use their talents flexibly; (3) encouraging the growth of good companies that can replace imperial excess with values-based capitalism; (4) restoring respect for government by ending decades of contempt for the public sector and ensuring competence in that vital sector; (5) connecting with the world in a way that fits the new realities of the global economy, fosters leadership, and uses citizen-diplomats to befriend moderates in troubled regions and business networks to ensure success in the major emerging economies; and (6) building community by stressing national and community service for all age groups to bridge social divides and unite citizens in a sense of common purpose. The book offers examples of solutions to address each opportunity and concludes with a call to action.

Keywords: Values and Beliefs; Policy; Leadership; Civil Society or Community; Cooperation; United States;

Citation:
Kanter, Rosabeth M. America the Principled: 6 Opportunities for Becoming a Can-Do Nation Once Again. New York: Crown, 2007.

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Book | 2006

Confidence: How Winning Streaks and Losing Streaks Begin and End

Rosabeth M. Kanter

Citation:
Kanter, Rosabeth M. Confidence: How Winning Streaks and Losing Streaks Begin and End. Paperback ed. New York: Three Rivers Press, 2006. (Paperback edition with new Foreword, Epilogue, and Appendix.)

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Book | 2004

Confidence: How Winning and Losing Streaks Begin and End

Rosabeth Moss Kanter

Citation:
Kanter, Rosabeth Moss. Confidence: How Winning and Losing Streaks Begin and End. New York: Crown; London: Random House, 2004. (September) (Also audio-book edition from Random House, e-book editions, and foreign translations: Chinese from Commonwealth; Hebrew from Pecker Publishing; Indonesian from Binarupa; Italian from Guerini; Japanese from Kobunsha; Korean from Golden Bough; Mandarin from Citic; Polish from MT Biznes; Russian from Olymp Business Press; Turkish from BZD Yayincilik; and Spanish from Editorial Norma.)

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Book | 2001

Evolve!: Succeeding in the Digital Culture of Tomorrow

R. M. Kanter

Keywords: Information Technology; Success;

Citation:
Kanter, R. M. Evolve!: Succeeding in the Digital Culture of Tomorrow. Boston: Harvard Business School Press, 2001. (Also audio-book edition and e-book editions. Foreign Translations include Chinese (Complex Characters) Yuan-Lio Publishing Company, Taiwan); Chinese (Simplified characters) (China Machine Press, China); Danish: Borsens Forlag; Dutch: Scriptum Books; German: Financial Times/Prentice Hall Germany; Italian: ETAS Libri; Japanese: Shoeisha Co.: Korean: Sejong Books; Spanish: Ediciones Deusto, SA (Spain; worldwide Spanish); Turkish: BZD YAYINCiLIK.)

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Book | 1998

Business Leadership in the Social Sector

R. M. Kanter

Keywords: Leadership; Society;

Citation:
Kanter, R. M. Business Leadership in the Social Sector. Social Enterprise Video Series. Harvard Business School Publishing, 1998. Video. (Nine Videotapes.)

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Book | 1997

Innovation: Breakthrough Thinking at 3M, GE, DuPont, Pfizer, and Rubbermaid

R. M. Kanter, J. Kao and F. Wiersema

Keywords: Innovation and Management;

Citation:
Kanter, R. M., J. Kao, and F. Wiersema, eds. Innovation: Breakthrough Thinking at 3M, GE, DuPont, Pfizer, and Rubbermaid. New York: HarperCollins, 1997. (Translated into Japanese, Korean, Italian and Hebrew.)

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Book | 1997

Leveraging Human Assets

R. M. Kanter

Keywords: Assets;

Citation:
Kanter, R. M. Leveraging Human Assets. The Business Channel. Public Broadcasting Service (PBS), 1997. Video.

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Book | 1997

Rosabeth Moss Kanter on the Frontiers of Management

R. M. Kanter

Keywords: History;

Citation:
Kanter, R. M. Rosabeth Moss Kanter on the Frontiers of Management. Boston: Harvard Business School Press, 1997. (Spanish, Ediciones Paidos Iberica s.a.; German, Carl Hanser Verlag; Dutch, Uitgeverij Contact; Polish, Business Press Sp. ZO.o, Warsaw; Russian, State University of Management in Moscow. Reprinted as Ch. 25 in The Futurist, June 1998.)

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Book | 1995

Partnering

R. M. Kanter

Keywords: Partners and Partnerships;

Citation:
Kanter, R. M. Partnering. Best Practice Series. Harvard Business School, 1995. Video.

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Book | 1995

World Class: Thriving Locally in the Global Economy

R. M. Kanter

Keywords: Globalized Economies and Regions;

Citation:
Kanter, R. M. World Class: Thriving Locally in the Global Economy. New York: Simon & Schuster, 1995. (German, Veberreuter; Portuguese, Editora Campus; Spanish; Korean, KPI Publishing; Thai; Chinese, Shanghai People's Publishing House. Other reprinting information available from the publisher.)

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Book | 1994

Global Strategy

P. Barnevik and R. M. Kanter

Keywords: Strategy;

Citation:
Barnevik, P., and R. M. Kanter, eds. Global Strategy. Boston: Harvard Business School Press, 1994.

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Book | 1993

The Tale of "O": On Being Different

R. M. Kanter

Citation:
Kanter, R. M. The Tale of "O": On Being Different. Goodmeasure, Inc., 1993. Video.

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Book | 1993

Men and Women of the Corporation

R. M. Kanter

Citation:
Kanter, R. M. Men and Women of the Corporation. NY: Basic Books, 1993.

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Book | 1992

The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It

R. M. Kanter, B. Stein and T. D. Jick

Keywords: Organizational Change and Adaptation; Problems and Challenges;

Citation:
Kanter, R. M., B. Stein, and T. D. Jick. The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It. New York: Free Press, 1992. (Dutch, Scriptum Books; French, Editions Dunod; Italian, Edizioni Olivares. Selections in Sources: Notable Selections in Sociology, edited by K. Finsterbusch and J.S. Schwartz, Dushkin Publishing, 1995. Other reprinting information available from the publisher.)

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Book | 1991

The Great Corporate Balancing Act

R. M. Kanter

Keywords: Balance and Stability; Corporate Strategy;

Citation:
Kanter, R. M. The Great Corporate Balancing Act. BBC, 1991. Video. (Two Videotapes.)

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Book | 1990

Rosabeth Moss Kanter on Syngeries, Alliances, & New Ventures

R. M. Kanter

Keywords: Alliances;

Citation:
Kanter, R. M. Rosabeth Moss Kanter on Syngeries, Alliances, & New Ventures. Nathan/Tyler Productions. Nathan/Tyler Productions, 1990. Video. (Two Videotapes.)

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Book | 1989

When Giants Learn to Dance: Mastering the Challenges of Strategy, Management, and Careers in the 1990s

Rosabeth M. Kanter

Keywords: Business History;

Citation:
Kanter, Rosabeth M. When Giants Learn to Dance: Mastering the Challenges of Strategy, Management, and Careers in the 1990s. New York: Simon & Schuster, 1989. (Dutch, Swedish, French, Italian, Spanish, Finnish, Korean, Japanese, Portuguese, Norwegian. Chapters 3 & 4 in Strategic Synergy, edited by S.L. Yeung. London: Butterworth Heinemann, 1982. Chapters 5 & 6 in Planning Review.)

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Book | 1988

Managing Change: Dr. Kanter Plays Atlanta

R. M. Kanter

Keywords: Management; Change;

Citation:
Kanter, R. M. Managing Change: Dr. Kanter Plays Atlanta. BBC, 1988. Video.

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Book | 1988

Creating the Future: The Massachusetts Comeback and Its Promise for America

M. S. Dukakis and Rosabeth M. Kanter

Keywords: Economics; Massachusetts;

Citation:
Dukakis, M. S., and Rosabeth M. Kanter. Creating the Future: The Massachusetts Comeback and Its Promise for America. New York: Summit Books, 1988.

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Book | 1986

The Change Masters

R. M. Kanter

Keywords: Change;

Citation:
Kanter, R. M. The Change Masters. Newstrack, 1986. Audio. (Two Audio-cassettes.)

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Book | 1986

The Art of Innovation: How to Be a Change Master

R. M. Kanter

Keywords: Innovation and Invention; Change;

Citation:
Kanter, R. M. The Art of Innovation: How to Be a Change Master. Nightingale-Conant, 1986. Audio. (Six Audio-cassettes.)

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Book | 1986

Change Masters: Putting the Theory into Action

R. M. Kanter

Keywords: Change; Theory;

Citation:
Kanter, R. M. Change Masters: Putting the Theory into Action. Encyclopedia Britannica Films, 1986. Video.

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Book | 1986

Change Masters: Understanding the Theory

R. M. Kanter

Keywords: Change; Theory;

Citation:
Kanter, R. M. Change Masters: Understanding the Theory. Encyclopedia Britannica Films, 1986. Video.

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Book | 1984

The Middle Manager as Innovator

R. M. Kanter

Keywords: Innovation and Invention; Management;

Citation:
Kanter, R. M. The Middle Manager as Innovator. Harvard Business Review Video Series. MTI Teleprograms, 1984. Video.

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Book | 1984

The Change Masters

R. M. Kanter

Keywords: Change;

Citation:
Kanter, R. M. The Change Masters. Advanced Management Reports, 1984. Audio.

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Book | 1984

Managing Change, The Human Dimension

R. M. Kanter

Keywords: Innovation and Invention; Management;

Citation:
Kanter, R. M. Managing Change, The Human Dimension. Goodmeasure, Inc., 1984. Video.

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Book | 1983

The Change Masters: Innovation for Productivity in the American Corporation

Rosabeth M. Kanter

Keywords: Innovation and Management;

Citation:
Kanter, Rosabeth M. The Change Masters: Innovation for Productivity in the American Corporation. New York: Simon & Schuster, 1983. (Translated in Japanese. Reprintings include Chapter 10 in The Political Environment of Public Management, edited by Pollins, 1993. Chapter 9 in Quality and Productivity Management vol. 9, no. 4, 1992, pp. 33-59. Chapter 10 in Contemporary Ideas on Management, edited by J.W. Newstrom and J.L. Pierce. Duluth: University of Minnesota, 1985. Chapter 9 in Readings in Human Resource Management, edited by M. Beer and B. Spector. New York: Free Press, 1985. Chapter 10 in Organizations Close Up, edited by J.L. Gibson, J.M. Ivancevich, and J.H. Donnelly. Plano, TX: Business Publications, Inc., 1985. Chapter 2 in The Handbook of Research on Educational Administration, edited by D. Griffiths. 1985. Chapters 2 and 6 in The Leader Manager, edited by J. Williamson. Eden Prairie, MN: Wilson Learning Corporation, 1984. Portions of Ch. 12 in Directors and Boards, 1984. Ch. 10 in Management Review.)

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Book | 1981

PQWL: The Productivity-Quality of Work Life Program

R. M. Kanter

Keywords: Quality; Work-Life Balance; Programs;

Citation:
Kanter, R. M. PQWL: The Productivity-Quality of Work Life Program. Goodmeasure, Inc., 1981. Video. (Slide-tape and Videotape.)

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Book | 1979

Life in Organizations: Workplaces as People Experience Them

Rosabeth M. Kanter and B. A. Stein

Keywords: Working Conditions;

Citation:
Kanter, Rosabeth M., and B. A. Stein. Life in Organizations: Workplaces as People Experience Them. New York: Basic Books, 1979.

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Book | 1979

Financial Support of Women's Programs in 1970s

R. M. Kanter

Keywords: Money; Programs;

Citation:
Kanter, R. M. Financial Support of Women's Programs in 1970s. New York: Ford Foundation, 1979. (Prepared by a committee of the Ford Foundation.)

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Book | 1979

The Tale of "O": On Being Different

R. M. Kanter

Citation:
Kanter, R. M. The Tale of "O": On Being Different. Goodmeasure, Inc., 1979. Video. (Slide-tape, Videotape & Film.)

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Book | 1977

Work and Family in the United States: A Critical Review and Policy Agenda

R. M. Kanter

Keywords: Work-Life Balance; Policy; Information; United States;

Citation:
Kanter, R. M. Work and Family in the United States: A Critical Review and Policy Agenda. Social Science Frontiers. New York: Russell Sage Foundation, 1977. (Reprintings: Chapters 1-3 in Family Business Review (featured classic), vol. 2, spring 1989, pp. 77-114.)

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Book | 1977

Men and Women of the Corporation

Rosabeth Moss Kanter

Keywords: Gender Characteristics; Business Ventures;

Citation:
Kanter, Rosabeth Moss. Men and Women of the Corporation. New York: Basic Books, 1977. (Italian, Edizioni Olivares; Japanese, Japan Productivity Center. Excerpts in Working in America, edited by A.S. Wharton, Mountain View, Calif.: Mayfield, 1998. Other reprinting information available from publisher.)

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Book | 1975

Another Voice: Feminist Perspectives on Social Life and Social Science

M. Millman and R. M. Kanter

Keywords: Gender Characteristics; Perspective; Society; Science;

Citation:
Millman, M., and R. M. Kanter, eds. Another Voice: Feminist Perspectives on Social Life and Social Science. New York: Doubleday, 1975.

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Book | 1973

Communes: Creating and Managing the Collective Life

R. M. Kanter

Keywords: Civil Society or Community; Management;

Citation:
Kanter, R. M., ed. Communes: Creating and Managing the Collective Life. New York: Harper & Row, 1973.

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Book | 1972

Commitment and Community: Communes and Utopias in Sociological Perspective

R. M. Kanter

Keywords: Civil Society or Community; Happiness; Science; Perspective;

Citation:
Kanter, R. M. Commitment and Community: Communes and Utopias in Sociological Perspective. Boston, MA: Harvard University Press, 1972. (Reprintings: chapter 2 in The Meaning of Sociology, edited by J.M Charn. Palo Alto, Calif.: Mayfield, 1985; portions in Small Groups and Social Interaction, edited by H.H. Blumberg et al., vol. 2. London: Wiley, 1983; portions in Sociology, edited by R. Perrucci. Minneapolis: Wets, 1983; chapter 3 in Perspectives on the American Community, edited by Roland Warren. Chicago: Rand McNally, 1973 and 1976; chapter 1 in The Family: Its Structure and Functions, edited by Rose Coser. New York: St. Martin's, 1974; chapter 1 in Sociology, Society, and People, edited by R.M. Koss. C.V. Mosby, 1975; and selections in Community and Education, edited by Donald Oliver. San Francisco, 1976.)

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Journal Articles

Article | Stanford Social Innovation Review |

Jobs and Social Innovation

Rosabeth M. Kanter

Keywords: innovation;

Citation:
Kanter, Rosabeth M. "Jobs and Social Innovation." Stanford Social Innovation Review 11, no. 2 (Spring 2013): 34–36.

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Article | Huffington Post, The Blog |

Revitalizing America: Whatever the Question, National Service Is an Answer

Rosabeth Moss Kanter

Citation:
Kanter, Rosabeth Moss. "Revitalizing America: Whatever the Question, National Service Is an Answer." Huffington Post, The Blog (January 13, 2013).

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Article | Harvard Business Review |

Evolve (Again)

Rosabeth M. Kanter

Frenzy over social networks and interactive media can produce equally overhyped predictions that everything will change, not to mention money-losing investments in silly ventures. Separating enduring strategic lessons from the hype can help avoid a new crash. Hint: the lessons don't include rushing to fund start-ups on the basis of back-of-the-envelope calculations. The tools are changing, but not the rules about change. Encouraging self-organizing networks to let them investigate whatever they want to through company channels can produce new business ideas, as IBM found in the early days of virtualization. When talented employees leave to start ventures, smart companies keep them in the family through seed-capital investments or alumni groups. Experiments with other models, whether internal or with partners, provide experience and readiness for future change. Learning from partners, or from corporate venture capital investments, is a strategic capability.

Keywords: Business Startups; Venture Capital; Investment; Technological Innovation; Organizational Change and Adaptation; Partners and Partnerships;

Citation:
Kanter, Rosabeth M. "Evolve (Again)." Harvard Business Review 89, nos. 7-8 (July – August 2011): 36.

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Article | Harvard Business Review |

Enriching the Ecosystem

Rosabeth Moss Kanter

To remain a leader in innovation, the United States needs the support of foundational institutions that help seed, grow, and renew enterprises. Historically, these institutions-such as universities, venture creators, labor markets, and job-training programs-have tended to operate in silos. But they are far more effective when they're networked. By collaborating to bridge the gaps between them, business, academic, and policy leaders can help generate more ideas, start-ups, company growth, global competitors, and prosperity. In this article, I outline an agenda for strengthening the links between key institutions. Leaders, I argue, should focus on four goals: 1) linking knowledge creation to venture creation to speed the conversion of ideas into market-ready enterprises; 2) linking small and large enterprises to promote the growth of younger companies and revitalize large corporations through partnerships with innovative SMEs; 3) improving the match between education and employment opportunities, through apprenticeship programs and other education-industry links; and 4) linking leaders across sectors to develop regional strategies and produce scalable models. In all four of these areas, promising models have already begun to emerge. By highlighting the most successful institutions and what can be learned from them, I show how America can create a richer, more competitive business ecosystem.

Keywords: Innovation and Invention; Organizations; Research and Development; Social and Collaborative Networks; Growth and Development Strategy; United States;

Citation:
Kanter, Rosabeth Moss. "Enriching the Ecosystem." Harvard Business Review 90, no. 3 (March 2012).

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Journal Article | Harvard Business Review |

Courage in the C-Suite

Rosabeth M. Kanter

Citation:
Kanter, Rosabeth M. "Courage in the C-Suite." Harvard Business Review 89, no. 12 (December 2011).

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Article | Harvard Business Review |

How Great Companies Think Differently

Rosabeth Moss Kanter

Corporate leaders have long subscribed to the belief that the sole purpose of business is to make money. That narrow view, deeply embedded in the American capitalist system, molds the actions of most corporations, constraining them to focus on maximizing short-term profits and returns to shareholders at the expense of worker safety and health, the environment, and society in general. In this article, I argue that a very different logic informs the practices of most high-performing and sustainable companies: institutional logic. These companies believe that they are more than money-making machines: they are a vehicle for advancing societal goals. They deliver more than just financial returns; they also build enduring institutions. At great companies researched for this article, institutional logic takes its place beside financial logic in managerial decision making. Six facets of institutional logic—a common purpose, a long-term focus, emotional engagement, partnering with the public, innovation, and self-organization—radically alter leadership and corporate behavior and form the building blocks of a more sustainable competitive advantage.

Keywords: Decision Choices and Conditions; Profit; Leadership; Corporate Social Responsibility and Impact; Business and Shareholder Relations; Behavior; Social Issues; Competitive Advantage;

Citation:
Kanter, Rosabeth Moss. "How Great Companies Think Differently." Harvard Business Review 89, no. 11 (November 2011).

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Article | Harvard Business Review |

The Cure for Horrible Bosses

Rosabeth M. Kanter

Keywords: Management;

Citation:
Kanter, Rosabeth M. "The Cure for Horrible Bosses." Harvard Business Review 89, no. 10 (October 2011).

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Book Review | American Journal of Sociology |

Book review of Learning by Example: Imitation and Innovation at a Global Bank, by David Strang.

Rosabeth M. Kanter

Keywords: Learning; Innovation and Invention;

Citation:
Kanter, Rosabeth M. "Book review of Learning by Example: Imitation and Innovation at a Global Bank, by David Strang." American Journal of Sociology 116, no. 6 (May 2011).

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Article | Harvard Business Review |

Zoom In, Zoom Out

Rosabeth Moss Kanter

Zoom buttons on digital devices let us examine images from many viewpoints. They also provide an apt metaphor for modes of strategic thinking. Some people prefer to see things up close, others from afar. Both perspectives have virtues. But they should not be fixed positions, says Harvard Business School's Kanter. To get a complete picture, leaders need to zoom in and zoom out. A close-in perspective is often found in relationship-intensive settings. It brings details into sharp focus and makes opportunities look large and compelling. But it can have significant downsides. Leaders who prefer to zoom in tend to create policies and systems that depend too much on politics and favors. They can focus too closely on personal status and on turf protection. And they often miss the big picture. When leaders zoom out, they can see events in context and as examples of general trends. They are able to make decisions based on principles. Yet a far-out perspective also has traps. Leaders can be so high above the fray that they don't recognize emerging threats. Having zoomed out to examine all possible routes, they may fail to notice when the moment is right for action on one path. They may also seem too remote and aloof to their staffs. The best leaders can zoom in to examine problems and then zoom out to look for patterns and causes. They don't divide the world into extremes-idiosyncratic or structural, situational or strategic, emotional or contextual. The point is not to choose one over the other but to learn to move across a continuum of perspectives.

Keywords: Strategy; Cognition and Thinking; Perspective; Leadership; Opportunities; Decisions;

Citation:
Kanter, Rosabeth Moss. "Zoom In, Zoom Out." Harvard Business Review 89, no. 3 (March 2011).

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Article | Alabama Law Review |

Values, Purpose, Meaning, and Expectations: Why Culture and Context Matter

Rosabeth M. Kanter

The "rational person" standard, based on assumptions of economic self-interest, has long prevailed in legal reasoning. But understanding of decision making, behavioral choices, and possibilities for action must be enlarged to include a variety of factors that give meaning to any circumstance and thus shape behavior: past experience, expectations about the future, group membership, and cultural values. This article opens with a series of thought experiments to explore the potential behavioral implications of a hypothetical $1,000 to introduce the idea that context, history, and values shape perceptions and expectations. These phenomena can propel behaviors that can lead to circumstances improving or deteriorating-upward or downward spirals, or winning and losing streaks. Empirical evidence is drawn from research on companies and teams that have sustained success or deteriorated in their performance, as well as research on the leadership and culture in organizations that endure over time. The focus is on complex interactions unfolding over time rather than the reasoning of particular individuals. But the article also shows how individuals behave in concert because of the self-fueling trajectory in which response provokes response, in either positive or negative directions, in what are more popularly termed winning streaks and losing streaks. Upward spirals produce confidence that motivates effort. Because the positive upward cycle is attributed to one's own actions, people begin to believe that it will never end: assertions are made that the laws of the universe have changed, that business cycles have disappeared, and that success is inevitable. Conversely, when things are going down, people start believing they will always go down. Success breeds success, and failure or loss breeds loss. The article argues for a broader explanation of behavior beyond economic instrumentality. It is time to turn again to psychology, sociology, and anthropology to explain and predict human behavior. Then we can understand that rationality also includes things that were once considered irrational, such as altruism or sacrifice in the interest of the greater good.

Keywords: Standards; Interests; Decision Making; Behavior; Value; Groups and Teams; Performance Expectations; Organizational Culture; Leadership; Business Cycles; Forecasting and Prediction; Motivation and Incentives;

Citation:
Kanter, Rosabeth M. "Values, Purpose, Meaning, and Expectations: Why Culture and Context Matter." 62, Rev. 1033 Alabama Law Review (2011).

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Article | Harvard Business Review |

Work Pray Love

Rosabeth M. Kanter

This article identifies five problematic issues in the intersection of work and life that create human resource challenges for organizations and their employees. These include work overload, the slow pace of adopting telecommuting, gender-related pay gaps, a household division of labor that still saddles women with a disproportionate share of caretaking chores, and the question of religious expression in the workplace.

Keywords: Human Resources; Problems and Challenges; Work-Life Balance; Technology Adoption; Gender Characteristics; Wages; Religion;

Citation:
Kanter, Rosabeth M. "Work Pray Love." Harvard Business Review 88, no. 12 (December 2010).

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Journal Article | MIT Sloan Management Review |

How to Do Well and Do Good

Rosabeth M. Kanter

Citation:
Kanter, Rosabeth M. "How to Do Well and Do Good." MIT Sloan Management Review 51, no. 2 (September 2010).

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Column | Harvard Business Review |

Powerlessness Corrupts

Rosabeth M. Kanter

Powerlessness damages organizations--especially in the middle ranks, says HBR columnist Rosabeth Moss Kanter. Hemmed in by rules and treated as unimportant, people get even with management by overcontrolling their own turf. Kanter urges leaders to give employees opportunities to make meaningful contributions, because small wins along those lines can propel big changes.

Keywords: Employee Relationship Management; Opportunities; Behavior; Motivation and Incentives; Power and Influence;

Citation:
Kanter, Rosabeth M. "Powerlessness Corrupts." Harvard Business Review 88, nos. 7-8 (July–August 2010).

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Column | Harvard Business Review |

Block-by-Blockbuster Innovation

Rosabeth Moss Kanter

Executives often find themselves debating the merits of incremental innovations versus game-changers, but that's a false dichotomy, says HBR columnist Rosabeth Moss Kanter. Even if a company is lucky enough to come up with the next Kindle, Swiffer, or smartphone, blockbuster products don't spring to life or work in the marketplace without the many small changes that make breakthroughs possible, such as tweaks to processes and market development. Kanter proposes a systemic approach to generating all kinds and levels of innovation.

Keywords: Innovation and Management; Resource Allocation; Product; Business Processes; Risk and Uncertainty;

Citation:
Kanter, Rosabeth Moss. "Block-by-Blockbuster Innovation." Harvard Business Review 88, no. 5 (May 2010): 38.

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Column | Harvard Business Review |

Think Outside the Building

Rosabeth Moss Kanter

Keywords: Cognition and Thinking;

Citation:
Kanter, Rosabeth Moss. "Think Outside the Building." Harvard Business Review 88, no. 3 (March 2010).

