More from these Authors

• Article | Journal of World Business | 2021

  Variety of Innovation in Global Value Chains

  Giulio Buciuni and Gary P. Pisano

  This article analyses how the geography and organization of pre- and production stages in GVC contribute to lead firms' innovation development. A novel approach in GVC studies is introduced based on transaction cost economics (TCE) and the innovation strategy's Modularity-Maturity matrix. The combination of these two perspectives allowed the conceptualization and assessment of two key dimensions in the generation of innovation in GVC: the geographic dispersion of value chain stages and lead firms' control over operations. The study of the intersection of the two dimensions led to the identification of four distinct innovation models in GVC. Evidence from four global manufacturing industries - pharmaceuticals, bicycle, design furniture and wine - suggests that lead firms' innovation capabilities and product innovation cycle are shaped by the specific structure of the GVC wherein they operate.

  Citation:

  Buciuni, Giulio, and Gary P. Pisano. "Variety of Innovation in Global Value Chains." Art. 101167. Journal of World Business 56, no. 2 (2021).  View Details

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• Working Paper | HBS Working Paper Series | 2020

  Scandal, Social Movement, and Change: Evidence from #MeToo in Hollywood

  Hong Luo and Laurina Zhang

  Social movements have the potential to effect change in firm decision-making. In this paper, we examine whether the #MeToo movement, spurred by the Harvey Weinstein scandal, led to changes in the likelihood of Hollywood producers working with female writers on new movie projects. Since #MeToo affected the entire industry, we use variation in whether producers had past collaborations with Weinstein to investigate whether and how #MeToo may spur change. We find that producers previously associated with Weinstein are, on average, about 35-percent more likely to work with female writers after the scandal than they were before, relative to non-associated producers; and the size of this effect increases with the intensity of the association. Female producers are the main drivers of our results, which may be because they are more likely than male producers to be sympathetic to the movement’s cause and face relatively low costs of enacting change. Changes made by other groups, such as production teams with the most intense association with Weinstein and less-experienced all-male teams, may be better explained by motivations to mitigate risk or guilt. We also find that producers do not sacrifice writer experience by hiring more female writers and that both experienced and novice female writers have benefited from the increased demand. Our study shows that social movements that seek to address gender inequality can, indeed, lead to meaningful change. It also provides perspective for thinking about whether, and to what extent, changes may occur in broader settings.

  Keywords: Gender Inequality; Social Movement; scandal; Creative Industries; project selection; Gender; Equality and Inequality; Social Issues; Film Entertainment; Projects; Change;

  Citation:

  Luo, Hong, and Laurina Zhang. "Scandal, Social Movement, and Change: Evidence from #MeToo in Hollywood." Harvard Business School Working Paper, No. 21-064, November 2020.  View Details

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• Case | HBS Case Collection | September 2020 (Revised October 2020)

  Briscola—Pizza Society: Scaling Affordable Luxury

  Gary P. Pisano and Federica Gabrieli

  Riccardo Cortese and Federico Pinna were the CEOs of Briscola—Pizza Society, a restaurant chain they had founded in 2014 with a clear ambition: create a distinctive international pizza chain that would combine a fast-casual format with the devotion to quality that characterized family-run Italian restaurants. In 2017, Francesco Trapani, the former CEO of luxury jewelry company Bulgari, had taken a majority stake in the chain, which had switched to a format of "affordable luxury." At the end of 2019, Briscola counted six restaurants in the northern regions of Italy and its founders were grappling with a series of questions: Should they consolidate their position in other Italian regions or expand directly abroad? In which countries would their concept work best? Should they change their direct ownership model? If so, what kinds of partnerships, licensing agreements, and franchise models should they use? Finally, what was the right degree of standardization across their restaurants? Allowing some variations in the menu at the restaurant level would be attractive to target specific segments of their clientele, but would this complicate their operations and potentially hinder their growth?

  Keywords: Entrepreneurship; Growth and Development Strategy; Expansion; Geographic Location; Business Model; Ownership Type; Food and Beverage Industry; Europe; Italy;

  Citation:

  Pisano, Gary P., and Federica Gabrieli. "Briscola—Pizza Society: Scaling Affordable Luxury." Harvard Business School Case 621-031, September 2020. (Revised October 2020.)  View Details

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