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• Case | HBS Case Collection | January 2018 (Revised March 2018)

  Institutionalized Entrepreneurship: Flagship Pioneering

  Hong Luo, Gary P. Pisano and Huafeng Yu

  Citation:

  Luo, Hong, Gary P. Pisano, and Huafeng Yu. "Institutionalized Entrepreneurship: Flagship Pioneering." Harvard Business School Case 718-484, January 2018. (Revised March 2018.)  View Details

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• Case | HBS Case Collection | January 2018

  Flying into the Future: HondaJet

  Gary P. Pisano and Jesse Shulman

  This cases examine Honda’s diversification into the light jet market. In 1985, Honda initiated a secret program to develop a small jet. Over the years, the program had many ups and downs (it was almost canceled several times). Then, a breakthrough in the configuration of the engines lead Honda to believe it could successfully introduce a very light jet to the market (the “Civic” of the private jet market). In 2015, the company’s HondaJet received FAA certification. The HondaJet is now the number one selling jet in the very light jet segment of the market, and the CEO of Honda Aircraft Corporation, Michimasa Fujino (who started with the program in 1985) must now decide on ways to grow the business.

  Keywords: Diversification; Technological Innovation; Growth and Development Strategy; Innovation and Management; Air Transportation Industry;

  Citation:

  Pisano, Gary P., and Jesse Shulman. "Flying into the Future: HondaJet." Harvard Business School Case 618-012, January 2018.  View Details

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• Article | Research in Organizational Behavior | 2017

  Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing

  Michael Y. Lee and Amy C. Edmondson

  Fascination with organizations that eschew the conventional managerial hierarchy and instead radically decentralize authority has been longstanding, albeit at the margins of scholarly and practitioner attention. Recently, however, organizational experiments in radical decentralization have gained mainstream consideration, giving rise to a need for new theory and new research. This paper reviews the literature on less hierarchical organizing and identifies three categories of research: post-bureaucratic organizations, humanistic management, and organizational democracy. Despite this extensive prior work, scholarly understanding of radical decentralization remains limited. Using the term self-managing organizations to capture efforts that radically decentralize authority in a formal and systematic way throughout the organization, we set forth a research agenda to better understand less-hierarchical organizing at its limits.

  Keywords: Self-Managed Organizations; Self-Managed Teams; self-organizing systems; self-managing organizations; Flat Organization; Decentralization; organization design; non-hierarchical organizations; less-hierarchical organizing; Organizational Structure; Organizational Design; Research;

  Citation:

  Lee, Michael Y., and Amy C. Edmondson. "Self-Managing Organizations: Exploring the Limits of Less-Hierarchical Organizing." Research in Organizational Behavior 37 (2017): 35–58.  View Details

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