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Journal Article | Harvard Business Review |

What Would Peter Say?

Rosabeth Moss Kanter

Heeding the wisdom of Peter Drucker might have helped us avoid - and will help us solve - numerous challenges, from restoring trust in business to tackling climate change. He issued early warnings about excessive executive pay, the auto industry's failure to adapt and innovate, competitive threats from emerging markets, and the perils of neglecting nonprofit organizations and other agents of societal reform. If he were still here, a century after his birth, what would he say about the path forward? The essential Drucker can be summarized in three themes: First, management should be a profession, and executives and managers should remember that their primary job is to look out for the long-term health of their organizations. That means taking responsibility for social well-being, not just wealth. Second, knowledge workers cannot be controlled; they must be motivated. Such employees must see a purpose more meaningful than personal profit. And third, nonprofits are necessary ingredients for producing a good society, one in which businesses can thrive. It is critical to invest in them. Drucker was not a revolutionary. He merely asked that we constantly challenge our assumptions. He preached steadiness and vision, recognizing that leading in turbulent times requires foresight about where things are heading as well as judgment about what not to change.

Keywords: Judgments; Employee Relationship Management; Leadership; Goals and Objectives; Management Practices and Processes; Organizational Change and Adaptation; Business and Community Relations; Business and Government Relations; Business and Shareholder Relations;

Citation:
Kanter, Rosabeth Moss. "What Would Peter Say?" Harvard Business Review 87, no. 11 (November 2009).

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Article | Harvard Business Review |

Mergers That Stick

Rosabeth Moss Kanter

Keywords: Mergers and Acquisitions;

Citation:
Kanter, Rosabeth Moss. "Mergers That Stick." Harvard Business Review 87, no. 10 (October 2009).

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Article | Harvard Business Review |

Transforming Giants

Rosabeth M. Kanter

Keywords: Transformation;

Citation:
Kanter, Rosabeth M. "Transforming Giants." Special Issue on HBS Centennial. Harvard Business Review 86, no. 1 (January 2008): 43–52.

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Article | Harvard Business Review |

Innovation: The Classic Traps

Rosabeth Moss Kanter

Keywords: Innovation and Invention;

Citation:
Kanter, Rosabeth Moss. "Innovation: The Classic Traps." Harvard Business Review 84, no. 11 (November 2006).

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Journal Article | U.S. News & World Report |

The Matter with the Mainstream

Rosabeth M. Kanter

Citation:
Kanter, Rosabeth M. "The Matter with the Mainstream." U.S. News & World Report (October 30, 2006), pp. 93–94.

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Article | CommonWealth |

From White Collar to White Coat

Rosabeth M. Kanter

Keywords: Business Ventures; Health;

Citation:
Kanter, Rosabeth M. "From White Collar to White Coat." CommonWealth 11, no. 3 (spring 2006): 52–57.

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Article | Academy of Management Learning & Education |

What Theories Do Audiences Want? Exploring the Demand Side

Rosabeth M. Kanter

Keywords: Theory;

Citation:
Kanter, Rosabeth M. "What Theories Do Audiences Want? Exploring the Demand Side." Academy of Management Learning & Education 4, no. 1 (March 2005): 93–95.

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Article | Leader to Leader |

How Leaders Gain (and Lose) Confidence: An Interview with Rosabeth Moss Kanter

Rosabeth M. Kanter

Keywords: Leadership; Information;

Citation:
Kanter, Rosabeth M. "How Leaders Gain (and Lose) Confidence: An Interview with Rosabeth Moss Kanter." Leader to Leader 35 (winter 2005): 21–27.

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Article | Academy of Management Executive |

Retrospective: Rosabeth Moss Kanter's Men and Women of the Corporation and The Change Masters," and "Changing Organizational Structures: An Interview with Rosabeth Moss Kanter

Rosabeth M. Kanter

Keywords: Information; Employees; Business Ventures; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M. Retrospective: Rosabeth Moss Kanter's Men and Women of the Corporation and The Change Masters," and "Changing Organizational Structures: An Interview with Rosabeth Moss Kanter. Academy of Management Executive 18 (May 2004): 92–111.

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Article | European Business Forum |

Exploring the Innovation Pyramid

Rosabeth Moss Kanter

Keywords: Innovation and Invention;

Citation:
Kanter, Rosabeth Moss. "Exploring the Innovation Pyramid." European Business Forum 16 (winter 2003/2004).

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Article | Harvard Business Review |

Leadership and the Psychology of Turnarounds

Rosabeth M. Kanter

Keywords: Leadership;

Citation:
Kanter, Rosabeth M. "Leadership and the Psychology of Turnarounds." Harvard Business Review 81, no. 6 (June 2003).

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Article | MIT Sloan Management Review |

Strategy As Improvisational Theater

Rosabeth M. Kanter

Keywords: Strategy;

Citation:
Kanter, Rosabeth M. "Strategy As Improvisational Theater." MIT Sloan Management Review 43, no. 2 (winter 2002).

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Article | World Link |

Rising to Rising Expectations

Rosabeth M. Kanter

Keywords: Performance Expectations;

Citation:
Kanter, Rosabeth M. "Rising to Rising Expectations." Strategy for Living in a Changing World. World Link XV, no. i (January/February 2002): 70–74.

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Article | Business and Society Review |

See No Evil, Hear No Evil, Speak No Evil" - Leaders Must Respond to Employee Concerns About Wrongdoing

Bob Gandossy and Rosabeth M. Kanter

Keywords: Employee Relationship Management;

Citation:
Gandossy, Bob, and Rosabeth M. Kanter. See No Evil, Hear No Evil, Speak No Evil" - Leaders Must Respond to Employee Concerns About Wrongdoing." Business and Society Review 107, no. 4 (winter 2002): 415–422.

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Journal Article | Harvard Business Review |

The Ten Deadly Mistakes of Wanna-Dots

R. M. Kanter

Citation:
Kanter, R. M. "The Ten Deadly Mistakes of Wanna-Dots." Harvard Business Review 79, no. 1 (January 2001): 91–100.

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Article | World Link |

The Webbed Wheels of Commerce

R. M. Kanter

Citation:
Kanter, R. M. "The Webbed Wheels of Commerce." World Link (January–February 2001).

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Journal Article | World Link |

How E-Smart Are You?

R. M. Kanter

Citation:
Kanter, R. M. "How E-Smart Are You?" World Link (January–February 2000).

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Article | Organizational Dynamics |

Change is Everyone's Job: Managing the Extended Enterprise in a Globally-Connected World

R. M. Kanter

Keywords: Change; Jobs and Positions; Management; Global Range; Business Ventures; Networks;

Citation:
Kanter, R. M. "Change is Everyone's Job: Managing the Extended Enterprise in a Globally-Connected World." Organizational Dynamics 28, no. 1 (summer 1999). (Reprintings include The Organizational Behavior Reader, edited by Osland, Kolb, and Rubin. Englewood Cliffs, N.J.: Prentice-Hall, 2000; Annual Editions: Entrepreneurship, Guilford, Conn.: Dushkin/McGraw-Hill, 2000; Harvard-Deusto Business Review, spring 2000. (Spanish translation))

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Article | Leader to Leader |

The Enduring Skills of Change Leaders

R. M. Kanter

Keywords: Change; Leadership; Competency and Skills;

Citation:
Kanter, R. M. "The Enduring Skills of Change Leaders." Leader to Leader 13 (summer 1999). (Reprinted in Ivey Business Journal, May-June 2000, pp. 1-6.)

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Article | Harvard Business Review |

The Social Sector as Beta Site for Business Innovation

R. M. Kanter

Keywords: Business Ventures; Innovation and Invention;

Citation:
Kanter, R. M. "The Social Sector as Beta Site for Business Innovation." Harvard Business Review 77, no. 3 (May–June 1999).

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Article | Harvard Business Review |

From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation

R. M. Kanter

Keywords: Change; Innovation and Invention; Society;

Citation:
Kanter, R. M. "From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation." Harvard Business Review 77, no. 3 (May–June 1999). (Reprinted in Harvard Business Review on Innovation, Boston: Harvard Business School Press, 2001.)

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Article | Washington Quarterly |

Global Competitiveness Revisited

R. M. Kanter

Keywords: Global Range; Competition;

Citation:
Kanter, R. M. "Global Competitiveness Revisited." Washington Quarterly 22, no. 1 (winter 1999): 39–58.

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Article | Academy of Management Executive |

Global Strategy and Its Impact on Local Operations: Lessons from Gillette Singapore

Rosabeth M. Kanter and Thomas D. Dretler

Keywords: Global Range; Strategy; Local Range; Operations; Learning; Production; Consumer Products Industry; Singapore;

Citation:
Kanter, Rosabeth M., and Thomas D. Dretler. "Global Strategy and Its Impact on Local Operations: Lessons from Gillette Singapore." Academy of Management Executive 12, no. 4 (November 1998): 60–68. (Reprinted in Cross-Cultural Management, edited by R. Redding and B. Stening. Celtenham, U.K.: Edward Elgar Publishing, 2002.)

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Article | World Link |

Six Strategic Challenges

R. M. Kanter

Keywords: Strategy; Problems and Challenges;

Citation:
Kanter, R. M. "Six Strategic Challenges." World Link (January–February 1998): 28–34.

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Article | Strategy & Business |

Using Networking for Competitive Advantage: The Lippo Group of Indonesia and Hong Kong

R. M. Kanter

Keywords: Networks; Competition; Indonesia; Hong Kong;

Citation:
Kanter, R. M. "Using Networking for Competitive Advantage: The Lippo Group of Indonesia and Hong Kong." Strategy & Business 2 (summer 1996): 51–65.

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Article | Business and Society Review |

The Good Corporation and How to Get It

Rosabeth M. Kanter

Keywords: Business Ventures;

Citation:
Kanter, Rosabeth M. "The Good Corporation and How to Get It." Business and Society Review, no. 96 (1996): 7–9.

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Article | Leader to Leader |

How Locals Can Win Global Contests

R. M. Kanter

Keywords: Local Range; Global Range;

Citation:
Kanter, R. M. "How Locals Can Win Global Contests." Leader to Leader 1, no. 1 (1996): 25–29.

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Article | American Prospect |

Nice Work if You Can Get It: The Software Industry as a Model for Tomorrow's Jobs

R. M. Kanter

Keywords: Software; Business Ventures; Jobs and Positions;

Citation:
Kanter, R. M. "Nice Work if You Can Get It: The Software Industry as a Model for Tomorrow's Jobs." American Prospect (fall 1995): 52–58.

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Article | Strategy & Business |

The New Business Cosmopolitans

R. M. Kanter

Keywords: Business Ventures;

Citation:
Kanter, R. M. "The New Business Cosmopolitans." Strategy & Business (fall 1995).

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Article | Harvard Business Review |

Thriving Locally in the Global Economy

R. M. Kanter

Keywords: Economy; Global Range; Local Range;

Citation:
Kanter, R. M. "Thriving Locally in the Global Economy." Harvard Business Review 73, no. 5 (September–October 1995): 151–160. (Reprinted in World View: Global Strategies for the New Economy, edited by J. Garten. Boston: Harvard Business School Press, 2000, pp. 227-243.)

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Article | World Link |

When Local Goes Global

R. M. Kanter

Keywords: Global Range; Local Range;

Citation:
Kanter, R. M. "When Local Goes Global." World Link (September–October 1995).

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Journal Article | World Link |

Put People First

R. M. Kanter

Citation:
Kanter, R. M. "Put People First." World Link (September–October 1995).

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Article | Berkeley Journal of Sociology |

Globalization: A New World for Social Inquiry

R. M. Kanter and T. Pittinsky

Keywords: Globalization; Society;

Citation:
Kanter, R. M., and T. Pittinsky. "Globalization: A New World for Social Inquiry." Berkeley Journal of Sociology 40 (1995–1996): 1–20.

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Article | Harvard Business Review |

Collaborative Advantage: The Art of Alliances

R. M. Kanter

Keywords: Alliances;

Citation:
Kanter, R. M. "Collaborative Advantage: The Art of Alliances." Harvard Business Review 72, no. 4 (July–August 1994): 96–108.

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Article | Global Competitor |

Ice Dancing: The Perils of Alliances

R. M. Kanter and P. A. Yatsko

Keywords: Alliances;

Citation:
Kanter, R. M., and P. A. Yatsko. "Ice Dancing: The Perils of Alliances." Global Competitor 1 (May 1994).

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Article | European Management Journal |

Change in the Global Economy

R. M. Kanter

Keywords: Change; Economy; Global Range;

Citation:
Kanter, R. M. "Change in the Global Economy." European Management Journal 12 (March 1994): 1–9.

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Article | Journal of Management Development |

Do Cultural Differences Make a Business Difference? Contextual Factors Affecting Cross-cultural Relationship Success

R. M. Kanter and R. I. Corn

Keywords: Culture; Success;

Citation:
Kanter, R. M., and R. I. Corn. "Do Cultural Differences Make a Business Difference? Contextual Factors Affecting Cross-cultural Relationship Success." Journal of Management Development 13, no. 2 (1994): 5–23. (Reprintings include: Organizational Development and Organizational Learning for Global Business, edited by J.B. Keys and R.M. Fulmer. Binghamton, N.Y.: International Business Press, 1998; Executive Development and Organizational Learning for the Global Economy, edited by J.B. Keys and R.M. Fulmer. Haworth Press, 1995; Managerial Insights from Literature, edited by S. Puffer. Cambridge, Mass.: Blackwell, 1996.)

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Journal Article | Business and Society Review |

Employability Security

R. M. Kanter

Citation:
Kanter, R. M. "Employability Security." Business and Society Review 87 (fall 1993): 11–14. (Reprintings include: Ethical Issues in Business, edited by T. Donaldson and P.H. Werthane. Prentice-Hall, 1995; Ethics in the Workplace, New York: McGraw-Hill, 1995.)

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Journal Article | Academy of Management Executive |

Why Good People Do Bad Things: A Retrospective on the Hubble Fiasco

Rosabeth M. Kanter and B. Stein

Citation:
Kanter, Rosabeth M., and B. Stein. "Why Good People Do Bad Things: A Retrospective on the Hubble Fiasco." Academy of Management Executive 7 (fall 1993): 58–62.

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Article | Frontiers of Health Services Management |

Leadership for Change: The Rest of the Story

R. M. Kanter and B. A. Stein

Keywords: Leadership; Change;

Citation:
Kanter, R. M., and B. A. Stein. "Leadership for Change: The Rest of the Story." Frontiers of Health Services Management 10 (winter 1993): 28–32.

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Article | Journal of Business Venturing |

Engines of Progress V: New England Electric Systems NEES Energy

R. M. Kanter, G. Quinn and J. North

Keywords: Energy Industry; United States;

Citation:
Kanter, R. M., G. Quinn, and J. North. "Engines of Progress V: New England Electric Systems NEES Energy." Journal of Business Venturing 7 (January 1992): 73–89.

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Article | Journal of Business Venturing |

Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: The Enter-Prize Program at Ohio Bell, 1985-90

R. M. Kanter and L. Richardson

Keywords: Design; Entrepreneurship; Business Ventures; Programs; Business History; Telecommunications Industry; Ohio;

Citation:
Kanter, R. M., and L. Richardson. "Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: The Enter-Prize Program at Ohio Bell, 1985-90." Journal of Business Venturing 6 (May 1991): 209–229.

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Article | Harvard Business Review |

Transcending Business Boundaries: Twelve Thousand World Managers View Change

R. M. Kanter

Keywords: Boundaries; Management; Change;

Citation:
Kanter, R. M. "Transcending Business Boundaries: Twelve Thousand World Managers View Change." Harvard Business Review 69, no. 3 (May–June 1991): 151–164.

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Article | Journal of Business Venturing |

Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: Raytheon's New Product Center, 1969-89

R. M. Kanter, J. North, L. Richardson, C. Ingols and J. Zolner

Keywords: Design; Entrepreneurship; Business Ventures; Business History; Manufacturing Industry;

Citation:
Kanter, R. M., J. North, L. Richardson, C. Ingols, and J. Zolner. "Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: Raytheon's New Product Center, 1969-89." Journal of Business Venturing 6 (March 1991): 145–163.

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Article | Harvard Business Review |

Championing Change: An Interview with Bell Atlantic's CEO Raymond Smith

R. M. Kanter

Keywords: Change; Information; Telecommunications Industry;

Citation:
Kanter, R. M. "Championing Change: An Interview with Bell Atlantic's CEO Raymond Smith." Harvard Business Review 69, no. 1 (January–February 1991): 118–130. (Reprintings include Leaders on Leadership, edited by W. Bennis. Boston: Harvard Business School Press, 1992; The Challenge of Organizational Change, edited by R.M. Kanter, B.A. Stein, and T.D. Jick. N.Y.: Free Press, 1992.)

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Article | Journal of Business Venturing |

Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: The New Venture Process at Eastman Kodak, 1983-89

R. M. Kanter, L. Richardson, J. North and E. Morgan

Keywords: Design; Entrepreneurship; Business Ventures; Business History; Consumer Products Industry;

Citation:
Kanter, R. M., L. Richardson, J. North, and E. Morgan. "Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: The New Venture Process at Eastman Kodak, 1983-89." Journal of Business Venturing 6 (January 1991): 63–82.

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Article | Journal of Business Venturing |

Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: Analog Devices Enterprises

R. M. Kanter, J. North, A. P. Bernstein and A. Williamson

Keywords: Design; Entrepreneurship; Business Ventures; Technology;

Citation:
Kanter, R. M., J. North, A. P. Bernstein, and A. Williamson. "Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: Analog Devices Enterprises." Journal of Business Venturing 5 (November 1990): 415–427.

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Journal Article | New England Journal of Public Policy |

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Special Issue on Women and Economic Empowerment. New England Journal of Public Policy 6 (spring/summer 1990).

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Journal Article | Best of Business Quarterly |

Navigating the '90s

R. M. Kanter

Citation:
Kanter, R. M. "Navigating the '90s." Best of Business Quarterly 11 (January 1990): 80–85.

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Article | Harvard Business Review |

The New Managerial Work

R. M. Kanter

Keywords: Management;

Citation:
Kanter, R. M. "The New Managerial Work." Harvard Business Review 67, no. 6 (November–December 1989). (Reprintings include: Ultimate Rewards: What Really Motivates People to Achieve, edited by S. Kerr. Boston: Harvard Business School Press, 1997; Managing People and Organizations, edited by J.J. Gabarro. Boston: Harvard Business School Press, 1992.)

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Article | California Management Review |

Swimming in Newstreams: Mastering Innovation Dilemmas

R. M. Kanter

Keywords: Innovation and Invention;

Citation:
Kanter, R. M. "Swimming in Newstreams: Mastering Innovation Dilemmas." California Management Review 31, no. 4 (summer 1989): 45–69.

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Article | Journal of Communications Research |

Three Tiers for Innovation Research

R. M. Kanter

Keywords: Innovation and Invention; Research;

Citation:
Kanter, R. M. "Three Tiers for Innovation Research." Journal of Communications Research 15 (October 1988): 509–23.

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Article | Harvard Business Review |

The Attack on Pay

R. M. Kanter

Keywords: Compensation and Benefits;

Citation:
Kanter, R. M. "The Attack on Pay." Harvard Business Review 65, no. 2 (March–April 1987).

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Article | Quality Progress |

Quality Leadership and Change

R. M. Kanter

Keywords: Quality; Leadership; Change;

Citation:
Kanter, R. M. "Quality Leadership and Change." Quality Progress (February 1987). (Reprintings include: Goodmeasure, Solving Quality and Productivity Problems. Milwaukee: ASQC Quality Press, 1988; Foundations of Total Quality Management, edited by J.G. Van Matre. Fort Worth, Tex.: Dryden Press, 1995.)

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Article | Personnel |

From Status to Contribution: Organizational Implications of the Changing Basis for Pay

R. M. Kanter

Keywords: Compensation and Benefits; Change;

Citation:
Kanter, R. M. "From Status to Contribution: Organizational Implications of the Changing Basis for Pay." Personnel (January 1987). (Reprinted as "How the New Pay Plans Stack Up." Best of Business Quarterly (fall 1987). Reprintings inlcude: Selected Readings in Strategic Human Resources Management, edited by F.K. Foulkes Englewood Cliffs, N.J.: Prentice-Hall, 1989; Current Approaches to Pay and Benefits, edited by J.N. Matzer Washington, D.C.: International City Management Association, 1988.)

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Article | Journal of Business Venturing |

Supporting Innovation and Venture Development in Established Companies

R. M. Kanter

Keywords: Innovation and Invention; Growth and Development; Business Ventures;

Citation:
Kanter, R. M. "Supporting Innovation and Venture Development in Established Companies." Journal of Business Venturing 1 (fall 1985).

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Article | Management Review |

Managing the Human Side of Change

R. M. Kanter

Keywords: Management; Change;

Citation:
Kanter, R. M. "Managing the Human Side of Change." Management Review (April 1985): 52–56. (Reprinted in Readings in Management, edited by P. DuBose. Englewood Cliffs, N.J.: Prentice-Hall, 1989. Other reprintings on request.)

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Article | Organizational Dynamics |

Reorganizing Part of Honeywell: From Strategy to Structure

R. M. Kanter and J. Buck

Keywords: Strategy; Manufacturing Industry;

Citation:
Kanter, R. M., and J. Buck. "Reorganizing Part of Honeywell: From Strategy to Structure." Organizational Dynamics 13 (winter 1985): 4–25.

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Article | MIT Sloan Management Review |

Innovation: Our Only Hope for Times Ahead?

R. M. Kanter

Keywords: Innovation and Invention;

Citation:
Kanter, R. M. "Innovation: Our Only Hope for Times Ahead?" MIT Sloan Management Review 25, no. 4 (summer 1984): 51–55.

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Article | Harvard Business Review |

The Middle Manager as Innovator

R. M. Kanter

Keywords: Management; Innovation and Invention;

Citation:
Kanter, R. M. "The Middle Manager as Innovator." Harvard Business Review 60, no. 4 (July–August 1982): 95–105. (Reprintings include: Entrepreneurship, Creativity, and Organization, edited by J. Kao. Englewood Cliffs, N.J.: Prentice Hall, 1989; Strategic Management of Technology and Innovation, edited by R. Burgelman and M. Maidique. Homewood, Ill.: Irwin, 1988; The Entrepreneur in Local Government, edited by B.H. Moore. Washington, D.C.: International City Management Association, 1983; Trials and Rewards of the Entrepreneur. Boston: Harvard Business Review Reprint Series, 1983; Strategic Management, edited by Richard G. Hamermesh. N.Y.: Wiley, 1983.)

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Article | Organizational Dynamics |

Dilemmas of Managing Participation

R. M. Kanter

Keywords: Management;

Citation:
Kanter, R. M. "Dilemmas of Managing Participation." Organizational Dynamics 2 (summer 1982): 3–21.

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Article | Theory into Practice |

Power, Leadership, and Participatory Management

R. M. Kanter

Keywords: Power and Influence; Leadership; Management;

Citation:
Kanter, R. M. "Power, Leadership, and Participatory Management." Theory into Practice 21 (autumn 1981): 219–28.

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Article | Annual Review of Sociology |

Organizational Performance: Recent Developments in Measurement

R. M. Kanter and D. Brinkerhoff

Keywords: Organizations; Performance; Measurement and Metrics;

Citation:
Kanter, R. M., and D. Brinkerhoff. "Organizational Performance: Recent Developments in Measurement." Annual Review of Sociology 7 (1981): 321–49.

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Article | MIT Sloan Management Review |

Appraising the Performance of Performance Appraisal

R. M. Kanter and D. Brinkerhoff

Keywords: Performance; Valuation;

Citation:
Kanter, R. M., and D. Brinkerhoff. "Appraising the Performance of Performance Appraisal." MIT Sloan Management Review 21, no. 3 (spring 1980): 3–16.

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Article | OD Practitioner |

The Politicization of Organizational Life

R. M. Kanter

Keywords: Organizations;

Citation:
Kanter, R. M. "The Politicization of Organizational Life." OD Practitioner (1980). (Reprinted in Organization Development Classics, edited by D. Van Eynde, J. Hoy, et al. San Francisco: Jossey-Bass, 1997.)

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Article | Harvard Business Review |

Power Failure in Management Circuits

R. M. Kanter

Keywords: Management;

Citation:
Kanter, R. M. "Power Failure in Management Circuits." Harvard Business Review 57, no. 4 (July–August 1979): 65–75. (Reprintings include Organization Theory: Selected Readings, edited by D.S. Pugh. London: Penguin, 1989; Classics of Organization Theory, edited by J.M. Shafritz. Chicago, Ill.: Dorsey Press, 1986; Harvard Business Review, The Executive Dilemma. N.Y.: Wiley, 1985; The Dynamics of Organization, edited by J.N. Yanouzas 1984; Readings in Organizational Behavior and Performance. Chicago: Scott-Foresman, 1983. Organizational Influence Processes, edited by Porter and Allen. Chicago: Scott-Foresman, 1983; Coping with Difficult Employees. Boston, Mass.: Harvard Business Review Reprint Series, 1983; Perspectives on Public Bureaucracy, edited by F.A. Kramer (Third edition). Cambridge, Mass.: Winthrop, 1981; Executive Success, edited by E.G. Collins N.Y.: Wiley, 1983. McKinsey Award Winners, 1970-1980. Boston: Harvard Business School, 1982.)

