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• Case | HBS Case Collection | February 2018

  EmQuest: Travel Distribution in the Digital Era

  Karim R. Lakhani and Gamze Yucaoglu

  EmQuest, Emirates Group’s travel distribution company, must decide what to do with its contract with the global distribution system it uses, Sabre. Since its founding in 1988, EmQuest was servicing travel agents in the MENA region by providing a connection to over 400 airlines as well as numerous other travel suppliers. EmQuest mainly relied on Sabre to provide this service to the agents, and its contract was coming to an end.
  In the last decade years, since the beginning of EmQuest’s Sabre contract, while EmQuest grew, a lot happened in the travel industry: the Internet transformed customer habits, low-cost carriers emerged, and the Middle East experienced a boom in tourism. The conditions under which EmQuest had first signed its contract with Sabre a decade before were much different in 2017.
  With change happening so rapidly and impacting the fundamentals of the travel business model so dramatically, it was a real challenge to predict where the industry would be in the next decade. Yet the management needed to make a decision regarding the Sabre contract in 2017, amidst such a whirlwind in the market.

  Keywords: UAE; emerging markets; for-profit firms; business model; Business Strategy; competitive advantage; growth and development strategy; value creation; change management; decision; Business Model; Competitive Strategy; Growth and Development Strategy; Decision Choices and Conditions; Travel Industry; United Arab Emirates;

  Citation:

  Lakhani, Karim R., and Gamze Yucaoglu. "EmQuest: Travel Distribution in the Digital Era." Harvard Business School Case 618-040, February 2018.  View Details

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• Article | Review of Economics and Statistics

  A Field Experiment on Search Costs and the Formation of Scientific Collaborations

  Karim R. Lakhani, Kevin Boudreau, Tom Brady, Ina Ganguli, Patrick Gaule, Eva C. Guinan and Anthony Hollenberg

  We present the results of a field experiment conducted at Harvard Medical School to understand the extent to which search costs affect matching among scientific collaborators. We generated exogenous variation in search costs for pairs of potential collaborators by randomly assigning individuals to 90-minute structured information-sharing sessions as part of a grant funding opportunity. We estimate that the treatment increases the probability of grant co-application of a given pair of researchers by 75%. The findings suggest that matching between scientists is subject to considerable friction, even in the case of geographically proximate scientists working in the same institutional context.

  Keywords: Cost; Marketplace Matching; Groups and Teams; Science;

  Citation:

  Lakhani, Karim R., Kevin Boudreau, Tom Brady, Ina Ganguli, Patrick Gaule, Eva C. Guinan, and Anthony Hollenberg. "A Field Experiment on Search Costs and the Formation of Scientific Collaborations." Review of Economics and Statistics 99, no. 4 (October 2017): 565–576.  View Details

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• Article | Harvard Business Review | September–October 2017

  Managing Our Hub Economy: Strategy, Ethics, and Network Competition in the Age of Digital Superpowers

  Marco Iansiti and Karim R. Lakhani

  A small number of digital superpowers—Alibaba, Amazon, Microsoft, and others—have become “hub firms” because they control access to billions of mobile customers coveted by all kinds of product and service providers. These hubs drive increasing returns to scale and claim a disproportionate share of the value being created in the global economy. The authors argue that the hub economy will continue to spread across more industries, concentrating more power in the hands of a few. As an example, they take an in-depth look at the auto industry and how Apple and Alphabet/Google are poised to become the main beneficiaries as cars turn into digitally connected spaces for work, entertainment, and shopping. As hubs proliferate and expand their reach, the danger is that they will exacerbate economic inequality and threaten social stability. It is thus incumbent on all stakeholders—traditional companies, start-ups, institutions, and communities—to make certain changes in the ways they do business. Moreover, hub firms themselves must do a better job leading responsibly for the good of all, not just creating and capturing value but doing more to sustain other players in the ecosystem.

  Keywords: Competition; Strategic Planning; Auto Industry; Technology Industry;

  Citation:

  Iansiti, Marco, and Karim R. Lakhani. "Managing Our Hub Economy: Strategy, Ethics, and Network Competition in the Age of Digital Superpowers." Harvard Business Review 95, no. 5 (September–October 2017): 84–92.  View Details

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