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• Case | HBS Case Collection | June 2018 (Revised July 2018)

  Babcom: Opening Doors

  Ryan W. Buell, Joshua D. Margolis and Margot Eiran

  Keywords: leadership; service operations; customer service; talent management; human resources; Growth; Middle East;

  Citation:

  Buell, Ryan W., Joshua D. Margolis, and Margot Eiran. "Babcom: Opening Doors." Harvard Business School Case 418-026, June 2018. (Revised July 2018.)  View Details

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• Article | Academy of Management Journal

  Does “Could” Lead to Good? On the Road to Moral Insight

  Ting Zhang, Francesca Gino and Joshua D. Margolis

  Dilemmas featuring competing moral imperatives are prevalent in organizations and are difficult to resolve. Whereas prior research has focused on how individuals adjudicate among these moral imperatives, we study the factors that influence when individuals find solutions that fall outside of the salient options presented. In particular, we study moral insight, or the discovery of solutions, other than selecting one of the competing moral imperatives over another, that honor both competing imperatives or resolve the tension among them. Although individuals intuitively consider the question “What should I do?” when contemplating moral dilemmas, we find that prompting people to consider “What could I do?” helps them generate moral insight. Together, these studies point toward the conditions that enable moral insight and important practical implications.

  Keywords: Moral insight; Ethical dilemma; Could mindset; Divergent thinking; Moral Sensibility; Creativity; Decision Choices and Conditions;

  Citation:

  Zhang, Ting, Francesca Gino, and Joshua D. Margolis. "Does “Could” Lead to Good? On the Road to Moral Insight." Academy of Management Journal 61, no. 3 (June 2018): 857–895.  View Details

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• Case | HBS Case Collection | October 2017 (Revised March 2018)

  RB

  Joshua Margolis, Vincent Dessain and Jerome Lenhardt

  "As 2016 was approaching its end, Rakesh Kapoor, CEO of RB, one of the world’s major fast moving consumer goods (FMCG) companies, envisioned the prospect of a major acquisition that would add a line of health-related products that promised growth in the developing markets of Asia. The acquisition would also move RB closer in size to its better-known rivals, such as Unilever or P&G. RB, formerly Reckitt Benckiser, produced health, hygiene and home products and its strategy revolved around 19 top-selling global brands known as Powerbrands, such as antiseptic Dettol or sore throat medicine Strepsils, cold remedy Mucinex. In 2016, the company recorded sales of $13.4 billion and a market capitalization of $62 billion. Kapoor wondered whether the moment was ripe for a major acquisition or if the organization needed more time to adapt to its new health and hygiene oriented strategy and some key organizational changes. Could Kapoor keep what made RB so unique among its FMCG peers intact through this transformation, and would an acquisition advance or jeopardize what distinguished RB?"

  Keywords: Organization Behavior; corporate culture; Mergers ＆ Acquisitions; Growth; geographic development; Mergers and Acquisitions; Organizational Change and Adaptation; Organizational Culture; Growth and Development Strategy; France;

  Citation:

  Margolis, Joshua, Vincent Dessain, and Jerome Lenhardt. "RB." Harvard Business School Case 418-033, October 2017. (Revised March 2018.)  View Details

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