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Article | Working Papers for a New Society |

A Good Job is Hard to Find

R. M. Kanter

Keywords: Jobs and Positions;

Citation:
Kanter, R. M. "A Good Job is Hard to Find." Working Papers for a New Society 7 (May–June 1979): 44–50.

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Article | Harvard Womens Law Journal |

Reflections on Women and the Legal Profession: A Sociological Perspective

R. M. Kanter

Keywords: Gender Characteristics; Law; Jobs and Positions; Science; Legal Services Industry;

Citation:
Kanter, R. M. "Reflections on Women and the Legal Profession: A Sociological Perspective." Harvard Womens Law Journal 1 (spring 1978): 1–18.

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Article | Daedalus |

Work in a New America

R. M. Kanter

Keywords: Jobs and Positions;

Citation:
Kanter, R. M. "Work in a New America." Daedalus 107 (winter 1978): 47–78. (Also in A New American?, edited by S. Graubard. N.Y.: Norton, 1980. Reprintings include: Essential Sociology, edited by R.L. Ellis and M.J. Lipetz. Chicago: Scott-Foresman, 1979; (Italian) Quaderni di Rassegna Syndicale, Journal of the Italian Confederation of Workers (CGIL), (excerpts); Sourcebook on Individual Rights in the Corporation, edited by A. Westin N.Y.: Educational Foundation on Individual Rights, 1979; Individual Rights in the Corporation, edited by A. Westin. N.Y.: Pantheon, 1980.)

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Article | American Journal of Sociology |

Families, Family Processes, and Economic Life

R. M. Kanter

Keywords: Family and Family Relationships;

Citation:
Kanter, R. M. "Families, Family Processes, and Economic Life." Supplementary Issue. American Journal of Sociology 82 (January 1978). (Also in Turning Points: Historical and Sociological Essays on the Family, edited by S. Boocock and J. Demos. University of Chicago Press, 1978.)

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Journal Article | Wharton Magazine |

Climbing the Pyramid Alone

R. M. Kanter

Citation:
Kanter, R. M. "Climbing the Pyramid Alone." Wharton Magazine 2 (fall 1977): 38–44. (Reprinted in Managing Organizational Careers, edited by M.A. Morgan. N.Y.: Van Nostrand, 1980.)

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Article | American Journal of Sociology |

Some Effects on Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women

R. M. Kanter

Keywords: Groups and Teams; Gender Characteristics;

Citation:
Kanter, R. M. "Some Effects on Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women." American Journal of Sociology 82 (March 1977): 965–90. (Reprintings include: Representative Bureaucracy, edited by J. Dolan and D. Rosenbloom. M.E. Sharpe, 2002; Readings in Sociology, edited by R. Curtis. Kendall-Hunt Publishing, 1988; Women and Symbolic Interaction, edited by M.J. Deegan and M. Hill. N.Y.: Allen Unwin, 1986; The Gender Gap and Psychotherapy, edited by E. Carmen and P. Ricker. N.Y.: Plenum, 1984; The Substance of Social Deviance, edited by R.A. Farrell and V.L. Swigert. Alfred Publishing, 1978; Sociological Inventory, Vol. 1, 1979; Reader in Complex Organizations, edited by A. Etzioni and E.W. Lehman. N.Y.: Holt, Rinehart & Winston, 1980; Sociology: Contemporary Introductory Readings, edited by J. And A. Stimson. Ithaca, N.Y.: Peacock, 1983.)

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Journal Article | Annual Review of Sociology |

The Differentiation of Life Styles

R. M. Kanter and B. Zablocki

Citation:
Kanter, R. M., and B. Zablocki. "The Differentiation of Life Styles." Annual Review of Sociology 2 (fall 1976): 269–98.

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Article | Journal of Social Issues |

Couple Strain in Communal Households: A Four Factor Model of the Separation Process

R. M. Kanter and D. Jaffe

Keywords: Relationships;

Citation:
Kanter, R. M., and D. Jaffe. "Couple Strain in Communal Households: A Four Factor Model of the Separation Process." Journal of Social Issues 32 (July 1976): 169–91. (Reprinted in Divorce and Separation, edited by G. Levinger and O.C. Moles. N.Y.: Basic, 1979.)

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Article | Psychology Today |

The Job Makes the Person

R. M. Kanter

Keywords: Jobs and Positions;

Citation:
Kanter, R. M. "The Job Makes the Person." Psychology Today (May 1976). (Reprintings include: Breaking Through, edited by B.D. Smith. Addison Wesley Longman, 2001; Organizational Behavior, edited by. D. Kolb. Englewood Cliffs, N.J.: Prentice-Hall, 1989; Management Pragmatics, edited by R.A. Webber. Homewood, Ill.: Richard D. Irwin, 1979.)

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Article | Signs: Journal of Women in Culture and Society |

Comment VI: Research Styles and Intervention Strategies--An Argument for a Social Structural Model

Rosabeth M. Kanter

Keywords: Research; Strategy; Society;

Citation:
Kanter, Rosabeth M. "Comment VI: Research Styles and Intervention Strategies--An Argument for a Social Structural Model." Signs: Journal of Women in Culture and Society 2 (spring 1976): 282–91. (Also in Women and the Workplace: The Implications of Occupational Segregation, edited by M. Blazall and B. Reagan. Chicago: University of Chicago Press, 1976.)

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Journal Article | Journal of Contemporary Social Issues |

The New Utopian Vision? Bringing Community to the Family

R. M. Kanter

Citation:
Kanter, R. M. "The New Utopian Vision? Bringing Community to the Family." Journal of Contemporary Social Issues (1976). (Reprintings include: Marriage and Family: Coping with Change, edited by L. Cargan. Belmont, Calif.: Wadsworth, 1984.)

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Article | Sociological Inquiry |

Women and the Structure of Organizations: Explorations in Theory and Behavior

R. M. Kanter

Keywords: Gender Characteristics; Organizations; Theory; Behavior;

Citation:
Kanter, R. M. "Women and the Structure of Organizations: Explorations in Theory and Behavior." Sociological Inquiry 45, nos. 2-3 (1975). (Also in Another Voice, edited by M. Millman and R.M. Kanter. N.Y.: Doubleday Anchor, 1975; Reprintings include: The Management of Libraries: Basic Readings, edited by B.P. Lynch. Neil Schuman, 1985; The Sociology of Organizations: Basic Studies, edited by O. Grusky and G.A. Miller (Rev. ed.) N.Y.: Free Press, 1980;.)

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Article | Working Papers for a New Society |

Communes in Cities

R. M. Kanter

Keywords: Relationships;

Citation:
Kanter, R. M. "Communes in Cities." Working Papers for a New Society 2 (summer 1974): 36–44. (Reprintings include: Sociology Full Circle, edited by W. Feigelman. Second Edition. N.Y.: Praeger, 1976; Co-ops, Communes, and Collectives, edited by J. Case and R. Taylor. N.Y.: Pantheon, 1979.)

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Journal Article | Sociological Quarterly |

Intimate Oppression

R. M. Kanter

Citation:
Kanter, R. M. "Intimate Oppression." Sociological Quarterly 15 (spring 1974): 302–14.

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Article | Journal of Applied Behavioral Science |

Evaluating Alternatives and Alternative Values

R. M. Kanter and L. Zurcher

Keywords: Values and Beliefs;

Citation:
Kanter, R. M., and L. Zurcher. "Evaluating Alternatives and Alternative Values." Journal of Applied Behavioral Science 9 (May 1973): 381–97.

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Article | Sociological Inquiry |

Utopian Communities

R. M. Kanter

Keywords: Society;

Citation:
Kanter, R. M. "Utopian Communities." Sociological Inquiry 43, nos. 3-4 (1973): 263–90. (Also in The Community: Approaches and Applications, edited by M.P. Effrat N.Y.: Free Press, 1974.)

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Article | American Behavioral Scientist |

Commitment and the Internal Organization of Millenial Movements

R. M. Kanter

Citation:
Kanter, R. M. "Commitment and the Internal Organization of Millenial Movements." American Behavioral Scientist 16 (November–December 1972): 219–43.

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Article | Sociological Inquiry |

Symbolic Interactionism and Politics in Systemic Perspective

R. M. Kanter

Keywords: Society; System;

Citation:
Kanter, R. M. "Symbolic Interactionism and Politics in Systemic Perspective." Sociological Inquiry 42, nos. 3-4 (1972). (Also in Perspectives on Political Sociology, edited by A. Effrat. Indianapolis: Bobbs-Merrill, 1972.)

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Article | Psychology Today |

Communes

R. M. Kanter

Keywords: Relationships;

Citation:
Kanter, R. M. "Communes." Psychology Today (July 1970). (Reprintings: Psychologie (France); The Nuclear Family in Crisis, by M. Gordon. N.Y.: Harper and Row, 1972; Readings in Society Today, CRM Books; Sociology and Youth, by P.K. Manning and M. Truzzi. Englewood Cliffs, N.J.: Prentice Hall, 1972; Japanese Psychology Today; SIMSOC: A Manual for Participants, by W.A. Gamson. Second Edition. N.Y.: Free Press.)

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Article | American Sociological Review |

Commitment and Social Organization: A Study of Commitment Mechanisms in Utopian Communities

R. M. Kanter

Keywords: Organizations; Society;

Citation:
Kanter, R. M. "Commitment and Social Organization: A Study of Commitment Mechanisms in Utopian Communities." American Sociological Review 35 (August 1968): 499–517. (Sociology: Students and Society, by J. Rabow. Los Angeles: Goodyear, 1972; Currents of Unrest: An Introduction to Collective Behavior, by O.E. Klapp. Englewood Cliffs, N.J.: Prentice Hall (Tables); Social Psychology for Sociologists, by D. Field. London: Nelson, 1974; The Sociology of Religion, by S. Bruce. Cheltenham, U.K.: Edward Elgar, 1994.)

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Book Chapters

Chapter | The Handbook for Teaching Leadership: Knowing, Doing, and Being | 2012

Re-Developing Leaders: The Harvard Advanced Leadership Experiment in Even Higher Education

Rosabeth M. Kanter

Keywords: Leadership Development; Higher Education; Education Industry;

Citation:
Kanter, Rosabeth M. "Re-Developing Leaders: The Harvard Advanced Leadership Experiment in Even Higher Education." In The Handbook for Teaching Leadership: Knowing, Doing, and Being, edited by Scott Snook, Nitin Nohria, and Rakesh Khurana, 507–524. Thousand Oaks, CA: Sage Publications, 2011.

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Chapter | Handbook of Leadership Theory and Practice | 2010

Leadership in a Globalizing World

Rosabeth Moss Kanter

In this chapter, world-renowned business expert, author, and Harvard Business School professor Rosabeth Moss Kanter asks the question, "Is leadership different in a globalizing world--one of broadening horizons and burgeoning sources of ideas and supplies--than in other contexts?" The answer is a resounding yes. Kanter identifies three aspects of globalization--increased uncertainty, complexity, and diversity--that fundamentally reshape the work leaders must perform. Based on field observations of leaders in large global firms, she finds that these forces shape the context of three distinctive tasks leaders face as they guide their organizations and influence the constituencies that surround them: 1) institutional work to deal with uncertainty, 2) integrative work to deal with complexity, and 3) identity work to deal with diversity. With compelling examples of global leadership within international companies such as IBM, Cemex, Procter & Gamble, and Paris-based advertising and communications giant Publicis Groupe, Kanter builds a strong case for making these organizations and their leaders the focus of further research and study.

Keywords: Diversity Characteristics; Globalized Firms and Management; Leadership; Research; Risk and Uncertainty; Complexity;

Citation:
Kanter, Rosabeth Moss. "Leadership in a Globalizing World." Chap. 20 in Handbook of Leadership Theory and Practice, edited by Nitin Nohria, and Rakesh Khurana. Harvard Business Press, 2010.

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Chapter | Crossing the Divide: Intergroup Leadership in a World of Difference | 2009

Creating Common Ground: Propositions about Effective Intergroup Leadership

Rosabeth M. Kanter

Keywords: Groups and Teams; Leadership; Organizational Design;

Citation:
Kanter, Rosabeth M. "Creating Common Ground: Propositions about Effective Intergroup Leadership." In Crossing the Divide: Intergroup Leadership in a World of Difference, edited by T. Pittinsky. Harvard Business Press, 2009.

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Chapter | Oxford Handbook of Sociology and Organization Studies | 2009

Position and Emotion: The Significance of Georg Simmel's Structural Theories for Leadership and Organizational Behavior

Rosabeth Moss Kanter and Rakesh Khurana

Keywords: Leadership; Rank and Position; Status and Position; Organizational Culture;

Citation:
Kanter, Rosabeth Moss, and Rakesh Khurana. "Position and Emotion: The Significance of Georg Simmel's Structural Theories for Leadership and Organizational Behavior." In Oxford Handbook of Sociology and Organization Studies, edited by Paul S. Adler. Oxford, U.K.: Oxford University Press, 2009.

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Chapter | The Virtuous Organization: Insights from Some of the World's Leading Management Thinkers | 2008

The Corporate Conduct Continuum: From 'Do No Harm' to 'Do Lots of Good'

Rosabeth M. Kanter

Keywords: Ethics; Corporate Social Responsibility and Impact;

Citation:
Kanter, Rosabeth M. "The Corporate Conduct Continuum: From 'Do No Harm' to 'Do Lots of Good'." Chap. 14 in The Virtuous Organization: Insights from Some of the World's Leading Management Thinkers, edited by Charles C. Manz, Kim S. Cameron, Karen P. Manz, and Robert D. Marx, 279–286. Singapore, New Jersey, and London: World Scientific, 2008.

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Chapter | Business Solutions for the Global Poor: Creating Social and Economic Value | 2007

When Giants Discover the Disadvantaged

Rosabeth M. Kanter

Citation:
Kanter, Rosabeth M. "When Giants Discover the Disadvantaged." In Business Solutions for the Global Poor: Creating Social and Economic Value, edited by V. Kasturi Rangan, John A. Quelch, Gustavo Herrero, and Brooke Barton. John Wiley & Sons, 2007.

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Chapter | The Leader of the Future | 1996

How Cosmopolitan Leaders Build Confidence: A Profile of the Future

Rosabeth M. Kanter

Keywords: Leadership Style; Trust;

Citation:
Kanter, Rosabeth M. "How Cosmopolitan Leaders Build Confidence: A Profile of the Future." In The Leader of the Future, edited by F. Hesselbein, M. Goldsmith, and R. Beckhard. San Francisco: Jossey-Bass, 1996.

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Foreword | The Work and Family Handbook | 2006

Beyond the Myth of Separate Worlds

Rosabeth M. Kanter

Keywords: Personal Characteristics; Attitudes; Perspective; Society;

Citation:
Kanter, Rosabeth M. "Beyond the Myth of Separate Worlds." Foreword to The Work and Family Handbook, edited by M. Pitt-Catsouphes, E.E. Kossek, and S. Sweet. Mahwah, NJ: Lawrence Erlbaum Associates, 2006.

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Chapter | Leadership and Governance from the Inside Out | 2004

How Leaders Restore Confidence

R. M. Kanter

Keywords: Leadership; Trust;

Citation:
Kanter, R. M. "How Leaders Restore Confidence." In Leadership and Governance from the Inside Out, edited by Robert Gandossy, and Jeffrey Sonnenfeld, 39 – 49. New York: John Wiley & Sons, 2004.

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Chapter | The Internet and the University | 2003

Can Higher Education 'Evolve'?

Rosabeth M. Kanter

Keywords: Higher Education; Change;

Citation:
Kanter, Rosabeth M. "Can Higher Education 'Evolve'?" In The Internet and the University, edited by M. Devlin, R. Larson, and J. Meyerson, pp. 39–80. Boulder, CO: EDUCAUSE, 2003.

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Introduction | Best Practice: Ideas and Insights from the World's Foremost Business Thinkers | 2003

Getting the Best from Best Practices

Rosabeth M. Kanter

Keywords: Management Practices and Processes; Practice; Performance Effectiveness;

Citation:
Kanter, Rosabeth M. "Getting the Best from Best Practices." Introduction to Best Practice: Ideas and Insights from the World's Foremost Business Thinkers, edited by Tom Brown, and Robert Heller. Cambridge, MA: Perseus Publishing, 2003.

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Chapter | Leading for Innovation: And Organizing for Results | 2001

Creating the Culture for Innovation

Rosabeth M. Kanter

Keywords: Innovation and Invention; Organizational Culture; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M. "Creating the Culture for Innovation." In Leading for Innovation: And Organizing for Results, edited by Frances Hesselbein, Marshall Goldsmith, and Iain Somerville. San Francisco: Jossey-Bass, 2001.

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Chapter | Management 21C, Someday We'll All Manage This Way | 2000

Kaleidoscope Thinking

R. M. Kanter

Keywords: Cognition and Thinking;

Citation:
Kanter, R. M. "Kaleidoscope Thinking." In Management 21C, Someday We'll All Manage This Way, edited by S. Chowdhury, 250–61. Financial Times Prentice Hall, 2000.

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Chapter | Car Launch: The Human Side of Managing Change | 1999

Why the Battle Was Won, but the War Was Lost: An Organizational Change Perspective

R. M. Kanter

Keywords: Organizational Change and Adaptation;

Citation:
Kanter, R. M. "Why the Battle Was Won, but the War Was Lost: An Organizational Change Perspective." In Car Launch: The Human Side of Managing Change, edited by G. Roth, and A. Kleiner, 137–47. New York: Oxford University Press, 1999.

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Foreword | Common Interest, Common Good | 1999

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to Common Interest, Common Good, edited by Shirley Sagawa, and Eli Segal. Boston: Harvard Business School Press, 1999.

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Chapter | The Rising Tide | 1998

Small Business and Economic Growth

R. M. Kanter

Keywords: Business Ventures; Economic Growth;

Citation:
Kanter, R. M. "Small Business and Economic Growth." In The Rising Tide, edited by J. J. Jasinowski. New York: John Wiley & Sons, 1998.

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Chapter | Organization Development Classics: The Practice and Theory of Change | 1997

The Politicization of Organizational Life

R. M. Kanter

Keywords: Organizational Change and Adaptation; Organizational Culture; Power and Influence;

Citation:
Kanter, R. M. "The Politicization of Organizational Life." In Organization Development Classics: The Practice and Theory of Change, edited by D. F. Van Eynde, J. C. Hoy, and C. D. VanEynde. San Francisco: Jossey-Bass, 1997.

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Chapter | Rosabeth Moss Kanter on the Frontiers of Management | 1997

The Imagination to Innovate, the Professionalism to Perform, and the Openness to Collaborate: The Leading the Change-Adept Organization

Rosabeth M. Kanter

Keywords: Creativity; Innovation and Invention; Performance Expectations; Cooperation; Leading Change; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M. "The Imagination to Innovate, the Professionalism to Perform, and the Openness to Collaborate: The Leading the Change-Adept Organization." In Rosabeth Moss Kanter on the Frontiers of Management, by R. M. Kanter. Boston: Harvard Business School Press, 1997.

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Chapter | The Organization of the Future | 1997

Restoring People to the Heart of the Organization of the Future

R. M. Kanter

Keywords: Organizational Culture; Organizational Change and Adaptation;

Citation:
Kanter, R. M. "Restoring People to the Heart of the Organization of the Future." In The Organization of the Future, edited by F. Hesselbein, M. Goldsmith, and D. Beckhard, 139–50. San Francisco: Jossey-Bass, 1997.

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Chapter | The Leader of the Future | 1996

World Class Leaders: The Power of Partnering

R. M. Kanter

Keywords: Leadership; Partners and Partnerships;

Citation:
Kanter, R. M. "World Class Leaders: The Power of Partnering." In The Leader of the Future, edited by F. Hesselbein, M. Goldsmith, and R. Beckhard, 89–98. San Francisco: Jossey-Bass, 1996.

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Preface | Mary Parker Follett--Prophet of Management: A Celebration of Writings from the 1920s | 1995

Preface

R. M. Kanter

Citation:
Kanter, R. M. "Preface." Preface to Mary Parker Follett--Prophet of Management: A Celebration of Writings from the 1920s , edited by Pauline Graham. Boston: Harvard Business School Press, 1995.

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Foreword | Innovative Reward Systems for Changing Companies | 1994

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to Innovative Reward Systems for Changing Companies, edited by Thomas Wilson. New York: McGraw-Hill, 1994.

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Afterword | Global Strategy | 1994

Afterword

R. M. Kanter

Citation:
Kanter, R. M. "Afterword." Afterword to Global Strategy, edited by P. Barnevik, and R. M. Kanter. Boston: Harvard Business School Press, 1994.

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Chapter | Aging and Competition: Rebuilding the U.S. Workforce | 1994

U.S. Competitiveness and the Aging Workforce: Toward Organizational and Institutional Change

R. M. Kanter

Keywords: Organizational Change and Adaptation; Human Capital; Age Characteristics; Competition; Trade; United States;

Citation:
Kanter, R. M. "U.S. Competitiveness and the Aging Workforce: Toward Organizational and Institutional Change." In Aging and Competition: Rebuilding the U.S. Workforce, edited by J. A. Auerbach, and J.C. Welch. Washington, D.C.: National Planning Association, 1994.

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Foreword | Reach for the Top: Women and the Changing Facts of Work Life | 1994

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to Reach for the Top: Women and the Changing Facts of Work Life, edited by Nancy Nichols. Boston: Harvard Business School Press, 1994.

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Chapter | Manufacturing Europe 1994: The International Review of Advanced Manufacturing Technology and Management | 1993

Comprehensive Change Strategies: Beyond Piecemeal Projects

R. M. Kanter

Keywords: Change Management; Strategy; Organizational Change and Adaptation;

Citation:
Kanter, R. M. "Comprehensive Change Strategies: Beyond Piecemeal Projects." In Manufacturing Europe 1994: The International Review of Advanced Manufacturing Technology and Management, edited by Peter Dempsey, 167–69. London: Sterling Publications, 1993.

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Chapter | Men and Women of the Corporation | 1977

The View from the 1990s: How the Global Economy is Reshaping Corporate Power and Careers

R. M. Kanter

Keywords: History; Organizational Change and Adaptation; Globalized Firms and Management; Business History; Personal Development and Career; Power and Influence;

Citation:
Kanter, R. M. "The View from the 1990s: How the Global Economy is Reshaping Corporate Power and Careers." In Men and Women of the Corporation, by R. M. Kanter. New York: Basic Books, 1977.

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Foreword | The 100 Best Companies for Minorities | 1993

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to The 100 Best Companies for Minorities, edited by Lawrence Otis Graham, and Pamela Thomas Graham. New York: Plume, 1993.

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Chapter | The Portable MBA in Management | 1993

The Global Manager

R. M. Kanter

Keywords: Globalized Markets and Industries; Managerial Roles;

Citation:
Kanter, R. M. "The Global Manager." In The Portable MBA in Management, edited by A. R. Cohen. New York: John Wiley & Sons, 1993.

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Foreword | Church Leadership | 1993

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to Church Leadership, edited by Lowell Weems. New York: Abingdon Press, 1993.

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Chapter | Networks and Organizations: Structure, Form and Action | 1992

The Relevance of Network Research for Practitioners

R. M. Kanter

Keywords: Networks; Research;

Citation:
Kanter, R. M. "The Relevance of Network Research for Practitioners." In Networks and Organizations: Structure, Form and Action, edited by N. Nohria, and R. C. Eccles. Boston: Harvard Business School Press, 1992.

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Chapter | Networks and Organizations: Structure, Form and Action | 1992

Making Network Research Relevant to Practice

R. M. Kanter and R. G. Eccles

Keywords: Networks; Research; Practice;

Citation:
Kanter, R. M., and R. G. Eccles. "Making Network Research Relevant to Practice." In Networks and Organizations: Structure, Form and Action, edited by N. Nohria, and R. C. Eccles. Boston: Harvard Business School Press, 1992.

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Foreword | The Management of Participation | 1991

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to The Management of Participation, edited by Laura Spencer. Kendall/Hunt Publishing, 1991.

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Chapter | Social Theory for a Changing Society | 1991

The Future of Bureaucracy and Hierarchy in Organizational Theory: A Report from the Field

R. M. Kanter

Keywords: Organizational Structure; Rank and Position;

Citation:
Kanter, R. M. "The Future of Bureaucracy and Hierarchy in Organizational Theory: A Report from the Field." In Social Theory for a Changing Society, edited by P. Bourdieu, and J. Coleman. Boulder, CO: Westview Press, 1991. (University of Chicago/Russell Sage Foundation Conference on "Social Theory and Emerging Issues for a Changing Society," April 1989.)

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Chapter | Designing for Technological Change | 1991

Improving the Acceptance and Use of New Technology: Organizational and Inter-organizational Challenges

R. M. Kanter

Keywords: Technology Adoption; Organizational Change and Adaptation; Organizational Design; Attitudes;

Citation:
Kanter, R. M. "Improving the Acceptance and Use of New Technology: Organizational and Inter-organizational Challenges." In Designing for Technological Change, edited by B. Guile, E. Laumann, and G. Nadler. Washington, D.C.: National Academies Press, 1991.

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Chapter | The Service Management Course | 1990

Banc One Corporation, 1989

R. M. Kanter

Keywords: Banking Industry;

Citation:
Kanter, R. M. "Banc One Corporation, 1989." In The Service Management Course, by C. Hart, J. Heskett, and W. E. Sasser Jr.. NY: Free Press, 1990. (Reprintings include Leaders on Leadership, edited by W. Bennis. Boston: Harvard Business School Press, 1992; The Challenge of Organizational Change, edited by R.M. Kanter, B.A. Stein, and T.D. Jick. N.Y.: Free Press, 1992.)

