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• Background Note | HBS Case Collection | December 2019

  An (Abbreviated) Perspective on Entrepreneurship

  Mitchell Weiss and Benjamin Henkes

  Among the many competing definitions of entrepreneurship, the one adopted in The Entrepreneurial Manager at HBS was authored by Howard Stevenson in the 1980s and elaborated on in the decades since. Stevenson provided a managerial take on the term; he described entrepreneurship as a distinct approach to management. That approach is the subject of this brief note. The note provides his definition of entrepreneurship ("the pursuit of opportunity without regard to resources currently controlled") and six domains that differentiate entrepreneurial managers from administrative managers.

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  Weiss, Mitchell, and Benjamin Henkes. "An (Abbreviated) Perspective on Entrepreneurship." Harvard Business School Background Note 820-083, December 2019.  View Details

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• Course Overview Note | December 2019

  The Entrepreneurial Manager: Spring 2020

  Mitchell Weiss and Benjamin Henkes

  This is the course overview note for The Entrepreneurial Manager, taught in the first year at Harvard Business School. Students will learn how to be opportunity-driven managers and how to lead under uncertainty. They'll learn how to identify opportunities, how to design and develop integrated operating models to pursue those opportunities, how to resource those activities amidst uncertainty, and, ultimately, how (and if) to scale them. The note covers the motivation for the course, historical and contemporary, and the course structure.

  Citation:

  Weiss, Mitchell, and Benjamin Henkes. "The Entrepreneurial Manager: Spring 2020." Harvard Business School Course Overview Note 820-082, December 2019.  View Details

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• Article | Journal of Personality and Social Psychology | December 2019

  It Helps to Ask: The Cumulative Benefits of Asking Follow-up Questions

  Michael Yeomans, Alison Wood Brooks, Karen Huang, Julia A. Minson and Francesca Gino

  In a recent article published in Journal of Personality and Social Psychology (JPSP; Huang, Yeomans, Brooks, Minson, & Gino, 2017), we reported the results of 2 experiments involving “getting acquainted” conversations among strangers and an observational field study of heterosexual speed daters. In all 3 studies, we found that asking more questions in conversation, especially follow-up questions (that indicate responsiveness to a partner), increases interpersonal liking of the question asker. Kluger and Malloy (2019) offer a critique of the analyses in Study 3 of our article. Though their response is a positive signal of engaged interest in our research, they made 3 core mistakes in their analyses that render their critique invalid. First, they tested the wrong variables, leading to conclusions that were erroneous. Second, even if they had analyzed the correct variables, some of their analytical choices were not valid for our speed-dating dataset, casting doubt on their conclusions. Third, they misrepresented our original findings, ignoring results in all 3 of our studies that disprove some of their central criticisms. In summary, the conclusions that Kluger and Malloy (2019) drew about Huang et al. (2017)’s findings are incorrect. The original results are reliable and robust: Asking more questions, especially follow-up questions, increases interpersonal liking. (PsycINFO Database Record (c) 2019 APA, all rights reserved)

  Keywords: question-asking; Conversation; Communication; Relationships; Interpersonal Communication;

  Citation:

  Yeomans, Michael, Alison Wood Brooks, Karen Huang, Julia A. Minson, and Francesca Gino. "It Helps to Ask: The Cumulative Benefits of Asking Follow-up Questions." Journal of Personality and Social Psychology 117, no. 6 (December 2019): 1139–1144.  View Details

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