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Teaching Note | HBS Case Collection | December 2017

La Ceiba: Navigating Microfinance and Relationships in Honduras (A) and (B)

by Christine L. Exley, John Beshears and Alison Wood Brooks

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Abstract

Teaching Note for cases 918-014 and 918-015.

Keywords: negotiation; Microfinance; Power; apology; Negotiation Process; Microfinance; Power and Influence; Situation or Environment;

Language: English Format: Print 16 pages Purchase

Citation:

Exley, Christine L., John Beshears, and Alison Wood Brooks. "La Ceiba: Navigating Microfinance and Relationships in Honduras (A) and (B)." Harvard Business School Teaching Note 918-016, December 2017.

About the Authors

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Christine L. Exley
Assistant Professor of Business Administration
Negotiation, Organizations & Markets

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John Beshears
Terrie F. and Bradley M. Bloom Associate Professor of Business Administration
Negotiation, Organizations & Markets

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Alison Wood Brooks
O'Brien Associate Professor of Business Administration
Negotiation, Organizations & Markets

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More from these Authors

  • 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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  • Case | HBS Case Collection | October 2019

    How to Encourage Others to Give and When to Pass the Torch? Insights from The Philanthropy Connection

    Christine Exley and Kathleen McGinn

    This case follows the co-founder and president, Marla Felcher, of The Philanthropy Connection (TPC). TPC is a nonprofit organization that centers around collective giving: members of TPC make an annual contribution that is then distributed to select nonprofit organizations via grants. As Felcher works to maximize how much money they can give out via grants, this case allows for a deep dive into the motives for giving and how the organizational structure and processes can tap into why people give. As this case begins with Felcher’s founding of TPC and concludes with Felcher desiring to step down from her role as president, this case also allows for a rich discussion around if and when a nonprofit founder should step aside to let the next round of leaders takeover.

    Keywords: giving and philanthropy; Philanthropy and Charitable Giving; Gender; Social Entrepreneurship; Nonprofit Organizations; Management Succession;

    Citation:

    Exley, Christine, and Kathleen McGinn. "How to Encourage Others to Give and When to Pass the Torch? Insights from The Philanthropy Connection." Harvard Business School Case 920-018, October 2019.  View Details
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  • Case | HBS Case Collection | October 2018 (Revised October 2019)

    Arlan Hamilton and Backstage Capital

    Laura Huang and Sarah Mehta

    Frustrated by an inability to convince existing venture capital firms to invest in companies led by women, people of color, and LGBT founders, Arlan Hamilton started her own firm, Backstage Capital, in 2015. Hamilton understood the untapped potential of companies run by underrepresented founders, a group historically excluded from venture capital funding, and was eager to demonstrate the significant returns on investment in such companies. This case explores Hamilton’s nontraditional VC background and her mission to fund startups where at least one founder of the company identifies as a woman, person of color, or LGBT. Now, three years after its founding, Hamilton is considering launching both an accelerator and a fund that will invest exclusively in Black women.

    Keywords: black leadership; LGBTQ; women; people of color; Entrepreneurship; Mission and Purpose; Venture Capital; Corporate Social Responsibility and Impact; Identity; Personal Characteristics; Prejudice and Bias; Social Issues; Diversity; Gender; Race;

    Citation:

    Huang, Laura, and Sarah Mehta. "Arlan Hamilton and Backstage Capital." Harvard Business School Case 419-029, October 2018. (Revised October 2019.)  View Details
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