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Chapter | Socio-Economics: Toward a New Synthesis | 1991

Inter-organizational Bonds and Intra-organizational Behavior: How Alliances and Partnerships Change the Organizations Forming Them

R. M. Kanter and P. S. Myers

Keywords: Alliances; Partners and Partnerships; Organizational Change and Adaptation;

Citation:
Kanter, R. M., and P. S. Myers. "Inter-organizational Bonds and Intra-organizational Behavior: How Alliances and Partnerships Change the Organizations Forming Them." In Socio-Economics: Toward a New Synthesis, edited by P. R. Lawrence, and A. Etzione. Armonk, NY: M.E. Sharpe, 1991.

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Chapter | Handbook of Career Theory | 1989

Careers and the Wealth of Nations: A Macro-Perspective on the Structure and Implications of Careers

R. M. Kanter

Keywords: Welfare or Wellbeing; Macroeconomics;

Citation:
Kanter, R. M. "Careers and the Wealth of Nations: A Macro-Perspective on the Structure and Implications of Careers." In Handbook of Career Theory, edited by M. Arthur, D. T. Hall, and B. Lawrence. Cambridge University Press, 1989.

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Chapter | Business in the Contemporary World | 1988

The New Alliances: How Strategic Partnerships are Reshaping American Business

R. M. Kanter

Keywords: Alliances; Partners and Partnerships; Corporate Strategy; Business Ventures; United States;

Citation:
Kanter, R. M. "The New Alliances: How Strategic Partnerships are Reshaping American Business." In Business in the Contemporary World, edited by H. Sawyer. University Press of America, Inc., 1988.

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Chapter | Productivity and Quality Through Science and Technology | 1988

Managing Change in Innovative Organizations

R. M. Kanter

Keywords: Change Management; Innovation and Management; Organizational Change and Adaptation;

Citation:
Kanter, R. M. "Managing Change in Innovative Organizations." In Productivity and Quality Through Science and Technology, edited by Y. K. Shetty, and V. M. Buehler. Westport, CT: Quorum Books, 1988. (Reprinted in The Quest for Competitiveness, edited by Y.K. Shetty and V.M. Buehler. Westport, Conn.: Quorum Books, 1991.)

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Chapter | Research in Organizational Behavior | 2000

When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organizations

R. M. Kanter

Keywords: Innovation and Management; Organizational Change and Adaptation; Organizational Design;

Citation:
Kanter, R. M. "When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organizations." In Research in Organizational Behavior. Vol. 22, edited by B. Staw, and R. Sutton. Elsevier Science, 2000. (Reprintings include: The Evolution and Adaptation of Organizations, edited by B. Staw and L.L. Cummings. Greenwich, Conn: JAI Press, 1990; Knowledge Management and Organizational Design, edited by P.S. Myers. Boston: Butterworth-Heinemann, 1996, pp. 93-132; Entrepreneurship: The Social Science View, edited by R. Swedberg. Oxford University Press, 2000.)

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Chapter | Handbook for Creative and Innovative Managers | 1988

Change Master Skills: What it Takes to be Creative

R. M. Kanter

Keywords: Creativity; Competency and Skills;

Citation:
Kanter, R. M. "Change Master Skills: What it Takes to be Creative." In Handbook for Creative and Innovative Managers, edited by R. L. Kuhn. New York: McGraw-Hill, 1988.

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Chapter | Handbook for Creative and Innovative Managers | 1988

Change Master Companies: Environments in which Innovations Flourish

R. M. Kanter

Keywords: Innovation and Management; Leading Change; Innovation Leadership;

Citation:
Kanter, R. M. "Change Master Companies: Environments in which Innovations Flourish." In Handbook for Creative and Innovative Managers, edited by R. L. Kuhn. New York: McGraw-Hill, 1988.

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Chapter | Handbook for Creative and Innovative Managers | 1988

Encouraging Innovation and Entrepreneurs in Bureaucratic Companies

R. M. Kanter

Keywords: Innovation and Invention; Corporate Entrepreneurship; Organizational Change and Adaptation; Organizational Design;

Citation:
Kanter, R. M. "Encouraging Innovation and Entrepreneurs in Bureaucratic Companies." In Handbook for Creative and Innovative Managers, edited by R. L. Kuhn. New York: McGraw-Hill, 1988.

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Chapter | Handbook of Nonprofit Organizations | 1986

Doing Well While Doing Good: Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple Constituency Approach

R. M. Kanter

Keywords: Nonprofit Organizations; Performance Evaluation; Performance Productivity;

Citation:
Kanter, R. M. "Doing Well While Doing Good: Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple Constituency Approach." In Handbook of Nonprofit Organizations, edited by W. Powell, and P. DiMaggio. New Haven: Yale University Press, 1986.

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Chapter | How to Compete beyond the 1980's: Perspectives from High Performance Companies | 1985

Providing the Corporate Environment to Foster Innovation

R. M. Kanter

Keywords: Innovation and Management; Organizational Design; Organizational Culture;

Citation:
Kanter, R. M. "Providing the Corporate Environment to Foster Innovation." In How to Compete beyond the 1980's: Perspectives from High Performance Companies. Westport, CT: Quorum Books, 1985. (edited by the Federal Reserve Bank of Atlanta.)

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Chapter | Entrepreneurship in a "Mature Industry" | 1985

Stimulating and Managing Corporate Entrepreneurship: The Auto Industry Connection

R. M. Kanter

Keywords: Corporate Entrepreneurship; Leadership; Business or Company Management; Auto Industry;

Citation:
Kanter, R. M. "Stimulating and Managing Corporate Entrepreneurship: The Auto Industry Connection." In Entrepreneurship in a "Mature Industry", edited by J. Campbell.Michigan Papers in Japanese Studies. Ann Arbor: University of Michigan, Center for Japanese Studies, 1985. (Keynote address for the U.S.-Japan Auto Industry Conference.)

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Chapter | Not as Far as You Think: The Realities of Working Women | 1985

Mastering Change: The Skills we Need

R. M. Kanter

Keywords: Change Management; Competency and Skills;

Citation:
Kanter, R. M. "Mastering Change: The Skills we Need." In Not as Far as You Think: The Realities of Working Women, edited by L. Moore. Lexington, MA: Lexington Books, 1985.

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Chapter | International Labor Markets | 1984

Variations in Managerial Career Structures in High Technology Firms: The Impact of Organizational Characteristics on Internal Labor Market Patterns

R. M. Kanter

Keywords: Personal Development and Career; Organizational Design; Technology Industry;

Citation:
Kanter, R. M. "Variations in Managerial Career Structures in High Technology Firms: The Impact of Organizational Characteristics on Internal Labor Market Patterns." In International Labor Markets, edited by P. Osterman. Cambridge, MA: MIT Press, 1984.

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Chapter | New Futures: The Challenge of Managing Corporate Transitions | 1984

Managing Transitions in Organizational Culture: The Case of Participative Management at Honeywell

R. M. Kanter

Keywords: Organizational Change and Adaptation; Organizational Culture; Change Management; Transition;

Citation:
Kanter, R. M. "Managing Transitions in Organizational Culture: The Case of Participative Management at Honeywell." In New Futures: The Challenge of Managing Corporate Transitions, edited by J. Kimberly, and R. Quinn. Homewood, IL: Dow Jones-Irwin, 1984.

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Chapter | Work and Occupations: Autonomy, Power and Control | 1982

Power and Enterprise in Action: Corporate Middle Managers as Entrepreneurs

R. M. Kanter

Keywords: Corporate Entrepreneurship; Power and Influence; Business or Company Management;

Citation:
Kanter, R. M. "Power and Enterprise in Action: Corporate Middle Managers as Entrepreneurs." In Work and Occupations: Autonomy, Power and Control, edited by M. Cantor, and P. Steward. Los Angeles: Sage Publications, 1982.

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Chapter | A Social Problems Perspective on Social Psychology | 1982

The Social Psychology of Organizations

R. M. Kanter and M. G. Cox

Keywords: Social Psychology; Organizations;

Citation:
Kanter, R. M., and M. G. Cox. "The Social Psychology of Organizations." In A Social Problems Perspective on Social Psychology, edited by D. Perlman, and C. Cozby. New York: Holt, Rinehart and Winston, 1982.

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Chapter | Goodmeasure Publications | 1980

Notes on the Meaning of Commitment to Organizations

Rosabeth M. Kanter

Keywords: Organizations; Emotions; Attitudes;

Citation:
Kanter, Rosabeth M. "Notes on the Meaning of Commitment to Organizations." In Goodmeasure Publications. Cambridge, MA: Goodmeasure, Inc., 1980.

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Chapter | Advances in Experiential Social Processes | 1980

Defining and Experiencing Organizational Structure

R. M. Kanter

Keywords: Organizational Structure;

Citation:
Kanter, R. M. "Defining and Experiencing Organizational Structure." In Advances in Experiential Social Processes. Vol. 2, edited by C. Alderfer, and C. Cooper. London and New York: John Wiley & Sons, 1980.

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Chapter | Proceedings of the Second National Seminar on Individual Rights in the Corporation | 1979

Dilemmas of Participation: Issues in Organization Design and Management

R. M. Kanter

Keywords: Organizational Design; Management Systems; Decision Making;

Citation:
Kanter, R. M. "Dilemmas of Participation: Issues in Organization Design and Management." In Proceedings of the Second National Seminar on Individual Rights in the Corporation, edited by Alan F. Westin, and Stephan Salisbury. New York: Educational Fund for Individual Rights, 1979. (Also in National Forum, spring 1982.)

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Chapter | The United Nations and Decision-Making: The Role of Women | 1978

Changing Organizational Constraints: Toward Promoting Equal Opportunity and Treatment for Women in Public Service Systems

R. M. Kanter

Keywords: Organizational Change and Adaptation; Gender Characteristics; Equality and Inequality; Service Operations; Public Sector;

Citation:
Kanter, R. M. "Changing Organizational Constraints: Toward Promoting Equal Opportunity and Treatment for Women in Public Service Systems." In The United Nations and Decision-Making: The Role of Women. Vol. 2, edited by D. Nicol, and M. Croke. New York: United Nations Institute for Training and Research (UNITAR), 1978.

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Chapter | Proceedings of the First National Seminar on Individual Rights in the Corporation | 1978

The Context for the Individual Rights Issues: Labor Force Trends and Their Implication

R. M. Kanter

Keywords: Rights; Labor and Management Relations; Trends;

Citation:
Kanter, R. M. "The Context for the Individual Rights Issues: Labor Force Trends and Their Implication." In Proceedings of the First National Seminar on Individual Rights in the Corporation, edited by Alan F. Westin, and Stephan Salisbury. New York: Educational Fund for Individual Rights, 1978.

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Chapter | The Intensive Group Experience | 1976

The Romance of Community: Intentional Communities as Intensive Group Experience

R. M. Kanter

Keywords: Civil Society or Community; Groups and Teams; Emotions;

Citation:
Kanter, R. M. "The Romance of Community: Intentional Communities as Intensive Group Experience." In The Intensive Group Experience, edited by M. Rosenbaum, and A. Snadowsky. New York: Free Press, 1976.

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Chapter | Beyond Sex Roles | 1976

Women in Organizations: Sex Roles, Group Dynamics, and Change Strategies

R. M. Kanter

Keywords: Gender Characteristics; Organizational Change and Adaptation; Groups and Teams;

Citation:
Kanter, R. M. "Women in Organizations: Sex Roles, Group Dynamics, and Change Strategies." In Beyond Sex Roles, edited by A. Sargent. St. Paul, MN: West Publishing Company, 1976.

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Foreword | Workplace Democracy | 1975

Foreword

R. M. Kanter

Citation:
Kanter, R. M. "Foreword." Foreword to Workplace Democracy, edited by Daniel Zwerdling. New York: Harper & Row, 1975.

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Chapter | The Case for Participatory Democracy | 1971

Some Social Issues in the Community Development Corporations Proposal

R. M. Kanter

Keywords: Social Issues; Civil Society or Community;

Citation:
Kanter, R. M. "Some Social Issues in the Community Development Corporations Proposal." In The Case for Participatory Democracy, edited by C. G. Bennello, and D. Rousseopoulos. New York: Grossman Publishers, 1971.

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Chapter | Vital Problems for American Society | 1968

Neo-Freudian Views of Maturity and Bureaucratic Norms

R. M. Kanter

Keywords: Organizational Culture; Social Issues;

Citation:
Kanter, R. M. "Neo-Freudian Views of Maturity and Bureaucratic Norms." In Vital Problems for American Society, edited by J. A. Winter, J. Rabow, and M. Chesler. New York: Random House, 1968.

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Working Papers

Working Paper | HBS Working Paper Series | 2011

The Institutional Logic of Great Global Firms

Rosabeth Moss Kanter

Theories of the firm have been dominated by a legacy of ideas from early industrialization that pose zero-sum opposition between capital and labor (or capital and nearly everything else), differentiating the economy from society and often posing irreconcilable conflicts. The search for mathematical models has turned the negotiated order of organizational activities, which necessarily include particularistic elements, into abstract generalizations that favor quantifiable variables. This paper offers another logic, a social or institutional logic, to let practice provoke the creation of new theory. It provides examples that show how social logic guides the practices of widely admired, high-performing companies, and why people and society are not an after-thought to be used or discarded, but core to the purpose and definition of the firm. It builds on in-depth, ongoing global field research on admired companies from four continents, followed in over 20 countries, to derive six propositions about the role of humanistic institutional logic.

Keywords: Economy; Capital; Globalized Firms and Management; Labor; Corporate Social Responsibility and Impact; Practice; Conflict of Interests; Social Issues; Theory;

Citation:
Kanter, Rosabeth Moss. "The Institutional Logic of Great Global Firms." Harvard Business School Working Paper, No. 11–119, May 2011.

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Working Paper | HBS Working Paper Series | 2009

Informed and Interconnected: A Manifesto for Smarter Cities

Rosabeth Moss Kanter and Stanley S. Litow

The need for a fresh approach to U.S. communities is more urgent than ever because of the biggest global economic crisis since the Great Depression. Through examination of the barriers to solving urban problems (and the ways they reinforce each other), this paper offers a new approach to community transformation which calls for leaders to use technology to inform and connect people. We need to convert the social safety net into a social safety network through the creation of smarter communities that are information-rich, interconnected, and able to provide opportunities to all citizens. This process has already begun through such programs as Harlem Children's Zone, Baltimore's CitiStat, Elevate Miami, and others. And they can be replicated. But technology alone is not the answer. Realization of the vision requires leaders to invest in the tools, guide their use, and pave the way for transformation. Perhaps the urgency of the current economic crisis can provide the impetus to overcome resistance to change and turn problems into an opportunity to reduce costs, improve services to communities, and make our cities smarter.

Keywords: Transformation; Investment; Urban Scope; Leadership; Safety; Civil Society or Community; Technology Networks; United States;

Citation:
Kanter, Rosabeth Moss, and Stanley S. Litow. "Informed and Interconnected: A Manifesto for Smarter Cities." Harvard Business School Working Paper, No. 09–141, June 2009.

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Working Paper | HBS Working Paper Series | 2005

Moving Higher Education to the Next Stage: A New Set of Societal Challenges, a New Stage of Life, and a Call to Action for Universities

Rosabeth Moss Kanter, Rakesh Khurana and Nitin Nohria

Citation:
Kanter, Rosabeth Moss, Rakesh Khurana, and Nitin Nohria. "Moving Higher Education to the Next Stage: A New Set of Societal Challenges, a New Stage of Life, and a Call to Action for Universities." Harvard Business School Working Paper, No. 06–021, November 2005.

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Working Paper | HBS Working Paper Series | 2005

Principals As Innovators: Identifying Fundamental Skills for Leadership of Change in Public Schools

Rosabeth Moss Kanter

Citation:
Kanter, Rosabeth Moss. "Principals As Innovators: Identifying Fundamental Skills for Leadership of Change in Public Schools." Harvard Business School Working Paper, No. 05–076, June 2005.

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Working Paper | 1979

The Measurement of Organizational Effectiveness, Productivity, Performance, and Success: Issues and Dilemmas in Service and Non-Profit Organizations

R. M. Kanter

Citation:
Kanter, R. M. "The Measurement of Organizational Effectiveness, Productivity, Performance, and Success: Issues and Dilemmas in Service and Non-Profit Organizations." PONPO Working Paper, No. 9, September 1979.

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Working Paper | 1979

Formal Systems of Appraisal of Individual Performance: Some Considerations, Critical Issues, and Applications to Non-Profit Organizations

R. M. Kanter and D. Brinkerhoff

Citation:
Kanter, R. M., and D. Brinkerhoff. "Formal Systems of Appraisal of Individual Performance: Some Considerations, Critical Issues, and Applications to Non-Profit Organizations." PONPO Working Paper, No. 10, September 1979. (Yale University, Program on Non-Profit Organizations (PONPO), Institution for Social and Policy Studies.)

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Cases and Teaching Materials

Teaching Note | HBS Case Collection | 2013

Hillary Clinton & Partners: Leading Global Social Change from the U.S. State Department

Rosabeth Moss Kanter and Ai-Ling Malone

Citation:
Kanter, Rosabeth Moss, and Ai-Ling Malone. "Hillary Clinton & Partners: Leading Global Social Change from the U.S. State Department." Harvard Business School Teaching Note 313-145, April 2013.

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Teaching Note | HBS Case Collection | 2013

Monique Leroux: Leading Change at Desjardins (TN)

Rosabeth Moss Kanter and Ai-Ling Jamila Malone

Citation:
Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Monique Leroux: Leading Change at Desjardins (TN)." Harvard Business School Teaching Note 313-135, April 2013.

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Case | HBS Case Collection | 2013

Grupo ABC and Nizan Guanaes's Path from Brazil to the World

Rosabeth Moss Kanter, Gustavo Herrero and Ricardo Reisen De Pinho

Internationally recognized Brazilian Nizan Guanaes, co-founder of Grupo ABC, a rapidly growing global advertising firm ranked 18th in 2011, had aspirations to be in the top 10 by 2015. Grupo ABC thrived by identifying national (Brazilian) challenges and incorporating them in creative messages. Guanaes steered the group toward thinking big while acting locally, tackling societal challenges and building partnerships, as he entered the world stage; serving as an informal ambassador for Brazil; playing important roles in international forums as the World Economic Forum in Davos, the Clinton Global Initiative, UNESCO, and the Cannes Lions Advertising Festival. Guanes needed to determine the best growth strategy, how to seize opportunities and/or adapt to meet his ambitious goal.

Keywords: management; global business; advertising agency; Opportunities; Globalized Firms and Management; Advertising; Global Strategy; Business Strategy; Advertising Industry; Brazil;

Citation:
Kanter, Rosabeth Moss, Gustavo Herrero, and Ricardo Reisen De Pinho. "Grupo ABC and Nizan Guanaes's Path from Brazil to the World." Harvard Business School Case 313-095, March 2013.

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

Monique Leroux: Leading Change at Desjardins

Rosabeth Moss Kanter and Ai-Ling Jamila Malone

Monique Leroux led a major transformation, overcoming resistance, at a large Canadian financial cooperative based in Quebec that competed with top Canadian banks. Leroux was elected in 2008 as Chairman, President, and CEO of Desjardins Group. In order to compete effectively in a demanding and changing financial services industry and survive the global financial crisis, Desjardins needed to integrate, consolidate, and determine how to preserve traditional values while preparing for the future and emerging as a less provincial financial group. In 2012 she reflected on the change efforts and the opportunities and challenges ahead.

Keywords: change management; change barriers; leadership; women and leadership; Cooperatives; transformation; social enterprise; financial firms; communication; Communication strategy; Change Management; Transformation; Communication; Financial Services Industry; Canada;

Citation:
Kanter, Rosabeth Moss, and Ai-Ling Jamila Malone. "Monique Leroux: Leading Change at Desjardins." Harvard Business School Case 313-107, April 2013. (Revised from original February 2013 version.)

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Case | HBS Case Collection | 2012

Hillary Clinton & Partners: Leading Global Social Change from the U.S. State Department

Rosabeth M. Kanter and Ai-Ling Jamila Malone

As U.S. Secretary of State, Hillary Rodham Clinton acted on a long-standing interest in public-private partnerships to elevate and activate an Office of Global Partnerships reporting directly to her. One major initiative that also addressed her interest in women's empowerment was to create an alliance for clean cookstoves, a significant environmental and public health issue in developing countries. This case examines the change process within the State Department and across the federal government as well as the process of developing partnerships, and looks at what happens on the ground to deploy resources. It raises the question of whether the alliances are sustainable when Sec. Clinton leaves office.

Keywords: leadership; collaboration; partnerships; global collaboration; innovation; Leadership; Leading Change;

Citation:
Kanter, Rosabeth M., and Ai-Ling Jamila Malone. "Hillary Clinton & Partners: Leading Global Social Change from the U.S. State Department." Harvard Business School Case 313-086, November 2012.

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Supplement | HBS Case Collection | 2013 (Revised from original 2012 version)

The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (B)

Rosabeth M. Kanter and Olivia Leskinen

Keywords: innovation; New Orleans;

Citation:
Kanter, Rosabeth M., and Olivia Leskinen. "The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (B)." Harvard Business School Supplement 313-027, April 2013. (Revised from original November 2012 version.)

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Case | HBS Case Collection | 2013 (Revised from original 2012 version)

The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (A)

Rosabeth M. Kanter and Olivia Leskinen

Keywords: innovation; Management; New Orleans;

Citation:
Kanter, Rosabeth M., and Olivia Leskinen. "The Levees Repaired, a System Still Broken: Post Katrina Turnaround at the Orleans Public Defenders (A)." Harvard Business School Case 313-026, April 2013. (Revised from original November 2012 version.)

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Supplement | HBS Case Collection | 2012

Milwaukee (B9): Julia Taylor, President, Greater Milwaukee Committee

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B9): Julia Taylor, President, Greater Milwaukee Committee." Harvard Business School Supplement 313-068, August 2012.

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Supplement | HBS Case Collection | 2012 (Revised from original 2012 version)

Milwaukee (B8): Richard Meeusen, CEO, Badger Meter and Co-chair, Water Council

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B8): Richard Meeusen, CEO, Badger Meter and Co-chair, Water Council." Harvard Business School Supplement 313-067, October 2012. (Revised from original August 2012 version.)

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Supplement | HBS Case Collection | 2012

Milwaukee (B7): Rocky Marcoux, Commissioner of City Development, City of Milwaukee

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B7): Rocky Marcoux, Commissioner of City Development, City of Milwaukee." Harvard Business School Supplement 313-066, August 2012.

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Supplement | HBS Case Collection | 2012

Milwaukee (B6): Michael Lovell, Chancellor, University of Wisconsin-Milwaukee

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B6): Michael Lovell, Chancellor, University of Wisconsin-Milwaukee." Harvard Business School Supplement 313-065, August 2012.

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Supplement | HBS Case Collection | 2012

Milwaukee (B5): James Godsil, Co-Founder, Sweet Water Organics

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Change; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B5): James Godsil, Co-Founder, Sweet Water Organics." Harvard Business School Supplement 313-064, August 2012.

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Case | HBS Case Collection | 2012

Milwaukee (B4): David Garman, Dean, School of Freshwater Sciences, University of Wisconsin-Milwaukee

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Change; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B4): David Garman, Dean, School of Freshwater Sciences, University of Wisconsin-Milwaukee." Harvard Business School Case 313-063, August 2012.

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Supplement | HBS Case Collection | 2012 (Revised from original 2012 version)

Milwaukee (B3): Paul Jones, CEO, A. O. Smith and Co-chair, Water Council

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Change; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B3): Paul Jones, CEO, A. O. Smith and Co-chair, Water Council." Harvard Business School Supplement 313-062, October 2012. (Revised from original August 2012 version.)

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Supplement | HBS Case Collection | 2012

Milwaukee (B2): Thomas Barrett, Mayor of City of Milwaukee

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B2): Thomas Barrett, Mayor of City of Milwaukee." Harvard Business School Supplement 313-061, August 2012.

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Supplement | HBS Case Collection | 2012 (Revised from original 2012 version)

Milwaukee (B1): Dean Amhaus, President, Water Council

Rosabeth Moss Kanter and Matthew Bird

Keywords: Management; Change; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B1): Dean Amhaus, President, Water Council." Harvard Business School Supplement 313-060, October 2012. (Revised from original August 2012 version.)

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Supplement | HBS Case Collection | 2012

Milwaukee (B): Civic Leaders

Rosabeth Moss Kanter and Matthew Bird

Keywords: Change; Management; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (B): Civic Leaders." Harvard Business School Supplement 313-058, August 2012.

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Case | HBS Case Collection | 2013 (Revised from original 2012 version)

Milwaukee (A): Making of a World Water Hub

Rosabeth Moss Kanter and Matthew Bird

Keywords: Change Management; Growth Management; Business or Company Management; Leading Change; Wisconsin;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Milwaukee (A): Making of a World Water Hub." Harvard Business School Case 313-057, April 2013. (Revised from original August 2012 version.)

