More from these Authors

• Working Paper | HBS Working Paper Series | 2019

  Networking Frictions in Venture Capital, and the Gender Gap in Entrepreneurship

  Sabrina T. Howell and Ramana Nanda

  Exploiting random assignment of judges to panels at Harvard Business School’s New Venture Competition (NVC) between 2000 and 2015, we find that exposure to more venture capitalist (VC) judges increases male participants’ chances of starting a VC-backed startup after HBS much more than this exposure increases female participants’ chances. A survey suggests this is in part because male participants more often proactively reach out to VC judges after the NVC. Our results suggest that networking frictions are an important reason men benefit more than women from exposure to VCs. Such frictions can help explain part of the gender gap in entrepreneurship, and also have implications for how to design networking opportunities to facilitate financing of the best (rather than just the best networked) ideas.

  Citation:

  Howell, Sabrina T., and Ramana Nanda. "Networking Frictions in Venture Capital, and the Gender Gap in Entrepreneurship." Harvard Business School Working Paper, No. 19-105, April 2019.  View Details

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• Case | HBS Case Collection | November 2018 (Revised April 2019)

  CleanWater, Inc.: Running Dry & Out of Time (A)

  Ramana Nanda, Robert F. White and James Barnett

  Citation:

  Nanda, Ramana, Robert F. White, and James Barnett. "CleanWater, Inc.: Running Dry & Out of Time (A)." Harvard Business School Case 819-016, November 2018. (Revised April 2019.)  View Details

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• Case | HBS Case Collection | August 2018 (Revised March 2019)

  Facebook—Can Ethics Scale in the Digital Age?

  George A. Riedel and Carin-Isabel Knoop

  Since its founding in 2004, Facebook has built a phenomenally successful business at global scale to become the fifth most valuable public company in the world. The revelation of Cambridge Analytica events in March 2018, where 78 million users' information was leaked in a 2016 U.S. election cycle, exposed a breach of trust/privacy among its user community. In the past, growth at any costs appeared to be the de facto strategy. Now many voices such as regulators, advertisers, ethicists, shareholders and users argued for a more responsible approach to addressing their concerns. Mark Zuckerberg (CEO/Chair/Founder) and Sheryl Sandberg (COO) mapped out their six-point plan to address this existential threat. Could they continue to grow and rectify the breach of trust/privacy? Did other stakeholders have some greater responsibility too? In addition to issues of privacy and trust, there is a growing chorus of concern about “content moderation”—not for the easy topics like spam or copyright material—but for the hard things revolving around political points of view, hate speech, polarizing perspectives, etc. How will Facebook strike the balance between free speech and corrosive content across billions of users and dozens of languages? Are they the arbiters of truth/censorship in the digital world?

  Keywords: Ethics; Corporate Social Responsibility and Impact; Business and Stakeholder Relations; Trust; Business Model; Corporate Accountability;

  Citation:

  Riedel, George A., and Carin-Isabel Knoop. "Facebook—Can Ethics Scale in the Digital Age?" Harvard Business School Case 319-030, August 2018. (Revised March 2019.)  View Details

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