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Case | HBS Case Collection | 2012

Evergreen Natural Markets 2012

Rosabeth M. Kanter and Paul S. Myers

Evergreen Natural Markets is a successful food retailer located in the Rocky Mountain region of the U.S. Having grown through acquisition, it has a reputation for improving the companies it purchases while retaining previous management. This strategy has succeeded due to the Evergreen formula of community knowledge, common core values, carefully developed control measures, and consistent operating principles. In April 2012, Evergreen makes its first purchase outside its home territory: a seven-store natural foods chain in Las Vegas, Nevada. CEO Kathleen Norton wonders whether the model will remain effective outside the Evergreen base or if this newest acquisition will seriously test her leadership skills and, in particular, her ability to swiftly convert the new chains’ managers, employees, and systems to the Evergreen way.

Keywords: United States; operating systems; organizational culture; business processes; Acquisitions; strategy; human resource management; consolidations; retail trade; food; Food; Growth Management; Organizational Culture; Consolidation; Acquisition; Business Processes; Retail Industry; Food and Beverage Industry; Las Vegas; Western United States;

Citation:
Kanter, Rosabeth M., and Paul S. Myers. "Evergreen Natural Markets 2012." Harvard Business School Brief Case 124-450, May 2012.

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Case | HBS Case Collection | 2012 (Revised from original 2011 version)

Pierre Frankel in Moscow (A): Unfreezing Change

Rosabeth Moss Kanter and Matthew Bird

A young and upcoming French executive in a global technology company is sent to Moscow as deputy managing director to turn around the Russia subsidiary. He must report to the subsidiary's managing director (a large reason for the organization's underperformance) and to corporate. In his first three months, he had taken steps to prepare the organization for change. Yet the lack of more tangible actions and results left him open to criticism from subsidiary employees and pressure from corporate executives. How could the young executive unfreeze the situation and get movement?

Keywords: Organizational Change and Adaptation; Selection and Staffing; Change Management; Restructuring; Cross-Cultural and Cross-Border Issues; Moscow;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Pierre Frankel in Moscow (A): Unfreezing Change." Harvard Business School Case 312-070, April 2012. (Revised from original December 2011 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2010 version)

Piramal e-Swasthya: Attempting Big Changes for Small Places - in India and Beyond

Rosabeth M. Kanter and Matthew Bird

Anand Piramal and his team sought to "democratize healthcare" in India through the development of a new service delivery model. If Henry Ford could build and deliver cars to everyone in the United States, Piramal thought, then why can't India deliver healthcare to the 70% of its citizens who lack access to it? They began pilots in 2008 but soon ran into unexpected difficulties. After a second round of pilots in early 2010, they had to decide whether to proceed and if so how.

Keywords: Health Care and Treatment; Service Delivery; Business Model; Health Industry; India;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Piramal e-Swasthya: Attempting Big Changes for Small Places - in India and Beyond." Harvard Business School Case 310-134, May 2011. (Revised from original June 2010 version.)

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Case | HBS Case Collection | 2012 (Revised from original 2011 version)

City Year: The Journey

Rosabeth Moss Kanter and James Weber

Throughout its first two decades, City Year, a non-profit organization, was dedicated to recruiting young adults to give a year of public service. It had passed through several growth phases but by 2010 a new challenge, and opportunity, had arisen when City Year and its partners in a school turnaround collaboration – Diplomas Now – won a prestigious Department of Education Investing in Innovation grant. This accelerated City Year's role in turning around low performing schools, but added pressure on the organization. New systems and practices had been developed, but more needed to be done to ensure that City Year became efficient in deploying its limited resources, in maintaining its funding sources, and employing the right interventions in schools. In November 2011, Jim Balfanz, City Year President, and Michael Brown, CEO and co-founder, wondered what else the changes would mean for City Year.

Keywords: Education; Service Operations; Nonprofit Organizations; Growth and Development Strategy; Performance Efficiency; Resource Allocation;

Citation:
Kanter, Rosabeth Moss, and James Weber. "City Year: The Journey." Harvard Business School Case 311-080, May 2012. (Revised from original April 2011 version.)

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Teaching Note | HBS Case Collection | 2011

Piramal e-Swasthya: Attempting Big Changes for Small Places - in India and Beyond (TN)

Rosabeth Moss Kanter and Matthew Bird

Teaching Note for 311132.

Keywords: Health Care and Treatment; Nonprofit Organizations; Change; India;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Piramal e-Swasthya: Attempting Big Changes for Small Places - in India and Beyond (TN)." Harvard Business School Teaching Note 311-132, May 2011.

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Teaching Note | HBS Case Collection | 2012

PepsiCo Peru Foods: More than Small Potatoes (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "PepsiCo Peru Foods: More than Small Potatoes (TN)." Harvard Business School Teaching Note 312-137, May 2012.

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Teaching Note | HBS Case Collection | 2012

City Year: The Journey (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "City Year: The Journey (TN)." Harvard Business School Teaching Note 312-090, June 2012.

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Teaching Note | HBS Case Collection | 2012

Pierre Frankel in Moscow (A): Unfreezing Change (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Pierre Frankel in Moscow (A): Unfreezing Change (TN)." Harvard Business School Teaching Note 312-085, June 2012.

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Teaching Note | HBS Case Collection | 2012

Cynthia Hogan and the Birth of Novartis (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Cynthia Hogan and the Birth of Novartis (TN)." Harvard Business School Teaching Note 312-113, June 2012.

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Teaching Note | HBS Case Collection | 2012

Gillette Company (A), (B), (C), (D) and (E ) (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Gillette Company (A), (B), (C), (D) and (E ) (TN)." Harvard Business School Teaching Note 312-114, June 2012.

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Teaching Note | HBS Case Collection | 2012

Pierre Frankel in Moscow (B): Plowing Ahead (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Pierre Frankel in Moscow (B): Plowing Ahead (TN)." Harvard Business School Teaching Note 312-086, June 2012.

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Teaching Note | HBS Case Collection | 2012

Pierre Frankel in Moscow (C): Results (TN)

Rosabeth M. Kanter and Matthew Bird

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Pierre Frankel in Moscow (C): Results (TN)." Harvard Business School Teaching Note 312-087, June 2012.

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Teaching Note | HBS Case Collection | 2012 (Revised from original 2012 version)

Transforming Verizon: A Platform for Change (TN)

Rosabeth Moss Kanter and Matthew Bird

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Transforming Verizon: A Platform for Change (TN)." Harvard Business School Teaching Note 312-099, June 2012. (Revised from original March 2012 version.)

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Teaching Note | HBS Case Collection | 2012

Cancer Treatment Centers of America: Scaling the Mother Standard of Care (TN)

Rosabeth Moss Kanter and Matthew Bird

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Cancer Treatment Centers of America: Scaling the Mother Standard of Care (TN)." Harvard Business School Teaching Note 312-089, June 2012.

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Case | HBS Case Collection | 2012 (Revised from original 2011 version)

Transforming Verizon: A Platform for Change

Rosabeth Moss Kanter and Matthew Bird

A new CEO steps into the shoes of his long-time predecessor who had created the U.S. telecommunications giant via a series of acquisitions and, before departing, had initiated the company's strategic repositioning. The new CEO reflected on Verizon's recent successes, some of which he led, and considered how to ensure the team would continue to rise to new challenges. He knew change was both energizing and difficult, and that every victory had to be followed by the next play. He paused in his New York City office to think about how his team had handled recent challenges and whether the culture was in place to continue Verizon's transformation from a traditional telecommunications provider to a global services and technology firm.

Keywords: Organizational Change and Adaptation; Organizational Culture; Globalized Firms and Management; Groups and Teams; Telecommunications Industry;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Transforming Verizon: A Platform for Change." Harvard Business School Case 312-082, April 2012. (Revised from original December 2011 version.)

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Case | HBS Case Collection | 2012 (Revised from original 2011 version)

PepsiCo, Performance with Purpose, Achieving the Right Global Balance

Rosabeth Moss Kanter, Rakesh Khurana, Rajiv Lal and Eric Baldwin

Keywords: Globalized Firms and Management; Performance Effectiveness; Food and Beverage Industry;

Citation:
Kanter, Rosabeth Moss, Rakesh Khurana, Rajiv Lal, and Eric Baldwin. "PepsiCo, Performance with Purpose, Achieving the Right Global Balance." Harvard Business School Case 412-079, January 2012. (Revised from original October 2011 version.)

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Supplement | HBS Case Collection | 2012 (Revised from original 2011 version)

Pierre Frankel in Moscow (B): Plowing Ahead

Rosabeth Moss Kanter and Matthew Bird

After several months into his turnaround of a global technology company's Russia subsidiary, a young and upcoming French executive reflected on how to institutionalize the subsidiary's transformation by further driving cultural change and breaking down internal silos. He realized that to complete the change he may need to continue into a second year. Yet the physical separation from his family had begun to take a toll. Had the executive done enough to institutionalize change or was it still too dependent on his personal relationships and the ability to build an internal coalition and exchange favors?

Keywords: Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Business Subsidiaries; Leadership; Manufacturing Industry; Russia;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Pierre Frankel in Moscow (B): Plowing Ahead." Harvard Business School Supplement 312-071, January 2012. (Revised from original December 2011 version.)

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Supplement | HBS Case Collection | 2012 (Revised from original 2011 version)

Pierre Frankel in Moscow (C): Results

Rosabeth Moss Kanter and Matthew Bird

After 18 months as the deputy managing director of a global technology company's Russia subsidiary, a young and upcoming French executive prepared to hand over leadership. The executive reflected on what he had achieved and how as he considered next steps. He wanted to return to his native France, but the company requested that he go turn around another emerging market subsidiary. Should he go to India, ask for another assignment, or look at other opportunities outside the company?

Keywords: Manufacturing Industry; Moscow;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Pierre Frankel in Moscow (C): Results." Harvard Business School Supplement 312-072, January 2012. (Revised from original December 2011 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2011 version)

Cancer Treatment Centers of America: Scaling the Mother Standard of Care

Rosabeth Moss Kanter and Matthew Bird

The CEO of a private and growing national network of specialty care hospitals focusing on advanced-stage and complex cancer treatments reflected on the firm's past phase of growth before meeting with the company's Chairman and founder to discuss how to further scale what they called the Mother Standard of Care and, in the process, change the face of cancer care.

Keywords: Health Care and Treatment; Business Growth and Maturation; Medical Specialties; Service Delivery; Innovation and Invention; Health Industry;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Cancer Treatment Centers of America: Scaling the Mother Standard of Care." Harvard Business School Case 312-073, December 2011. (Revised from original December 2011 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2008 version)

IBM Values and Corporate Citizenship

Rosabeth M. Kanter

IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong culture and a commitment to fairness and social responsibility. As IBM entered its second century, it was appropriate to take a fresh look at its values while remaining unwavering in ethics, integrity, and-to use the twenty-first century word-the highest standards of corporate citizenship. All of this could be done with strategic use of IBM technology and innovation. Yet IBMers in a variety of businesses and geographies also wanted the company to do even more. Members of the fifth Integration and Values Team (IVT5) pondered this and other global citizenship possibilities, reviewing how people were developed and worked as the transition to the GIE was underway .

Keywords: Values and Beliefs; Globalized Firms and Management; Technological Innovation; Leading Change; Corporate Social Responsibility and Impact; Organizational Change and Adaptation; Organizational Culture; Integration;

Citation:
Kanter, Rosabeth M. "IBM Values and Corporate Citizenship." Harvard Business School Case 308-106, December 2011. (Revised from original March 2008 version.)

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Teaching Note | HBS Case Collection | 2011 (Revised from original 2009 version)

IBM Values and Corporate Citizenship (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [308106].

Keywords: Corporate Social Responsibility and Impact; Transformation; Fairness; Innovation and Invention; Value; Global Range; Organizational Culture; Information Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "IBM Values and Corporate Citizenship (TN)." Harvard Business School Teaching Note 310-007, December 2011. (Revised from original September 2009 version.)

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Case | HBS Case Collection | 2011

PepsiCo India: Performance with Purpose

Rosabeth M. Kanter, Rakesh Khurana, Rajiv Lal and Natalie Kindred

Keywords: Corporate Strategy; Mission and Purpose; Food and Beverage Industry; India;

Citation:
Kanter, Rosabeth M., Rakesh Khurana, Rajiv Lal, and Natalie Kindred. "PepsiCo India: Performance with Purpose." Harvard Business School Case 512-041, December 2011.

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Background Note | HBS Case Collection | 2011

The Change Wheel: Elements of Systemic Change and How to Get Change Rolling

Rosabeth Moss Kanter

Citation:
Kanter, Rosabeth Moss. "The Change Wheel: Elements of Systemic Change and How to Get Change Rolling." Harvard Business School Background Note 312-083, November 2011.

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Case | HBS Case Collection | 2011 (Revised from original 1997 version)

Gillette Singapore: Managing Global Business Integration on the Ground (A)

Rosabeth M. Kanter and Thomas Dretler

The general manager of Gillette Singapore faces issues of managing change during the company's global integration with Parker Pen.

Keywords: Mergers and Acquisitions; Change Management; Multinational Firms and Management; Integration; Retail Industry; Singapore;

Citation:
Kanter, Rosabeth M., and Thomas Dretler. "Gillette Singapore: Managing Global Business Integration on the Ground (A)." Harvard Business School Case 897-102, April 2011. (Revised from original March 1997 version.)

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Supplement | HBS Case Collection | 2011 (Revised from original 1997 version)

Gillette Singapore: Managing Global Business Integration on the Ground (B)

Rosabeth M. Kanter and Thomas Dretler

Supplements the (A) case.

Keywords: Mergers and Acquisitions; Change Management; Cross-Cultural and Cross-Border Issues; Problems and Challenges; Singapore;

Citation:
Kanter, Rosabeth M., and Thomas Dretler. "Gillette Singapore: Managing Global Business Integration on the Ground (B)." Harvard Business School Supplement 897-116, April 2011. (Revised from original March 1997 version.)

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Supplement | HBS Case Collection | 2011 (Revised from original 1997 version)

Gillette Singapore: Managing Global Business Integration on the Ground (C)

Rosabeth M. Kanter and Thomas Dretler

Supplements the (A) case.

Keywords: Globalization; Integration; Singapore;

Citation:
Kanter, Rosabeth M., and Thomas Dretler. "Gillette Singapore: Managing Global Business Integration on the Ground (C)." Harvard Business School Supplement 897-117, April 2011. (Revised from original March 1997 version.)

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Background Note | HBS Case Collection | 2010 (Revised from original 2010 version)

Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading

Rosabeth M. Kanter and Rakesh Khurana

Large-scale societal issues increasingly appear on the agenda of business leaders, including poverty, health, education, business-government relations, and the degradation of the environment. These problems are not entirely new, but the forces of globalization and the economic crisis have made them more visible and increase their urgency. They share several characteristics that signal the need for new kinds of societal leadership and academic scholarship. From the perspective of leadership, one common characteristic of these global problems is that they include both technical and political components. The political context surrounding any problem must be understood and managed, and a variety of institutions across sectors must be mobilized before technical solutions can be applied. Along similar lines, technical knowledge of solutions alone is not enough to scale successful demonstration projects that address these complex problems. That step involves resources and skills centered on forging appropriate systemic connections to effectively distribute solutions. Thus, these challenges cannot be dealt with by one profession or institution acting alone; indeed, effective action most often occurs at the intersections of professional and institutional fields. Holistic solutions, however, can be difficult to implement because of the complex interactions (or failures to interact) among many participants who deal with just one piece of an issue. Finally, solutions to these problems require concurrent actions at several system levels and/or among many stakeholders. This means that social capital as well as financial capital is required to forge relationships, influence opinion leaders and gatekeepers, and ensure cultural appropriateness. This note incorporates these concepts under the rubric of institutional leadership. This introductory note covers the following: (1) key dimensions of the institutional environment surrounding organizations, including the role of stakeholders and the need for new collaborations in creating new markets and solving critical societal problems; (2) the core assumptions of the institutional perspective on organizations and markets, especially in contrast to assumptions of neoclassical economics; and (3) managerial implications—analytics, skills, and success factors.

Keywords: Change Management; Framework; Global Range; Leadership; Business and Stakeholder Relations; Social Enterprise; Social Issues; Complexity;

Citation:
Kanter, Rosabeth M., and Rakesh Khurana. "Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading." Harvard Business School Background Note 410-076, August 2010. (Revised from original January 2010 version.)

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Case | HBS Case Collection | 2010 (Revised from original 2009 version)

IBM: The Corporate Service Corps

Christopher Marquis and Rosabeth M. Kanter

Describes the conception, development, and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees were deployed to work for local partners, frequently non-governmental organizations (NGOs), in locations such as Ghana, Tanzania, Romania, Philippines, and Vietnam. The case provides data for students to assess the first year of operation and recommend what changes IBM should make to the program moving forward. Also considered is how the CSC fits into IBM's broader corporate citizenship portfolio and IBM's globalization strategy.

Keywords: Developing Countries and Economies; Global Strategy; Corporate Social Responsibility and Impact; Mission and Purpose; Organizational Structure; Partners and Partnerships; Non-Governmental Organizations;

Citation:
Marquis, Christopher, and Rosabeth M. Kanter. "IBM: The Corporate Service Corps." Harvard Business School Case 409-106, July 2010. (Revised from original March 2009 version.)

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Teaching Note | HBS Case Collection | 2010

Akin Ongor's Journey (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [306072].

Keywords: Education Industry; Turkey; United States;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Akin Ongor's Journey (TN)." Harvard Business School Teaching Note 310-067, January 2010.

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Case | HBS Case Collection | 2009 (Revised from original 2009 version)

Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good

Rosabeth M. Kanter and Matthew Bird

James Musyoki, Lemmy Mutahi, and Ken Kariuki, all from East African Breweries Limited (EABL), a subsidiary of London-based Diageo, heard the disheartening news in the first week of December 2008. For the second time in six months, the Kenyan Finance Ministry had raised excise taxes on alcoholic beverages in an effort to plug the country's budget deficit; the bill was awaiting the President's signature. The price increase would put EABL's Allsops, Citizen, and President Beers out of the reach of their target markets, and Musyoki, Kariuki, and Mutahi hoped that the increase would not affect the excise-exempt Senator Keg lager - a lower-income brew which had created significant social and economic gains in Kenya since its launch in 2004. What would it take to save Senator Beer?

Keywords: Change Management; Innovation and Management; Emerging Markets; Taxation; Price; Food and Beverage Industry; Kenya; United Kingdom;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good." Harvard Business School Case 310-010, December 2009. (Revised from original July 2009 version.)

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Teaching Note | HBS Case Collection | 2009

Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [310010].

Keywords: Food and Beverage Industry; Kenya; United Kingdom;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Diageo and East African Breweries Ltd.: Tapping New Markets for Social Good (TN)." Harvard Business School Teaching Note 310-020, December 2009.

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Case | HBS Case Collection | 2009 (Revised from original 2008 version)

IBM in the 21st Century: The Coming of the Globally Integrated Enterprise

Rosabeth M. Kanter

Members of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and Director of Research, the IVT5's focus was on "the global IBMer"—define and develop global leaders; make the "globally integrated enterprise" relevant to all employees through corporate citizenship initiatives reflective of the company's values; and help IBM compete globally by ensuring market access. The scope was all 170 countries in which IBM operated. As leaders who had risen to their positions as systems thinkers committed to innovation, the team knew it was necessary to stand back and look at the big picture—to see how IBM worked now and operate at its best in order to understand the gaps, dilemmas, and opportunities.

Keywords: Global Strategy; Multinational Firms and Management; Innovation and Management; Leadership Development; Management Teams; Organizational Culture; Integration;

Citation:
Kanter, Rosabeth M. "IBM in the 21st Century: The Coming of the Globally Integrated Enterprise." Harvard Business School Case 308-105, October 2009. (Revised from original March 2008 version.)

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Teaching Note | HBS Case Collection | 2009

IBM in the 21st Century: The Coming of the Globally Integrated Enterprise (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [308105].

Keywords: Opportunities; Value; Competition; System; Innovation and Invention; Multinational Firms and Management; Leadership Development; Information Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "IBM in the 21st Century: The Coming of the Globally Integrated Enterprise (TN)." Harvard Business School Teaching Note 310-006, September 2009.

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Case | HBS Case Collection | 2009 (Revised from original 2007 version)

CEMEX (A): Building the Global Framework (1985-2004)

Rosabeth M. Kanter, Pamela Yatsko and Ryan Leo Raffaelli

CEMEX grew through acquisitions from a Latin American to a global company under the leadership of a CEO who believed in the importance of a "one enterprise" culture and benchmarking against world standards. As the CEO ponders an acquisition that would double the company's size and take it to new geographies, he wonders if the right capabilities are in place for what should be changed to manage the integration process effectively.

Keywords: Mergers and Acquisitions; Competency and Skills; Globalized Firms and Management; Growth and Development Strategy; Organizational Change and Adaptation; Integration; Latin America;

Citation:
Kanter, Rosabeth M., Pamela Yatsko, and Ryan Leo Raffaelli. "CEMEX (A): Building the Global Framework (1985-2004)." Harvard Business School Case 308-022, September 2009. (Revised from original July 2007 version.)

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Supplement | HBS Case Collection | 2009 (Revised from original 2007 version)

CEMEX (B): Cementing Relationships (2004-2007)

Rosabeth M. Kanter, Pamela Yatsko and Ryan Leo Raffaelli

Keywords: Relationships;

Citation:
Kanter, Rosabeth M., Pamela Yatsko, and Ryan Leo Raffaelli. "CEMEX (B): Cementing Relationships (2004-2007)." Harvard Business School Supplement 308-023, September 2009. (Revised from original July 2007 version.)

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Case | HBS Case Collection | 2009 (Revised from original 2007 version)

CEMEX's Foundations for Sustainability

Rosabeth M. Kanter, Pamela Yatsko and Ryan Leo Raffaelli

Keywords: Multinational Firms and Management; Competitive Strategy; Change Management; Emerging Markets; Construction Industry; Mexico; Egypt; United States;

Citation:
Kanter, Rosabeth M., Pamela Yatsko, and Ryan Leo Raffaelli. "CEMEX's Foundations for Sustainability." Harvard Business School Case 308-024, September 2009. (Revised from original July 2007 version.)

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Case | HBS Case Collection | 2009 (Revised from original 2008 version)

IBM's Dynamic Workplace

Rosabeth M. Kanter

IBM already competed for talent by being a best workplace. It was one of the first companies to provide paid vacations, health insurance, sick leave, job sharing, and domestic partner benefits. Its human resources portfolio included a full array of progressive policies and programs. There was increasing flexibility in how people were employed, including alumni. But in its quest to become a globally integrated enterprise, IBM needed to continue to develop new ways of working. The company's response to the Asian Tsunami showed it at its best-values-driven, self-organizing, able to move at lightning speed connecting global and local resources. This was the kind of global leadership and citizenship the fifth Integration and Values Team (IVT5) was charged with enhancing. But how could IBM provide a tsunami-relief-like experience to everyone, without a disaster?

Keywords: Values and Beliefs; Globalized Firms and Management; Leading Change; Corporate Social Responsibility and Impact; Organizational Culture; Social Enterprise;

Citation:
Kanter, Rosabeth M. "IBM's Dynamic Workplace." Harvard Business School Case 308-107, September 2009. (Revised from original May 2008 version.)

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Case | HBS Case Collection | 2009 (Revised from original 2008 version)

Procter & Gamble in the 21st Century (A): Becoming Truly Global

Rosabeth M. Kanter and Matthew Bird

Since the 1980s, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operations, and guide decision making in all facets of the business. But the Gillette acquisition posed a new challenge.

Keywords: Mergers and Acquisitions; Values and Beliefs; Globalized Firms and Management; Leading Change; Growth Management; Mission and Purpose; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (A): Becoming Truly Global." Harvard Business School Case 309-030, September 2009. (Revised from original October 2008 version.)

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Supplement | HBS Case Collection | 2009 (Revised from original 2008 version)

Procter & Gamble in the 21st Century (B): Welcoming Gillette

Rosabeth M. Kanter and Matthew Bird

A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger that sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?

Keywords: Mergers and Acquisitions; Change Management; Decision Choices and Conditions; Management Skills; Organizational Change and Adaptation; Integration;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (B): Welcoming Gillette." Harvard Business School Supplement 309-031, September 2009. (Revised from original October 2008 version.)

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Supplement | HBS Case Collection | 2009 (Revised from original 2008 version)

Procter & Gamble in the 21st Century (C): Integrating Gillette

Rosabeth M. Kanter and Matthew Bird

P&G had used its purpose, values, and principles (PVP) to prepare for the physical integration of Gillette prior to the change of control. The execution of these plans posed numerous challenges in global business units as well as in individual country organizations. While managers sought to maintain business momentum during the transition, corporate leaders were intent on continuing to use Gillette as a catalyst of change.

Keywords: Mergers and Acquisitions; Change Management; Globalized Firms and Management; Organizational Change and Adaptation; Conflict and Resolution; Business Strategy; Corporate Strategy; Integration;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (C): Integrating Gillette." Harvard Business School Supplement 309-032, September 2009. (Revised from original October 2008 version.)

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Teaching Note | HBS Case Collection | 2009

Procter & Gamble in the 21st Century (A): Becoming Truly Global (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [309030].

Keywords: Mission and Purpose; Value; Multinational Firms and Management; Change Management; Mergers and Acquisitions; Problems and Challenges; Decision Making; Consumer Products Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (A): Becoming Truly Global (TN)." Harvard Business School Teaching Note 310-009, August 2009.

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Teaching Note | HBS Case Collection | 2009

Procter & Gamble in the 21st Century (C): Integrating Gillette (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [309032].

Keywords: Integration; Mission and Purpose; Value; Problems and Challenges; Transition; Business Units; Governance Controls; Multinational Firms and Management; Consumer Products Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (C): Integrating Gillette (TN)." Harvard Business School Teaching Note 310-019, August 2009.

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Teaching Note | HBS Case Collection | 2009

Procter & Gamble in the 21st Century (B): Welcoming Gillette (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [309031].

Keywords: Leadership Style; Mergers and Acquisitions; Mission and Purpose; Value; Problems and Challenges; Integration; Success; Governance Controls; Consumer Products Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (B): Welcoming Gillette (TN)." Harvard Business School Teaching Note 310-018, August 2009.

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Case | HBS Case Collection | 2009 (Revised from original 2009 version)

Dr. Benjamin Hooks and Children's Health Forum

Rosabeth M. Kanter, Charles J. Ogletree Jr, Abbye Atkinson, Carmel Salhi and Aldo Sesia

"Dr. Benjamin Hooks and Children's Health Forum" charts the many different career paths of Hooks, a civil right activist and pioneer. Hooks' positions ranged from lawyer, judge, preacher, entrepreneur to the first African American commissioner of the Federal Communications Commission (FCC) and to the head of the National Association for the Advancement of Colored People (NAACP) to the co-founder of the non-profit Children's Health Forum (CHF). CHF's mission was to eradicate lead poisoning in children in the United States. The case provides an overview of lead poisoning in the U.S., including how it is measured, its causes, and legislation enacted to prevent it. The case asks students to reflect on Hooks' leadership choices and his decision to launch CHF. How would they assess Hooks as a leader? What made him a strong leader? Given Hooks' past experiences, do they think that Hooks made the right decision to focus on lead poisoning after leaving the NAACP? Is this an area where he could have the most impact?

Keywords: Decision Choices and Conditions; Health Care and Treatment; Leadership; Corporate Social Responsibility and Impact; Personal Development and Career; Nonprofit Organizations; Social Issues;

Citation:
Kanter, Rosabeth M., Charles J. Ogletree Jr, Abbye Atkinson, Carmel Salhi, and Aldo Sesia. "Dr. Benjamin Hooks and Children's Health Forum." Harvard Business School Case 309-111, June 2009. (Revised from original April 2009 version.)

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Teaching Note | HBS Case Collection | 2009 (Revised from original 2008 version)

Procter & Gamble Brazil (TN) (A) and (B)

Rosabeth Moss Kanter and Matthew Bird

Teaching Note for [308081] and [308083].

Keywords: Consumer Products Industry; Brazil;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Procter & Gamble Brazil (TN) (A) and (B)." Harvard Business School Teaching Note 308-098, March 2009. (Revised from original February 2008 version.)

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Case | HBS Case Collection | 2009 (Revised from original 2009 version)

Publicis Groupe 2009: Toward a Digital Transformation

Rosabeth M. Kanter and Matthew Bird

After a series of acquisitions, Maurice Levy, the Chairman and CEO of Publicis Groupe, had created the fourth largest marketing and communications company in the world. His next major challenge was managing the firm's digital transformation. In December 2006, the company acquired Boston-based Digitas, a leading digital agency headed by David Kenny. After the initial merger, which included the unbundling of Digitas capabilities and the global expansion of its agency network, Publicis Groupe launched VivaKi, a new company-wide digital platform, to spearhead the firm's total transformation. But since the June 2008 launch, the global economy had taken a turn for the worse. Could Levy, Kenny, and other leaders change the holding company quickly and effectively enough to make the new model work?

Keywords: Mergers and Acquisitions; Transformation; Financial Crisis; Globalized Firms and Management; Leading Change; Organizational Change and Adaptation; Expansion; Information Technology; Advertising Industry; Communications Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Publicis Groupe 2009: Toward a Digital Transformation." Harvard Business School Case 309-085, March 2009. (Revised from original February 2009 version.)

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Teaching Note | HBS Case Collection | 2009

Publicis Groupe 2009: Toward a Digital Transformation (TN)

Rosabeth M. Kanter and Matthew Bird

Teaching Note for [309085].

Keywords: Transition; Mergers and Acquisitions; Problems and Challenges; Globalization; Expansion; Organizational Change and Adaptation; Business Model; Advertising Industry;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Publicis Groupe 2009: Toward a Digital Transformation (TN)." Harvard Business School Teaching Note 309-099, March 2009.

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Case | HBS Case Collection | 2009 (Revised from original 2008 version)

Omron: Sensing Society

Rosabeth M. Kanter and Ethan S Bernstein

"Leading profitable growth is only part of the goal. We cannot live without breathing, but we do not live in order to take a breath,” said Omron's President and CEO, Hisao Sakuta, in 2008. Omron, a $7B global supplier of sensors, control system components, advanced electronics, and related services, had thrived on its ability to spot social needs and innovate. By May 10, 2008 (Omron's 75th Anniversary), Sakuta had led Omron out of a difficult time and into 6 years of consistently strong results, on the foundation of Omron's unique, socially-focused values: "At work for a better life, a better world for all." His goal now was “continuing to lead profitable, globally-distributed growth” in spite of major shifts in Omron's markets: from components to systems; from products to solutions; from standardized to ‘mass customized' products; from longer-cycle to shorter-cycle technologies; from home-country dominated innovation to distributed innovation mediated by the center; and from ‘quality' meaning producing a quality input for the next step of the value chain to being held responsible for the quality of the final product (end-to-end responsibility). In each case, management believed customers no longer felt that they were just buying a product. Rather, they were buying expectations of Omron's commitment to solving their problems. In part, they were buying Omron's philosophy. And, Sakuta reflected, “As the company grows larger with a larger number of employees on a global scale, people tend to have more tenuous recognition of who Omron is or why Omron exists.” On Omron's 75th anniversary, Sakuta celebrated Omron's past, but also recognized that successfully addressing Omron's next challenges involved a further journey along Omron's current path of change. How could Omron maintain the core Principles of the past while making them applicable to the glob

Keywords: Change Management; Transformation; Competitive Advantage; Leadership; Goals and Objectives; Globalized Firms and Management; Innovation and Invention; Values and Beliefs; Mission and Purpose; Electronics Industry;

Citation:
Kanter, Rosabeth M., and Ethan S Bernstein. "Omron: Sensing Society." Harvard Business School Case 309-066, February 2009. (Revised from original November 2008 version.)

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Case | HBS Case Collection | 2009 (Revised from original 2005 version)

Publicis Groupe: Leading Creative Acquisitions

Rosabeth M. Kanter and Ryan Rafaelli

The CEO of a French-based advertising agency network led a series of high-profile acquisitions that created the world's 4th largest global communications company, after a failed strategic alliance taught him lessons about leadership and business relationships.

Keywords: Mergers and Acquisitions; Leadership; Management Succession; Partners and Partnerships; Cooperation; Integration; France;

Citation:
Kanter, Rosabeth M., and Ryan Rafaelli. "Publicis Groupe: Leading Creative Acquisitions." Harvard Business School Case 506-010, February 2009. (Revised from original November 2005 version.)

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Teaching Note | HBS Case Collection | 2009 (Revised from original 2006 version)

Publicis Groupe: Leading Creative Acquisitions (TN)

Rosabeth M. Kanter and Ryan Leo Raffaelli

Citation:
Kanter, Rosabeth M., and Ryan Leo Raffaelli. "Publicis Groupe: Leading Creative Acquisitions (TN)." Harvard Business School Teaching Note 506-066, February 2009. (Revised from original May 2006 version.)

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Supplement | HBS Case Collection | 2008 (Revised from original 2008 version)

Gillette Company (E): Procter & Gamble

Rosabeth M. Kanter and Matthew Bird

After arriving in 2001 as the first outsider Chairman and CEO in Gillette history, Jim Kilts led a remarkable turnaround. But by late 2004 he had to make a difficult decision. To better position the 104-year-old, Boston-based company, he opted to sell it to Cincinnati-based Procter & Gamble. How should Kilts lead the transition?

Keywords: Mergers and Acquisitions; Decision Choices and Conditions; Leading Change; Growth and Development Strategy; Managerial Roles; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Gillette Company (E): Procter & Gamble." Harvard Business School Supplement 309-033, December 2008. (Revised from original October 2008 version.)

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Supplement | HBS Case Collection | 2008

Procter & Gamble in the 21st Century (B): Welcoming Gillette (Abridged)

Rosabeth M. Kanter and Matthew Bird

A.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?

Keywords: Mergers and Acquisitions; Integration; Mission and Purpose; Values and Beliefs; Change Management; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M., and Matthew Bird. "Procter & Gamble in the 21st Century (B): Welcoming Gillette (Abridged)." Harvard Business School Supplement 309-084, December 2008.

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2006 version)

Banco Real: Banking on Sustainability (TN)

Rosabeth M. Kanter and Ryan Leo Raffaelli

Keywords: Investment Funds; Banking Industry;

Citation:
Kanter, Rosabeth M., and Ryan Leo Raffaelli. "Banco Real: Banking on Sustainability (TN)." Harvard Business School Teaching Note 306-067, November 2008. (Revised from original February 2006 version.)

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Case | HBS Case Collection | 2008 (Revised from original 2005 version)

Banco Real: Banking on Sustainability

Rosabeth M. Kanter and Ricardo Reisen de Pinho

ABN AMRO REAL made corporate social responsibility central to its brand, adding to customer focus and reflecting its values. Leaders developed the Bank of Value theme and implemented it through activities such as microfinance in poor communities, environmentally oriented lending products, socio-environmental screening of customers and suppliers, employee diversity, and reduction of waste and recycling. Now the fourth largest private bank in Brazil, its top leaders are assessing the first four years and wondering what to do next, as competitors adopt similar practices, reducing its competitive advantage, and as it wants to ensure its impact on social change in a country with daunting social problems.

Keywords: Brands and Branding; Corporate Social Responsibility and Impact; Competitive Strategy; Competitive Advantage;

Citation:
Kanter, Rosabeth M., and Ricardo Reisen de Pinho. "Banco Real: Banking on Sustainability." Harvard Business School Case 305-100, November 2008. (Revised from original April 2005 version.)

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Case | HBS Case Collection | 2008 (Revised from original 2005 version)

Shinhan Financial Group (A)

Rosabeth M. Kanter and Ryan Leo Raffaelli

Mr. Young Hwi Choi, president and CEO of Shinhan Financial Group, embarked on an unconventional post-merger integration strategy with recently acquired Chohung Bank. The strategy focused on integrating traditional operations while attending to employees' reactions to change, especially the unionized workers at Chohung, an older bank that had recently fallen into decline, compared with the success of younger, more entrepreneurial Shinhan Bank. Once complete, the new bank would make Shinhan Financial Group the second largest bank in South Korea. Managing change involved a period called "dual bank" in which Shinhan and Chohung operated in parallel while undergoing an "emotional integration."

Keywords: Mergers and Acquisitions; Change Management; Employees; Leading Change; Organizational Change and Adaptation; Organizational Culture; Emotions; Integration; South Korea;

Citation:
Kanter, Rosabeth M., and Ryan Leo Raffaelli. "Shinhan Financial Group (A)." Harvard Business School Case 305-075, March 2008. (Revised from original February 2005 version.)

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Teaching Note | HBS Case Collection | 2008

Innovation at Timberland: Thinking Outside the Shoe Box (TN)

Rosabeth Moss Kanter and Matthew Bird

Teaching Note for [306064].

Keywords: Innovation and Invention; Organizational Culture; Sales; Customer Value and Value Chain; Brands and Branding; Expansion; Growth and Development Strategy; Apparel and Accessories Industry;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Innovation at Timberland: Thinking Outside the Shoe Box (TN)." Harvard Business School Teaching Note 308-099, February 2008.

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2005 version)

Shinhan Financial Group (A) (TN)

Rosabeth M. Kanter and Ryan Leo Raffaelli

Keywords: Financial Services Industry;

Citation:
Kanter, Rosabeth M., and Ryan Leo Raffaelli. "Shinhan Financial Group (A) (TN)." Harvard Business School Teaching Note 306-024, February 2008. (Revised from original November 2005 version.)

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Case | HBS Case Collection | 2008 (Revised from original 2006 version)

Innovation at Timberland: Thinking Outside the Shoe Box

Rosabeth M. Kanter and Ryan Leo Raffaelli

Innovation was linked to Timberland's heritage. In 2005, CEO Jeff Swartz and COO Ken Pucker hoped the Invention Factory, an advanced concept lab, would develop new breakthrough products and reinvigorate the company's culture of innovation. Since the 1960s, Timberland had relied on innovation, developing the world's first waterproof boot and, in the 1980s, category-defining boat shoes and day hiking boots. Creating variations of these core products, along with expansion into apparel, had sustained Timberland's business for more than 30 years. Timberland's growth in the past six years was due to increased international sales and new customer segments. As Timberland's leaders looked to the future, they hoped Doug Clark, a biomechanist, and his Invention Factory team would bring a scientific approach toward building the next generation of Timberland products and ideas. The team had to convince those in the mainstream business to accept their new ideas and integrate them back into the product line.

Keywords: Innovation and Management; Growth and Development Strategy; Product Development; Organizational Culture; Science-Based Business;

Citation:
Kanter, Rosabeth M., and Ryan Leo Raffaelli. "Innovation at Timberland: Thinking Outside the Shoe Box." Harvard Business School Case 306-064, February 2008. (Revised from original January 2006 version.)

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Supplement | HBS Case Collection | 2008

Shinhan Financial Group (B)

Rosabeth Moss Kanter and Matthew J. Morgan

By 2007, there were many signs that the merger of Chohung and Shinhan banks to form the Shinhan Financial Group in 2003 had met its goals. Shinhan Financial Group's stock price had increased from $31 a share at its opening on the New York Stock Exchange in September 2003, soon after the merger had been announced, to $91 in April 2006 after the legal merger occurred. Employees were also exhibiting increasing identification with the new bank. Looking into the future, the financial group hopes to expand overseas. In addition to pursuing opportunities in regional Asian markets, European and former Soviet markets as well as the large Korean immigrant community in the United States provide valuable expansion possibilities. The successful Chohung merger was an important first step in Shinhan's plans to become a global player in the financial services industry.

Keywords: Mergers and Acquisitions; Global Strategy; Expansion; Markets; Strategic Planning; South Korea;

Citation:
Kanter, Rosabeth Moss, and Matthew J. Morgan. "Shinhan Financial Group (B)." Harvard Business School Supplement 308-095, February 2008.

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Case | HBS Case Collection | 2008

Procter & Gamble Brazil (A): 2 1/2 Turnarounds

Rosabeth Moss Kanter and Matthew Bird

Juliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creation of lower-cost versions of two premium products which reached BOP (bottom of the pyramid) consumers--an approach not considered then as a company strategy. The case follows Azevedo and Farahat through their steps in helping to conceive the change, sell it to senior management, and implement it. The true test comes when the subsidiary wants to extend the model to its third and largest category, laundry care, which had also struggled. But Azevedo did not oversee that business in Brazil, and Farahat worked in another category in Caracas. Her country colleagues go to her to learn more about the success of the first two products. Now the question is whether this is a one-time wonder or an innovation that should be diffused to other products and geographies.

Keywords: Innovation and Management; Growth and Development Strategy; Brands and Branding; Demand and Consumers; Product Development; Organizational Change and Adaptation; Expansion; Consumer Products Industry; Caracas;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Procter & Gamble Brazil (A): 2 1/2 Turnarounds." Harvard Business School Case 308-081, January 2008.

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Supplement | HBS Case Collection | 2008

Procter & Gamble Brazil (B): Turning to Success

Rosabeth Moss Kanter and Matthew Bird

Supplements with the (A) Case.

Keywords: Change Management; Competency and Skills; Consumer Products Industry; Brazil;

Citation:
Kanter, Rosabeth Moss, and Matthew Bird. "Procter & Gamble Brazil (B): Turning to Success." Harvard Business School Supplement 308-083, January 2008.

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Case | HBS Case Collection | 2007 (Revised from original 2007 version)

Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life

Rosabeth M. Kanter and Lance P. Pierce

Identifies the challenges for experienced leaders who transition from their primary income-earning careers to a next phase of public service or social-purpose work, based on interviews and published sources.

Keywords: Leadership Development; Personal Development and Career; Transition; Social Entrepreneurship; Social Enterprise; Society;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (A): Issues in Transitioning to New Forms of Service Later in Life." Harvard Business School Case 308-047, September 2007. (Revised from original September 2007 version.)

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Case | HBS Case Collection | 2007

Still Leading (B1): Hon. Michael Bloomberg - From Mogul to Mayor

Rosabeth M. Kanter and Lance P. Pierce

Describes how New York Mayor Michael Bloomberg took his leadership skills from the business world to the challenges of government.

Keywords: Leadership; Leading Change; Personal Development and Career; Government and Politics; Transformation; New York (city, NY);

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B1): Hon. Michael Bloomberg - From Mogul to Mayor." Harvard Business School Case 308-043, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B2): Colonel Robert Gordon: New Service, New Sector

Rosabeth M. Kanter and Lance P. Pierce

Describes how Colonel Gordon made the transition from military officer to an executive in a small nonprofit dedicated to young people in civilian national service.

Keywords: Leading Change; Nonprofit Organizations; Employment; Transition; Personal Development and Career; Transformation; National Security; Real Estate Industry; Construction Industry; Miami;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B2): Colonel Robert Gordon: New Service, New Sector." Harvard Business School Case 308-039, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B3): Gerry House - Impact of a Different Scale

Rosabeth M. Kanter and Lance P. Pierce

Describes how Gerry House made the transition from head of a large school district to leader of a small nonprofit.

Keywords: Transition; Teaching; Secondary Education; Leading Change; Nonprofit Organizations; Transformation; Personal Development and Career; Education Industry;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B3): Gerry House - Impact of a Different Scale." Harvard Business School Case 308-038, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B4): Lee Iacocca - Driving Impact

Rosabeth M. Kanter and Lance P. Pierce

Lee Iacocca, a successful CEO of an auto company, devoted himself after retirement to several social causes. Describes issues in the transition.

Keywords: Transition; Transformation; Retirement; Work-Life Balance; Problems and Challenges; Civil Society or Community; Auto Industry;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B4): Lee Iacocca - Driving Impact." Harvard Business School Case 308-046, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B5): General Claudia Kennedy - In Command of Life

Rosabeth M. Kanter and Lance P. Pierce

Describes the transition issues for General Kennedy after she left the army and tried to apply her leadership to social causes.

Keywords: Transition; Problems and Challenges; Social Issues; Personal Development and Career; Leadership; Public Administration Industry;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B5): General Claudia Kennedy - In Command of Life." Harvard Business School Case 308-037, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B6): Sherry Lansing - Producing Social Change

Rosabeth M. Kanter and Lance P. Pierce

Sherry Lansing, head of a Hollywood studio, left to start a foundation. Describes the issues in her transition.

Keywords: Transition; Problems and Challenges; Personal Development and Career; Nonprofit Organizations; Motion Pictures and Video Industry;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B6): Sherry Lansing - Producing Social Change." Harvard Business School Case 308-036, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B7): Dr. Evelyn Murphy - The Next Campaign

Rosabeth M. Kanter and Lance P. Pierce

Describes how a former public official became an advocate who started a nonprofit organization after losing her campaign for governor.

Keywords: Government and Politics; Personal Development and Career; Nonprofit Organizations;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B7): Dr. Evelyn Murphy - The Next Campaign." Harvard Business School Case 308-040, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B8): Paul Newman - Newman's Own Script

Rosabeth M. Kanter and Lance P. Pierce

Well known actor Paul Newman started a business to give profits to charity. Summarizes his experience in making the transition from one kind of leadership to another.

Keywords: Transition; Giving and Philanthropy; Social Entrepreneurship; Food and Beverage Industry;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B8): Paul Newman - Newman's Own Script." Harvard Business School Case 308-045, September 2007.

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Case | HBS Case Collection | 2007

Still Leading (B9): Hon. Colin Powell - A Portfolio for Powerful Impact

Rosabeth M. Kanter and Lance P. Pierce

Describes the post-career leadership issues for former General and Secretary of State Colin Powell.

Keywords: Personal Development and Career; Transition; Public Administration Industry;

Citation:
Kanter, Rosabeth M., and Lance P. Pierce. "Still Leading (B9): Hon. Colin Powell - A Portfolio for Powerful Impact." Harvard Business School Case 308-041, September 2007.

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Case | HBS Case Collection | 2007

ABN AMRO Bank N.V.: Global Change Agents

Rosabeth M. Kanter, Lance P. Pierce and Ryan Leo Raffaelli

ABN AMRO Global Banking Group developed its risk management function in response to expansion, and increasingly focused on environmental and social risks. The head of the function needed to influence policies and business decisions in a highly decentralized context in which major country business units such as Brazil, India, and the United States operated relatively independently. Highlights the history of environmental and social responsibility at the bank, links to business performance, and the leadership skills required for a corporate staff head to influence change.

Keywords: Risk Management; Banks and Banking; Expansion; Change; Governing and Advisory Boards; Social Enterprise; Leadership Development; History; Banking Industry; Service Industry; Brazil; India; United States;

Citation:
Kanter, Rosabeth M., Lance P. Pierce, and Ryan Leo Raffaelli. "ABN AMRO Bank N.V.: Global Change Agents." Harvard Business School Case 307-050, April 2007.

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Case | HBS Case Collection | 2006 (Revised from original 2006 version)

Akin Ongor's Journey

Rosabeth M. Kanter

A retired bank CEO, one of Turkey's most admired leaders, wants to start a leadership institute to develop emerging leaders in the eastern Mediterranean region. Describes his biography and values, the models he established for excellent financial performance and corporate social and environmental responsibility at the bank, and his attempt to partner with an American university to establish the institute. His first approach did not work; what should he do now?

Keywords: Leadership Development; Values and Beliefs; Partners and Partnerships; Corporate Social Responsibility and Impact; Business Startups; Environmental Sustainability; Retirement; Education Industry; Turkey; United States;

Citation:
Kanter, Rosabeth M. "Akin Ongor's Journey." Harvard Business School Case 306-072, May 2006. (Revised from original January 2006 version.)

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Case | HBS Case Collection | 2006

"The Case of Leadership Inertia"

Rosabeth M. Kanter

The CEO of an international bank has raised the bank's performance by emphasizing a new culture of leadership that empowers people at all levels. Managers are rated both on their business results and their leadership--how they model new behaviors--but 12 senior managers with good business results have yet to embrace the new culture. The CEO is concerned that their inertia will undermine the culture change, especially as the bank is about to consummate a major merger and a new strategic alliance. He solicits proposals from three consultancies with different approaches to change to determine which might help him solve the problem presented by the 12 laggards. A fictional case based on real situations.

Keywords: Organizational Culture; Leadership Style; Leading Change; Performance Evaluation; Employee Relationship Management;

Citation:
Kanter, Rosabeth M. The Case of Leadership Inertia"." Harvard Business School Case 303-125, April 2006.

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Case | HBS Case Collection | 2006

Medical Innovation Beyond MedStar: Mobilizing for National Impact

Rosabeth M. Kanter, Ryan Leo Raffaelli and Michelle Heskett

Dr. Craig Feied, director of MedStar Health's Medical Informatics programs, wanted his innovations to influence national health care. Since joining Washington Hospital Center's Emergency Department in 1995 with Dr. Mark Smith, their information system had become the world's largest real-time data system. The September 11, 2001 terrorist attack on the Pentagon had highlighted the system's potential national impact, garnering attention from senior White House officials. Now Feied had to ask several questions about how he could effect an even bigger change: What organization vehicle should the use to manage his innovations? How can he take the projects to scale beyond MedStar? Taking the system to scale would require finding a new path involving a complex matrix of parties involved in medicine, government, and the private sector.

Keywords: Collaborative Innovation and Invention; Innovation Strategy; Technological Innovation; Policy; Government and Politics; Innovation and Management; Projects; Corporate Social Responsibility and Impact; Medical Devices and Supplies Industry; Health Industry; Washington (state, US);

Citation:
Kanter, Rosabeth M., Ryan Leo Raffaelli, and Michelle Heskett. "Medical Innovation Beyond MedStar: Mobilizing for National Impact." Harvard Business School Case 306-096, April 2006.

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Case | HBS Case Collection | 2005 (Revised from original 1996 version)

First Community Bank (A)

Rosabeth M. Kanter

First Community Bank, a bank-within-a-bank at Bank of Boston, was established in 1990 as a unique venture to serve urban communities. By 1995 it has achieved profitability but must manage relationships with the mainstream at Bank of Boston, serve as a change agent and role model, and face the challenge of reexamining its mission and structure.

Keywords: Banks and Banking; Business Ventures; Business and Community Relations; Agency Theory; Change Management; Leadership; Balanced Scorecard; Mission and Purpose; Organizational Structure; Problems and Challenges; Banking Industry; Boston;

Citation:
Kanter, Rosabeth M. "First Community Bank (A)." Harvard Business School Case 396-202, December 2005. (Revised from original January 1996 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2000 version)

Garanti Bank: Transformation in Turkey

Rosabeth M. Kanter, Maximilian Martin and Daniel Galvin

Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey's premier financial institutions.

Keywords: Banks and Banking; Private Ownership; Restructuring; Business Divisions; Organizational Change and Adaptation; Organizational Culture; Culture; Change Management; Expansion; Corporate Strategy; Problems and Challenges; Projects; Banking Industry; Financial Services Industry; Turkey;

Citation:
Kanter, Rosabeth M., Maximilian Martin, and Daniel Galvin. "Garanti Bank: Transformation in Turkey." Harvard Business School Case 300-114, December 2005. (Revised from original April 2000 version.)

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Background Note | HBS Case Collection | 2005 (Revised from original 2003 version)

Leadership for Change: Enduring Skills for Change Masters

Rosabeth M. Kanter

Leaders use seven leadership skills in conceiving and managing change projects, whether innovations in established organizations, culture and process changes, or entrepreneurial ventures for industry or social change. The skills leaders need are different at various phases of change projects. Offers details and also discusses the rhythm of change and resistance to change. Supported by examples drawn from empirical research.

Keywords: Change Management; Leading Change;

Citation:
Kanter, Rosabeth M. "Leadership for Change: Enduring Skills for Change Masters." Harvard Business School Background Note 304-062, November 2005. (Revised from original November 2003 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2003 version)

British Broadcasting Corporation (A): One BBC

Rosabeth M. Kanter and Douglas A Raymond

Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies?

Keywords: Change Management; Media; Organizational Change and Adaptation; Organizational Culture; Leadership Development; Competition; Creativity; Relationships; Media and Broadcasting Industry; United Kingdom;

Citation:
Kanter, Rosabeth M., and Douglas A Raymond. "British Broadcasting Corporation (A): One BBC." Harvard Business School Case 303-075, July 2005. (Revised from original February 2003 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2003 version)

British Broadcasting Corporation (B): Making it Happen

Rosabeth M. Kanter and Douglas A Raymond

Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism within the organization and allowed the employees of the BBC to create a shared set of objectives for the change effort. After 10 months, employees feel that things are changing and that the culture of the BBC has improved. However, there are signs of change fatigue and Dyke must decide how much further to go while ensuring that the gains that have been made will not be lost.

Keywords: Change Management; Media; Organizational Change and Adaptation; Organizational Culture; Leadership Development; Competition; Creativity; Relationships; Media and Broadcasting Industry; United Kingdom;

Citation:
Kanter, Rosabeth M., and Douglas A Raymond. "British Broadcasting Corporation (B): Making it Happen." Harvard Business School Case 303-076, July 2005. (Revised from original February 2003 version.)

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Background Note | HBS Case Collection | 2005 (Revised from original 2005 version)

Even Bigger Change: A Framework for Getting Started at Changing the World

Rosabeth M. Kanter

Presents a framework for leading change in institutions or society, showing leaders how to manage political, economic, or social change by mapping their targets (policy, programs, or people/culture) and choice of action vehicle (single organizations or coalitions of organizations).

Keywords: Change Management; Leading Change; Society;

Citation:
Kanter, Rosabeth M. "Even Bigger Change: A Framework for Getting Started at Changing the World." Harvard Business School Background Note 305-099, May 2005. (Revised from original March 2005 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2002 version)

Gillette Company (A): Pressure for Change

Rosabeth M. Kanter and James Weber

After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do during his first day and week on the job.

Keywords: Business History; Performance Consistency; Product Positioning; Selection and Staffing; Change Management; Leading Change; Competitive Strategy; Planning; Retail Industry;

Citation:
Kanter, Rosabeth M., and James Weber. "Gillette Company (A): Pressure for Change." Harvard Business School Case 303-032, February 2005. (Revised from original August 2002 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2002 version)

Gillette Company (B): Leadership for Change

Rosabeth M. Kanter and James Weber

Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company.

Keywords: Business Strategy; Policy; Change Management; Leading Change; Motivation and Incentives; Strategic Planning; Retail Industry;

Citation:
Kanter, Rosabeth M., and James Weber. "Gillette Company (B): Leadership for Change." Harvard Business School Case 303-033, February 2005. (Revised from original August 2002 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2002 version)

Gillette Company (C): Strategies for Change

Rosabeth M. Kanter and James Weber

Examines the strategic change agenda set by a new CEO as the initial priorities in the turnaround of this leading global consumer products company.

Keywords: Business History; Global Strategy; Competitive Advantage; Competitive Strategy; Leading Change; Change Management; Retail Industry;

Citation:
Kanter, Rosabeth M., and James Weber. "Gillette Company (C): Strategies for Change." Harvard Business School Case 303-034, February 2005. (Revised from original August 2002 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2002 version)

Gillette Company (D): Implementing Change

Rosabeth M. Kanter

How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.

Keywords: Business History; Competitive Strategy; Strategic Planning; Change Management; Organizational Design; Organizational Culture; Organizational Change and Adaptation; Behavior; Leading Change; Retail Industry;

Citation:
Kanter, Rosabeth M. "Gillette Company (D): Implementing Change." Harvard Business School Case 303-035, February 2005. (Revised from original August 2002 version.)

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Teaching Note | HBS Case Collection | 2004 (Revised from original 1998 version)

First Community Bank (A) TN

Rosabeth M. Kanter

Teaching Note for (9-396-202).

Keywords: Banks and Banking; Banking Industry;

Citation:
Kanter, Rosabeth M. "First Community Bank (A) TN." Harvard Business School Teaching Note 399-002, September 2004. (Revised from original August 1998 version.)

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Teaching Note | HBS Case Collection | 2004 (Revised from original 2001 version)

E-Commerce at Williams-Sonoma (TN)

Rosabeth M. Kanter and Brooke Bartletta

Teaching Note for (9-300-086).

Keywords: Information Technology Industry; Retail Industry; California;

Citation:
Kanter, Rosabeth M., and Brooke Bartletta. "E-Commerce at Williams-Sonoma (TN)." Harvard Business School Teaching Note 301-123, September 2004. (Revised from original June 2001 version.)

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Case | HBS Case Collection | 2004

The Making of Verizon

Rosabeth M. Kanter, Douglas A Raymond and Ryan Leo Raffaelli

Through a series of mergers, Ivan Seidenberg, Verizon chairman and CEO, successfully shared the co-CEO title twice while building the largest telecom company in the United States. The strong and complementary cultures of the companies that Seidenberg and a key group of executives had merged was a major factor in their success. However, in the steps leading up to this, decreased revenues in their traditional wireline business intensified their dependence on the growth of wireless and broadband services. As Verizon moved into this less familiar territory, the culture that had sustained them through change would have to be evaluated as they embarked on a new wave of growth. As the future of Verizon become more dependent on business in areas that bore little resemblance to the Baby Bells, were the lessons from past successful mergers less applicable?

Keywords: Mergers and Acquisitions; Change Management; Transition; Leading Change; Organizational Culture; Risk Management; Telecommunications Industry; United States;

Citation:
Kanter, Rosabeth M., Douglas A Raymond, and Ryan Leo Raffaelli. "The Making of Verizon." Harvard Business School Case 303-131, February 2004.

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Background Note | HBS Case Collection | 2003 (Revised from original 1999 version)

Troubled Marriages

Rosabeth M. Kanter

Compilation of articles looking at merger integration strategies: "business marriages." Problems of culture, management style, and business goals are revealed.

Keywords: Mergers and Acquisitions; Goals and Objectives; Management Style; Mission and Purpose; Organizational Culture; Problems and Challenges;

Citation:
Kanter, Rosabeth M. "Troubled Marriages." Harvard Business School Background Note 300-072, December 2003. (Revised from original December 1999 version.)

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Case | HBS Case Collection | 2003

Driving Change at Seagate

Rosabeth M. Kanter, Douglas A Raymond and Lyn Baranowski

A new CEO, Steve Luczo, together with COO Bill Watkins, have led a turnaround of Seagate, raising productivity dramatically and increasing innovation through teamwork, cross-functional collaboration, and other transformations in the culture of this manufacturer of disk drives for computers. After going private as part of the turnaround, Seagate executed a successful public offering in 2002. Several months later, the CEO wonders how to convince investors that the capabilities built in Seagate's turnaround will help the company flourish and innovate in a demanding technology industry.

Keywords: Growth and Development; Transformation; Business and Shareholder Relations; Collaborative Innovation and Invention; Groups and Teams; Performance Productivity; Initial Public Offering; Going Public; Information Technology Industry;

Citation:
Kanter, Rosabeth M., Douglas A Raymond, and Lyn Baranowski. "Driving Change at Seagate." Harvard Business School Case 304-002, September 2003.

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Case | HBS Case Collection | 2003

Nelson Mandela, Turnaround Leader

Rosabeth M. Kanter and Euvin Naidoo

Nelson Mandela was the first democratically elected president of South Africa. He had to shift the culture of a country after the end of the apartheid regime, which enforced separation of the races and stifled freedom of the press. He established more open dialogue, encouraged communication about past abuses without taking revenge, created new relationships among people, and focused on economic empowerment for the black majority. Data on South Africa's economic and social performance can be used to weigh the accomplishments of this leader and leadership style.

Keywords: Government and Politics; Governance; Policy; Political Elections; Culture; Communication Intention and Meaning; Relationships; Leadership Style; Welfare or Wellbeing; South Africa;

Citation:
Kanter, Rosabeth M., and Euvin Naidoo. "Nelson Mandela, Turnaround Leader." Harvard Business School Case 304-035, September 2003.

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Case | HBS Case Collection | 2003 (Revised from original 2003 version)

Peabody Elementary School (B)

Rosabeth M. Kanter and Kevin Morris

After six months as principal of the school, Marty Pettigrew has commenced a series of reform initiatives to improve its academic performance and culture. As the school year ends, he must assess his progress and decide on his strategies for the following year. He deliberates about how quickly he is able to push his reform agenda.

Keywords: Governing Rules, Regulations, and Reforms; Performance Improvement; Middle School Education; Personal Development and Career; Strategy; Education Industry;

Citation:
Kanter, Rosabeth M., and Kevin Morris. "Peabody Elementary School (B)." Harvard Business School Case 303-135, September 2003. (Revised from original June 2003 version.)

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Case | HBS Case Collection | 2003 (Revised from original 2003 version)

Union City Schools: Sustaining The Turnaround

Rosabeth M. Kanter and Ryan Leo Raffaelli

Under the leadership of Superintendent Thomas Highton, Union City Schools, New Jersey, underwent a 14-year turnaround. In 1989, the Union City School District was the second-worst-performing district in New Jersey. As Mr. Highton prepared to retire, 2002 student test scores had increased to the point where Union City was the highest among New Jersey cities with a population of 50,000 or more. Teachers, parents, and administrators pondered whether his district would be able to sustain the changes after his departure.

Keywords: Leadership; Leading Change; Performance Consistency; Change Management; New Jersey;

Citation:
Kanter, Rosabeth M., and Ryan Leo Raffaelli. "Union City Schools: Sustaining The Turnaround." Harvard Business School Case 303-137, July 2003. (Revised from original June 2003 version.)

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Case | HBS Case Collection | 2003

Booker T. Washington High School

Rosabeth M. Kanter and Michelle Heskett

For over a decade, Principal Elsie Bailey has led a turnaround of this inner-city high school in Memphis. Although she's made progress, some problems have arisen for this "school of last resort" that deals with some of the more difficult student populations, and changes in district leadership and approach have posed additional challenges.

Keywords: Secondary Education; Social Issues; Social Psychology; Policy; Problems and Challenges; Education Industry; Tennessee;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "Booker T. Washington High School." Harvard Business School Case 303-136, June 2003.

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Case | HBS Case Collection | 2003

Peabody Elementary School (A)

Rosabeth M. Kanter and Kevin Morris

A new principal, Marty Pettigrew, has just joined this inner-city optional school--which offers special programs in international studies to attract children from all over the city. Entering mid-way through the school year, he observes a number of areas of concern, including declining student academic achievement. In December 2002, a week or so into his term, he has to determine a plan of action to lead a turnaround.

Keywords: Change Management; Leading Change; Early Childhood Education; Education Industry;

Citation:
Kanter, Rosabeth M., and Kevin Morris. "Peabody Elementary School (A)." Harvard Business School Case 303-134, June 2003.

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Case | HBS Case Collection | 2003

Memphis City Schools

Rosabeth M. Kanter and Kevin Morris

Associate Superintendent Marieta Harris needs a plan for continuing the momentum of systemic change in this urban school district while facing shifts of leadership and curriculum philosophy, uneven progress on reforms, new tests that put a high proportion of schools on the list of low performers, and political controversy. She must determine which elements of system change need attention and how to get stakeholder support in the eight months before the superintendent is selected.

Keywords: Curriculum and Courses; Leading Change; Transition; Education Industry;

Citation:
Kanter, Rosabeth M., and Kevin Morris. "Memphis City Schools." Harvard Business School Case 303-133, June 2003.

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Case | HBS Case Collection | 2003 (Revised from original 1996 version)

Cynthia Hogan and the Birth of Novartis

Rosabeth M. Kanter

An American woman heads an integration office for merger transition activities between two giant Swiss pharmaceutical companies. She needed to develop an implementation plan to shape the new global powerhouse.

Keywords: Mergers and Acquisitions; Global Strategy; Organizational Design; Strategic Planning; Pharmaceutical Industry; Switzerland; United States;

Citation:
Kanter, Rosabeth M. "Cynthia Hogan and the Birth of Novartis." Harvard Business School Case 897-126, June 2003. (Revised from original December 1996 version.)

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Case | HBS Case Collection | 2003 (Revised from original 1999 version)

Deloitte & Touche (A): A Hole in the Pipeline

Rosabeth M. Kanter and Jane Roessner

Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan change.

Keywords: Organizational Culture; Organizational Change and Adaptation; Change Management; Accounting; Gender Characteristics; Resignation and Termination; Loss; Jobs and Positions; Strategic Planning; Accounting Industry; United States;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (A): A Hole in the Pipeline." Harvard Business School Case 300-012, May 2003. (Revised from original September 1999 version.)

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Case | HBS Case Collection | 2003 (Revised from original 1999 version)

Deloitte & Touche (B): Changing the Workplace

Rosabeth M. Kanter and Jane Roessner

Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different needs and aspirations, and the firm's global offices had not yet embraced this U.S. initiative.

Keywords: Organizational Culture; Organizational Change and Adaptation; Change Management; Accounting; Gender Characteristics; Resignation and Termination; Loss; Jobs and Positions; Strategic Planning; Accounting Industry; United States;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (B): Changing the Workplace." Harvard Business School Case 300-013, May 2003. (Revised from original September 1999 version.)

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Background Note | HBS Case Collection | 2003

Management and Creativity in Television Broadcasting

Rosabeth M. Kanter and Douglas A Raymond

Management and creativity are sometimes assumed to be unrelated or even conflicting concepts. In the best cases, management controls enable artistic success by gathering resources and providing discipline. However, if pushed too far, the same discipline can stifle creativity. The best managers in the industry have learned to strike a fine balance between the need for operational control and respect for their employees' artistic freedom.

Keywords: Governance Controls; Leadership Development; Management; Managerial Roles; Creativity;

Citation:
Kanter, Rosabeth M., and Douglas A Raymond. "Management and Creativity in Television Broadcasting." Harvard Business School Background Note 303-108, March 2003.

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Background Note | HBS Case Collection | 2002

Teaching Old Companies New Tricks: The Challenge of Managing New Streams Within the Mainstream

Rosabeth M. Kanter

Describes the challenge of starting new ventures or new activities in established companies, especially if they diverge from the mainstream of ongoing commitments. Fledgling ventures require a different kind of management that acknowledges their uncertainty, intensity, and need/desire for freedom from mainstream constraints. One challenge is how integrated or not the new activity should be with the rest of the organization. Provides criteria for making this choice and offers some examples.

Keywords: Business Units; Teaching; Entrepreneurship; Corporate Entrepreneurship; Business or Company Management; Organizations; Problems and Challenges; Risk and Uncertainty; Corporate Strategy;

Citation:
Kanter, Rosabeth M. "Teaching Old Companies New Tricks: The Challenge of Managing New Streams Within the Mainstream." Harvard Business School Background Note 303-083, December 2002.

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Washington Hospital Center (A): Rescuing Emergency Medicine

Rosabeth M. Kanter and Michelle Heskett

Dr. Craig Feied and Dr. Mark Smith, recruited to turn around the Washington Hospital Center Emergency Department, prepare to roll out their most revolutionary change yet--an information system that could radically improve the practice of emergency medicine. A review of the process and philosophical changes they have brought to the department provides the context for considering how to overcome institutional and cultural resistance to innovation and new technologies.

Keywords: Change Management; Health Care and Treatment; Nonprofit Organizations; Medical Specialties; Organizational Culture; Crisis Management; Technological Innovation; Higher Education; Health Industry; District of Columbia;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (A): Rescuing Emergency Medicine." Harvard Business School Case 303-019, August 2002. (Revised from original July 2002 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Washington Hospital Center (B): The Power of Insight

Rosabeth M. Kanter and Michelle Heskett

Dr. Craig Feied considers how to take a major technical innovation beyond his own department into a large hospital system. Reviews how proprietary information systems became indispensable in the department of emergency medicine and what it took to introduce the change in that area of the hospital successfully.

Keywords: Change Management; Health Care and Treatment; Nonprofit Organizations; Medical Specialties; Organizational Culture; Crisis Management; Technological Innovation; Higher Education; Adoption; Health Industry; District of Columbia;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (B): The Power of Insight." Harvard Business School Case 303-020, August 2002. (Revised from original July 2002 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Washington Hospital Center (C): Progress and Prospects, 1995-2001

Rosabeth M. Kanter and Michelle Heskett

Dr. Craig Feied and Dr. Mark Smith have already transformed a "worst-in-area" emergency medicine department into the best in the area. Industry-wide and hospital system-specific challenges remain, including their newest project of national importance--creating an all-risks-ready emergency room. This case describes the successful philosophical, process, personnel, and technological changes and how they were introduced; it then asks how these could apply to the industry and system dilemmas. Will the same tools and approaches work, or do the problems require a fundamentally different approach?

Keywords: History; Higher Education; Organizational Culture; Medical Specialties; Technological Innovation; Change Management; Nonprofit Organizations; Expansion; Crisis Management; Health Care and Treatment; Health Industry; District of Columbia;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (C): Progress and Prospects, 1995-2001." Harvard Business School Case 303-021, August 2002. (Revised from original July 2002 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Washington Hospital Center (D): Emergency Medicine After September 11

Rosabeth M. Kanter and Michelle Heskett

The all-risks-ready emergency room prototype project becomes widely accepted as a need after September 11, 2001. The already operational medical informatics system, Insight, comes under heavy demand after its strong performance during crises and is noticed by various agencies and officials involved in emergency management. This case considers how to support rapid, wide-scale adoption of a successful technological innovation across the boundaries of private and public organizations, including huge government agencies.

Keywords: Change Management; Health Care and Treatment; Nonprofit Organizations; Medical Specialties; Organizational Culture; Crisis Management; Technological Innovation; Higher Education; Performance Productivity; Health Industry; District of Columbia;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "Washington Hospital Center (D): Emergency Medicine After September 11." Harvard Business School Case 303-022, August 2002. (Revised from original July 2002 version.)

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Case | HBS Case Collection | 2002

MassEnvelopePlus

Rosabeth M. Kanter, Brooke Bartletta and Michelle Heskett

Describes the challenges Steve Grossman, a fourth-generation owner of a small commercial printing company, must face amid industry consolidation, technological changes, and his own run for public office.

Keywords: Family Business; Family Ownership; Problems and Challenges; Leadership; Change Management; Technology; Personal Development and Career; Service Delivery; Service Industry; Massachusetts;

Citation:
Kanter, Rosabeth M., Brooke Bartletta, and Michelle Heskett. "MassEnvelopePlus." Harvard Business School Case 302-103, August 2002.

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Case | HBS Case Collection | 2002 (Revised from original 1999 version)

CNBC (A): NBC and Its Startup Friends

Rosabeth M. Kanter

NBC expands further on to the Internet with CNBC.com. NBC's Internet strategy, supported by corporate parent General Electric, involves numerous investments as well as new ventures like CNBC.com. Soon after CNBC.com is launched in 1999, NBC brings in a new CEO, Pamela Thomas-Graham, who must manage a start-up within a corporate giant.

Keywords: Business Startups; Change Management; Management Teams; Corporate Strategy; Leadership Development; Internet; Expansion; Media; Media and Broadcasting Industry; Telecommunications Industry;

Citation:
Kanter, Rosabeth M. "CNBC (A): NBC and Its Startup Friends." Harvard Business School Case 300-090, May 2002. (Revised from original December 1999 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Garanti Bank: Transformation in Turkey (Abridged)

Rosabeth M. Kanter, Daniel Galvin and Maximilian Martin

Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey's premier financial institutions.

Keywords: Banks and Banking; Restructuring; Organizational Change and Adaptation; Change Management; Cross-Cultural and Cross-Border Issues; Banking Industry; Turkey;

Citation:
Kanter, Rosabeth M., Daniel Galvin, and Maximilian Martin. "Garanti Bank: Transformation in Turkey (Abridged)." Harvard Business School Case 302-117, May 2002. (Revised from original May 2002 version.)

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Case | HBS Case Collection | 2002

IBM's Reinventing Education (B): West Virginia

Rosabeth M. Kanter and Daniel Galvin

Describes IBM's ongoing Reinventing Education initiative to improve K-12 public education via information technology developed by IBM's engineers and consultants. Focuses on one site, West Virginia, to reveal how IBM and the state created a mutually beneficial partnership that provided the basis for the next step of the initiative--Reinventing Education 3.

Keywords: Information Technology; Partners and Partnerships; Education; Programs; Information Technology Industry; Education Industry; United States;

Citation:
Kanter, Rosabeth M., and Daniel Galvin. "IBM's Reinventing Education (B): West Virginia." Harvard Business School Case 302-076, January 2002.

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Teaching Note | HBS Case Collection | 2002

iSteelAsia (A) TN

Rosabeth M. Kanter

Teaching Note for (9-301-025).

Keywords: Steel Industry; Hong Kong;

Citation:
Kanter, Rosabeth M. "iSteelAsia (A) TN." Harvard Business School Teaching Note 302-048, January 2002.

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Teaching Note | HBS Case Collection | 2002

Elsie Y. Cross Associates, Inc. and CoreStates Financial Corp. TN

Rosabeth M. Kanter

Teaching Note for (9-897-065).

Keywords: Financial Services Industry; Consulting Industry;

Citation:
Kanter, Rosabeth M. "Elsie Y. Cross Associates, Inc. and CoreStates Financial Corp. TN." Harvard Business School Teaching Note 302-060, January 2002.

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Case | HBS Case Collection | 2001 (Revised from original 2000 version)

iSteelAsia (A)

Rosabeth M. Kanter and Pamela A. Yatsko

The chairman of a Hong Kong-based steel distributor starts an online Asian steel trading portal and contemplates different paths to profitability and growth. Barriers include industrial culture, weakened markets in the spring of 2000, and vulnerability to takeover by O.S. players.

Keywords: Commercialization; Distribution Channels; Business Growth and Maturation; Horizontal Integration; Transformation; Corporate Strategy; Business Strategy; Mergers and Acquisitions; Steel Industry; Hong Kong;

Citation:
Kanter, Rosabeth M., and Pamela A. Yatsko. "iSteelAsia (A)." Harvard Business School Case 301-025, December 2001. (Revised from original November 2000 version.)

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Teaching Note | HBS Case Collection | 2001

Gillette Singapore (A): Managing Global Business Integration on the Ground TN

Rosabeth M. Kanter

Teaching Note for (9-897-102).

Keywords: Integration; Change Management; Globalization; Consumer Products Industry; Singapore;

Citation:
Kanter, Rosabeth M. "Gillette Singapore (A): Managing Global Business Integration on the Ground TN." Harvard Business School Teaching Note 302-056, October 2001.

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Teaching Note | HBS Case Collection | 2001

Gillette Singapore (B): Managing Global Business Integration on the Ground TN

Rosabeth M. Kanter

Teaching Note for (9-897-116).

Keywords: Singapore;

Citation:
Kanter, Rosabeth M. "Gillette Singapore (B): Managing Global Business Integration on the Ground TN." Harvard Business School Teaching Note 302-057, October 2001.

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Teaching Note | HBS Case Collection | 2001

Gillette Singapore (C): Managing Global Business Integration on the Ground TN

Rosabeth M. Kanter

Teaching Note for (9-897-117).

Keywords: Singapore;

Citation:
Kanter, Rosabeth M. "Gillette Singapore (C): Managing Global Business Integration on the Ground TN." Harvard Business School Teaching Note 302-058, October 2001.

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Teaching Note | HBS Case Collection | 2001

First Community Bank (B): Community Banking Group TN

Rosabeth M. Kanter

Teaching Note for (9-301-086).

Keywords: Banking Industry;

Citation:
Kanter, Rosabeth M. "First Community Bank (B): Community Banking Group TN." Harvard Business School Teaching Note 302-059, October 2001.

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Case | HBS Case Collection | 2001 (Revised from original 1998 version)

IBM's Reinventing Education (A)

Rosabeth M. Kanter

Describes IBM's national innovation strategy to transform K-12 public education through new solutions developed by IBM engineers and consultants using information technology. Examples are: data warehousing in Broward County, FL schools, tracking software for the Cincinnati schools, and teacher development networks in San Jose and Philadelphia.

Keywords: Information Technology; Learning; Social Enterprise; Innovation Strategy; Technological Innovation; Information Technology Industry; Education Industry; San Jose; Philadelphia; Florida; Ohio;

Citation:
Kanter, Rosabeth M. "IBM's Reinventing Education (A)." Harvard Business School Case 399-008, September 2001. (Revised from original September 1998 version.)

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Teaching Note | HBS Case Collection | 2001

IBM's Reinventing Education (A) TN

Rosabeth M. Kanter

Teaching Note for (9-399-008).

Keywords: Information Technology Industry; Education Industry; San Jose; Philadelphia; Florida; Ohio;

Citation:
Kanter, Rosabeth M. "IBM's Reinventing Education (A) TN." Harvard Business School Teaching Note 302-045, September 2001.

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Teaching Note | HBS Case Collection | 2001

IBM Ireland: Reinventing Education Crosses the Atlantic TN

Rosabeth M. Kanter

Teaching Note for (9-300-034).

Keywords: Technology Industry; Education Industry; United States; Republic of Ireland;

Citation:
Kanter, Rosabeth M. "IBM Ireland: Reinventing Education Crosses the Atlantic TN." Harvard Business School Teaching Note 302-046, September 2001.

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Teaching Note | HBS Case Collection | 2001

Garanti Bank: Transformation in Turkey TN

Rosabeth M. Kanter

Teaching Note for (9-300-114).

Keywords: Banking Industry; Financial Services Industry; Turkey;

Citation:
Kanter, Rosabeth M. "Garanti Bank: Transformation in Turkey TN." Harvard Business School Teaching Note 301-128, June 2001.

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Teaching Note | HBS Case Collection | 2001 (Revised from original 2001 version)

Reuters Greenhouse Fund TN

Rosabeth M. Kanter

Teaching Note for (9-301-012).

Keywords: Financial Services Industry; Media and Broadcasting Industry;

Citation:
Kanter, Rosabeth M. "Reuters Greenhouse Fund TN." Harvard Business School Teaching Note 301-107, June 2001. (Revised from original May 2001 version.)

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Case | HBS Case Collection | 2001 (Revised from original 2000 version)

Digitas (A): Strategic Interactive Group

Rosabeth M. Kanter, David Lane and Courtenay Sprague

Kathy Biro, president of Digitas, an e-strategy consulting firm, has successfully grown out of the company's roots in the strategic interactive group. Her challenges now include managing the integration of the SIG with Digitas's other component, direct marketing firm Bronner Slosberg Humphrey (BSH), while at the same time differentiating the new firm from its competitors, strengthening the business model, and expanding geographically.

Keywords: Change Management; Business Strategy; Internet; Integration; Expansion; Business or Company Management; Business Model; Organizational Design; Consulting Industry; Massachusetts;

Citation:
Kanter, Rosabeth M., David Lane, and Courtenay Sprague. "Digitas (A): Strategic Interactive Group." Harvard Business School Case 301-052, May 2001. (Revised from original October 2000 version.)

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Teaching Note | HBS Case Collection | 2001

CNBC.com (A): NBC Incubates E-business TN

Rosabeth M. Kanter and Brooke Bartletta

Teaching Note for (9-300-090).

Keywords: Media and Broadcasting Industry; Telecommunications Industry;

Citation:
Kanter, Rosabeth M., and Brooke Bartletta. "CNBC.com (A): NBC Incubates E-business TN." Harvard Business School Teaching Note 301-115, April 2001.

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Teaching Note | HBS Case Collection | 2001

Lucent Technologies New Ventures Group TN

Rosabeth M. Kanter

Teaching Note for (9-300-085).

Keywords: Financial Services Industry; Computer Industry; New Jersey;

Citation:
Kanter, Rosabeth M. "Lucent Technologies New Ventures Group TN." Harvard Business School Teaching Note 301-108, March 2001.

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Case | HBS Case Collection | 2001 (Revised from original 1999 version)

Bell Atlantic and the Union City Schools (C2): Project Explore

Rosabeth M. Kanter and Ellen Pruyne

The fourth in a five-part series about Bell Atlantic Corp.'s technology-in-education partnership with the Union City, New Jersey school system. Describes Bell Atlantic's planning, implementing, supporting, and assessing elements of the partnership, with special attention to the issues involved in making the partnership succeed and meeting the technology objectives of both partners. Video 9-399-501 is a short version of the case series and may be used in conjunction with it.

Keywords: Education; Technology Adoption; Strategic Planning; Partners and Partnerships; Projects; Telecommunications Industry; Education Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (C2): Project Explore." Harvard Business School Case 399-066, March 2001. (Revised from original January 1999 version.)

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Teaching Note | HBS Case Collection | 2001

Deloitte & Touche (A): A Hole in the Pipeline TN

Rosabeth M. Kanter

Teaching Note for (9-300-012).

Keywords: Accounting Industry; United States;

Citation:
Kanter, Rosabeth M. "Deloitte & Touche (A): A Hole in the Pipeline TN." Harvard Business School Teaching Note 301-096, February 2001.

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Teaching Note | HBS Case Collection | 2001

Deloitte & Touche (B): Changing the Workplace TN

Rosabeth M. Kanter

Teaching Note for (9-300-013).

Keywords: Accounting Industry; United States;

Citation:
Kanter, Rosabeth M. "Deloitte & Touche (B): Changing the Workplace TN." Harvard Business School Teaching Note 301-097, February 2001.

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Case | HBS Case Collection | 2001

First Community Bank (B): Community Banking Group

Rosabeth M. Kanter and Daniel Galvin

After nine years of leading First Community Bank (FCB), BankBoston's unique venture targeting low- to moderate-income communities, and finally gaining recognition and respect for her efforts, Gail Snowden must once again faces the challenge of justifying FCB's value, this time, as part of the umbrella group, Community Banking Group (CBG), formed in 1996 due to a merge with BayBank, she must justify it to a new parent company, Fleet Bank. To successfully integrate CBG/FCB into the mainstream organization, Snowden faces many organizational and cultural hurdles.

Keywords: Mergers and Acquisitions; Valuation; Organizational Change and Adaptation; Problems and Challenges; Business and Community Relations; Banking Industry;

Citation:
Kanter, Rosabeth M., and Daniel Galvin. "First Community Bank (B): Community Banking Group." Harvard Business School Case 301-086, January 2001.

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Case | HBS Case Collection | 2000 (Revised from original 2000 version)

Abuzz: Community Building Community

Rosabeth M. Kanter, Katherine Chen and Michelle Heskett

Keywords: Civil Society or Community; Urban Development;

Citation:
Kanter, Rosabeth M., Katherine Chen, and Michelle Heskett. "Abuzz: Community Building Community." Harvard Business School Case 301-024, December 2000. (Revised from original November 2000 version.)

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Teaching Note | HBS Case Collection | 2000

Bell Atlantic and the Union City Schools (C2): Project Explore TN

Rosabeth M. Kanter and Ellen Pruyne

Teaching Note for (9-399-066).

Keywords: Education Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (C2): Project Explore TN." Harvard Business School Teaching Note 301-079, December 2000.

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Teaching Note | HBS Case Collection | 2000

Bell Atlantic and the Union City Schools (D): Results and Replication TN

Rosabeth M. Kanter and Ellen Pruyne

Teaching Note for (9-399-084).

Keywords: Telecommunications Industry; Education Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (D): Results and Replication TN." Harvard Business School Teaching Note 301-072, December 2000.

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Teaching Note | HBS Case Collection | 2000

Bell Atlantic and the Union City Schools (C1): Project Explore TN

Rosabeth M. Kanter and Ellen Pruyne

Teaching Note for (9-399-065).

Keywords: Telecommunications Industry; Education Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (C1): Project Explore TN." Harvard Business School Teaching Note 301-078, December 2000.

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Teaching Note | HBS Case Collection | 2000

Bell Atlantic and the Union City Schools (B): Education Reform in Union City TN

Rosabeth M. Kanter and Ellen Pruyne

Teaching Note for (9-399-043).

Keywords: Telecommunications Industry; Education Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (B): Education Reform in Union City TN." Harvard Business School Teaching Note 301-077, December 2000.

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Teaching Note | HBS Case Collection | 2000

Bell Atlantic and the Union City Schools (A): The Intelligent Network TN

Rosabeth M. Kanter and Ellen Pruyne

Teaching Note for (9-399-029).

Keywords: Telecommunications Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Bell Atlantic and the Union City Schools (A): The Intelligent Network TN." Harvard Business School Teaching Note 301-066, December 2000.

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Case | HBS Case Collection | 2000

Reuters Greenhouse Fund

Rosabeth M. Kanter and Daniel Galvin

Reuters Greenhouse Fund had successfully invested in a portfolio of 79 companies working in areas relevant to Reuters Group's strategic interests. It had itself facilitated a powerful network among the companies and, become a respected global venture capital firm. Funding requirements for 2001 had grown beyond Reuters Group's expectations, and CEOs John Taysom and David Lockwood must decide on the best funding strategy.

Keywords: Venture Capital; Investment; Investment Portfolio; Corporate Entrepreneurship; Financial Strategy; Organizational Change and Adaptation; Transition; Partners and Partnerships; Networks; Internet; Financial Services Industry; Media and Broadcasting Industry;

Citation:
Kanter, Rosabeth M., and Daniel Galvin. "Reuters Greenhouse Fund." Harvard Business School Case 301-012, November 2000.

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Case | HBS Case Collection | 2000 (Revised from original 2000 version)

Lucent Technologies New Ventures Group

Rosabeth M. Kanter and Michelle Heskett

Lucent Technologies' successful New Ventures Group must present company executives with a strong case for continuing corporate venturing activities despite a troubled financial performance in difficult market conditions.

Keywords: Corporate Entrepreneurship; Business or Company Management; Management Teams; Business Ventures; Venture Capital; Financial Condition; Change Management; Wireless Technology; Financial Services Industry; Computer Industry; New Jersey;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "Lucent Technologies New Ventures Group." Harvard Business School Case 300-085, November 2000. (Revised from original January 2000 version.)

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Case | HBS Case Collection | 2000 (Revised from original 2000 version)

E-commerce at Williams-Sonoma

Rosabeth M. Kanter and Daniel Galvin

Describes Williams-Sonoma's development of a third channel of business on the Internet. Describes the strategies for managing changes in the organizational, operational, and technological structure of the company. The new e-commerce division confronts challenges posed by the company's traditional dual-channel (retail and catalog) approach.

Keywords: Change Management; Internet; Trade; Corporate Strategy; Organizational Change and Adaptation; Operations; Information Technology; Technological Innovation; Information Technology Industry; Retail Industry; California;

Citation:
Kanter, Rosabeth M., and Daniel Galvin. "E-commerce at Williams-Sonoma." Harvard Business School Case 300-086, October 2000. (Revised from original February 2000 version.)

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Case | HBS Case Collection | 2000

E-Business at Honeywell International (B): E-Hubs

Rosabeth M. Kanter and Daniel Galvin

Keywords: Web;

Citation:
Kanter, Rosabeth M., and Daniel Galvin. "E-Business at Honeywell International (B): E-Hubs." Harvard Business School Case 300-125, April 2000.

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Case | HBS Case Collection | 2000

iXL, Inc. (A): Growth and Change

Rosabeth M. Kanter and Michelle Heskett

Keywords: Business Growth and Maturation; Organizational Change and Adaptation;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "iXL, Inc. (A): Growth and Change." Harvard Business School Case 300-058, March 2000.

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Case | HBS Case Collection | 2000

iXL, Inc. (B): Tessera Enterprise Systems

Rosabeth M. Kanter and Michelle Heskett

Keywords: Information Technology Industry;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "iXL, Inc. (B): Tessera Enterprise Systems." Harvard Business School Case 300-115, March 2000.

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Case | HBS Case Collection | 2000

iXL, Inc. (C): Acquiring and Integrating Tessera

Rosabeth M. Kanter and Michelle Heskett

Keywords: Acquisition; Integration;

Citation:
Kanter, Rosabeth M., and Michelle Heskett. "iXL, Inc. (C): Acquiring and Integrating Tessera." Harvard Business School Case 300-116, March 2000.

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Case | HBS Case Collection | 2000

Citizen Schools (A)

Rosabeth M. Kanter and Sarah Patricia Vickers-Willis

Keywords: Education Industry;

Citation:
Kanter, Rosabeth M., and Sarah Patricia Vickers-Willis. "Citizen Schools (A)." Harvard Business School Case 300-061, January 2000.

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Case | HBS Case Collection | 2000

Citizen Schools (B)

Rosabeth M. Kanter and Sarah Patricia Vickers-Willis

Keywords: Education; Education Industry;

Citation:
Kanter, Rosabeth M., and Sarah Patricia Vickers-Willis. "Citizen Schools (B)." Harvard Business School Case 300-062, January 2000.

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Case | HBS Case Collection | 1999 (Revised from original 1998 version)

Lockheed Martin IMS: Making a Contribution and a Profit

Rosabeth M. Kanter and Courtney Purrington

Examines Lockheed Martin's attempt to move from its traditional reliance on defense/aerospace contracts into providing outsourced government services in the social sector. The protagonist reflects on the past 24 years of rapid growth in the company and the myriad challenges associated with welfare reform, devising an effective strategy that capitalizes on the company's core capabilities, partnerships with nonprofits, meeting different local needs, politics, and achieving economies of scale and profitability.

Keywords: Social Enterprise; Partners and Partnerships; Diversification; Performance Effectiveness; Job Cuts and Outsourcing; Welfare or Wellbeing; Private Ownership; Public Ownership; Privatization; Strategic Planning; United States;

Citation:
Kanter, Rosabeth M., and Courtney Purrington. "Lockheed Martin IMS: Making a Contribution and a Profit." Harvard Business School Case 399-018, December 1999. (Revised from original October 1998 version.)

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A): An Enterprise of Change

Rosabeth M. Kanter and Jane Roessner

In 1999, Sun Microsystems, Inc., was claiming a leadership position in the burgeoning world of e-commerce and networking computers. Its goal: "to dot-com the world." What was it about Sun's culture that made it so conducive to innovation and entrepreneurship? And how could a $12 billion company with 30,000 employees and offices in 150 countries retain the spirit of the four computer guys who founded it 18 years earlier?

Keywords: Business Ventures; Leading Change; Innovation Leadership; Technology Networks; Corporate Entrepreneurship; Business Growth and Maturation; Growth and Development Strategy; Global Strategy; Experience and Expertise; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A): An Enterprise of Change." Harvard Business School Case 300-074, December 1999.

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A1): "Dot-comming" the World: Philip Nenon on a Billion Dollar Bet

Rosabeth M. Kanter and Jane Roessner

A group at Sun Microsystems, Inc. proposed that a recent acquisition that made fault-tolerant computers for telecommunications was a major opportunity for Sun. If the board provided funding to expand the acquisition's portfolio of products and make them part of the mainstream Sun product line, it could generate a billion dollars within three to five years.

Keywords: Acquisition; Corporate Entrepreneurship; Governing and Advisory Boards; Motivation and Incentives; Expansion; Technology Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. Sun Microsystems, Inc. (A1): "Dot-comming" the World: Philip Nenon on a Billion Dollar Bet. Harvard Business School Case 300-075, December 1999.

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A2): Network Visions: Mike Clary on the Product that Hid in HR

Rosabeth M. Kanter and Jane Roessner

Chief scientist Bill Joy of Sun Microsystems, Inc. had a vision for a new product called "Jini": a network computing piece of infrastructure that would reinforce Sun's leadership role in the industry for helping define how the Internet and networking technology happens. The plan was to start by telling the Jini story directly to the popular press, then create the product to fit that story.

Keywords: Technological Innovation; Technology; Technology Networks; Internet; Media; Product Development; Communication; Innovation and Management; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A2): Network Visions: Mike Clary on the Product that Hid in HR." Harvard Business School Case 300-076, December 1999.

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A3): Network Computer: Robert Gianni on Answering the Skeptics

Rosabeth M. Kanter and Jane Roessner

The concept behind the network computer (NC) at Sun Microsystems, Inc. was simple: bringing workstation performance to the desktop. Recent technological breakthroughs and changes in the marketplace made the NC project timely. But internal and external skeptics wondered if the NC would be seen as a throwback to the old days of mainframe computing.

Keywords: Technology Networks; Technology Adoption; Fluctuation; Risk and Uncertainty; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A3): Network Computer: Robert Gianni on Answering the Skeptics." Harvard Business School Case 300-077, December 1999.

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A4): Sun Peak: Helen Yang and Mark Walden on "Running Sun on Sun"

Rosabeth M. Kanter and Jane Roessner

SunPeak was the largest project Sun Microsystems, Inc. had ever undertaken: shifting Sun's entire business transaction system from a mainframe-based enterprise resource planning (ERP) system to a Sun-based system. Making the shift would be complicated and financially risky. But the benefits would be substantial: not only would the system give Sun a robust, flexible, and scaleable platform for the rapidly growing company, it would also mean that "Sun was running on Sun."

Keywords: Projects; Transformation; Organizational Structure; Business Strategy; Complexity; Risk and Uncertainty; Success; Information Technology; Search Technology; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. Sun Microsystems, Inc. (A4): Sun Peak: Helen Yang and Mark Walden on "Running Sun on Sun". Harvard Business School Case 300-078, December 1999.

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A6): Enterprise 250: Mark Canepa on the Newcomer as Change Agent

Rosabeth M. Kanter and Jane Roessner

Coming to Sun Microsystems after 20 years with Hewlett-Packard (HP), Mark Canepa brought a highly organized leadership style more characteristic of HP than Sun. His goal was to use the development of a new workstation product to build a disciplined, process-oriented, cost-conscious organization. Teaching Purpose: How to encourage and support change.

Keywords: Management Practices and Processes; Organizational Change and Adaptation; Organizational Structure; Cost Management; Leadership Style; Product Development; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A6): Enterprise 250: Mark Canepa on the Newcomer as Change Agent." Harvard Business School Case 300-080, December 1999.

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (B): Nurturing Entrepreneurs and Change Agents

Rosabeth M. Kanter and Jane Roessner

Thirty-one "change agents" at Sun Microsystems, Inc. told the story of their most recent significant change project: its origins and goals, the project team, the chronology of the work, the challenges, results, and lessons learned. Their stories answer two questions: What skills does an individual need to be an effective change agent? What is it about the corporate context that makes innovation easier or harder?

Keywords: Change Management; Projects; Problems and Challenges; Outcome or Result; Learning; Experience and Expertise; Independent Innovation and Invention; Corporate Entrepreneurship; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (B): Nurturing Entrepreneurs and Change Agents." Harvard Business School Case 300-081, December 1999.

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Case | HBS Case Collection | 1999

E-Business at Honeywell International (A): AlliedSignal 1999

Rosabeth M. Kanter

AlliedSignal develops its e-business and merges with Honeywell, Inc. Throughout 1999 CEO Larry Bossidy leads activities to educate managers about e-business and the Internet, then requires strategic plans. This case looks at the planning process, barriers, and ideas in three business units. Implications for the Honeywell merger for the change to e-business are considered.

Keywords: Mergers and Acquisitions; Executive Education; Leadership; Strategic Planning; Business Model; Change Management; Internet; Industrial Products Industry;

Citation:
Kanter, Rosabeth M. "E-Business at Honeywell International (A): AlliedSignal 1999." Harvard Business School Case 300-088, December 1999.

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Case | HBS Case Collection | 1999 (Revised from original 1999 version)

Massachusetts Software Council, The

Rosabeth M. Kanter and Stephanie M. Lowell

Keywords: Information Technology Industry; Massachusetts;

Citation:
Kanter, Rosabeth M., and Stephanie M. Lowell. "Massachusetts Software Council, The." Harvard Business School Case 300-021, December 1999. (Revised from original November 1999 version.)

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Case | HBS Case Collection | 1999

Sun Microsystems, Inc. (A5): Solaris 7: Rich Green on Product Strategy and Culture Change

Rosabeth M. Kanter and Jane Roessner

Solaris, Sun Microsystems' version of the UNIX operating system, was an amorphous collection of capabilities that had accumulated over the years, a product the company vaguely wished it could market and sell better. Developing and marketing Solaris 7 would help reposition Sun as a powerful software company, not just a hardware company, but doing so required changing the established culture of the Solaris organization.

Keywords: Technology Platform; Software; Organizational Change and Adaptation; Product Positioning; Growth and Development Strategy; Organizational Culture; Success; Change; Diversification; Technology Industry; Computer Industry;

Citation:
Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A5): Solaris 7: Rich Green on Product Strategy and Culture Change." Harvard Business School Case 300-079, December 1999.

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Case | HBS Case Collection | 1999

IBM Ireland: Reinventing Education Crosses the Atlantic

Rosabeth M. Kanter and John R. R Scannell

IBM has just launched an innovation partnership with the Irish Ministry of Education to bring information technology to Irish schools. Wired for Learning was developed in the United States; how well will it be applied in Ireland?

Keywords: Technology Adoption; Learning; Technological Innovation; Middle School Education; Secondary Education; Partners and Partnerships; Innovation Strategy; Government and Politics; Corporate Social Responsibility and Impact; Technology Industry; Education Industry; United States; Republic of Ireland;

Citation:
Kanter, Rosabeth M., and John R. R Scannell. "IBM Ireland: Reinventing Education Crosses the Atlantic." Harvard Business School Case 300-034, November 1999.

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Case | HBS Case Collection | 1999 (Revised from original 1998 version)

Electronic Data Systems (EDS)

Rosabeth M. Kanter and Thomas Dretler

Explores a global program of Electronic Data Systems (EDS) called "Global Volunteer Day" and examines the activities and business situation of the company in four countries. Asks students to address whether American values like "volunteerism" can be exported.

Keywords: Cross-Cultural and Cross-Border Issues; Globalized Firms and Management; Corporate Social Responsibility and Impact; Business and Community Relations; Information Technology Industry; United States;

Citation:
Kanter, Rosabeth M., and Thomas Dretler. "Electronic Data Systems (EDS)." Harvard Business School Case 398-072, October 1999. (Revised from original March 1998 version.)

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Supplement | HBS Case Collection | 1999 (Revised from original 1998 version)

Electronic Data Systems (EDS)Supplement: A Personal Diary of A GVD Experience, Mexico City, October 4, 1997

Rosabeth M. Kanter and Thomas Dretler

Supplements the case.

Keywords: Information Technology Industry; Mexico;

Citation:
Kanter, Rosabeth M., and Thomas Dretler. "Electronic Data Systems (EDS)Supplement: A Personal Diary of A GVD Experience, Mexico City, October 4, 1997." Harvard Business School Supplement 398-075, September 1999. (Revised from original March 1998 version.)

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Case | HBS Case Collection | 1999

Hewlett-Packard Global Alliance Program (A): Alliance Strategy

Rosabeth M. Kanter and Alida Zweidler-McKay

Keywords: Alliances; Strategy; Computer Industry; Technology Industry;

Citation:
Kanter, Rosabeth M., and Alida Zweidler-McKay. "Hewlett-Packard Global Alliance Program (A): Alliance Strategy." Harvard Business School Case 300-014, September 1999.

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Case | HBS Case Collection | 1999

Hewlett-Packard Global Alliance Program (B): Managing Alliances

Rosabeth M. Kanter

Keywords: Alliances; Information Technology Industry;

Citation:
Kanter, Rosabeth M. "Hewlett-Packard Global Alliance Program (B): Managing Alliances." Harvard Business School Case 300-015, September 1999.

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Case | HBS Case Collection | 1999

Hewlett-Packard Global Alliance Program (C): Implementing Change

Rosabeth M. Kanter and Alida Zweidler-McKay

Keywords: Alliances; Change Management; Information Technology Industry;

Citation:
Kanter, Rosabeth M., and Alida Zweidler-McKay. "Hewlett-Packard Global Alliance Program (C): Implementing Change." Harvard Business School Case 300-016, September 1999.

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Background Note | HBS Case Collection | 1999 (Revised from original 1998 version)

Business as Stakeholder in Public Education: A History of Business Efforts to Improve Public Schools in the United States

Rosabeth M. Kanter

Explores seven roles businesses and business leaders have played with respect to U.S. public education reform historically and today: "owners" helping set the agenda; "investors" donating funds; "customers" hiring graduates; "experts" contributing management know-how; "suppliers" selling goods and services; "competitors" running private schools; and "partners" in joint ventures for education improvement.

Keywords: Joint Ventures; Education; Business History; Management Teams; Performance Improvement; Partners and Partnerships; United States;

Citation:
Kanter, Rosabeth M. "Business as Stakeholder in Public Education: A History of Business Efforts to Improve Public Schools in the United States." Harvard Business School Background Note 399-062, July 1999. (Revised from original November 1998 version.)

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Case | HBS Case Collection | 1999 (Revised from original 1998 version)

"Friendly Skies, The": Welfare-to-Work at United Airlines

Rosabeth M. Kanter and Ellen Pruyne

In 1997 United CEO Gerald Greenwald was appointed chairman of the national Welfare-to-Work Partnership by President Clinton and committed United to hiring from the welfare rolls. A welfare-to-work recruitment program was rapidly established and soon followed by a mentoring program. These programs were successful--United surpassed its welfare-to-work hiring targets and attained higher retention rates. With a decreasing supply of employable welfare recipients, however, the question was whether Greenwald and United could continue to provide corporate leadership in the welfare-to-work arena.

Keywords: Employees; Employee Relationship Management; Welfare or Wellbeing; Selection and Staffing; Retention; Leadership Development; Air Transportation; Programs; Partners and Partnerships; Air Transportation Industry; United States;

Citation:
Kanter, Rosabeth M., and Ellen Pruyne. "Friendly Skies, The": Welfare-to-Work at United Airlines. Harvard Business School Case 399-013, May 1999. (Revised from original October 1998 version.)

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