Employee Attitude Development And Empowerment - Publications - Faculty & Research - Harvard Business School

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December 2024
Case

Yum China: People First

By: David E. Bell, Shu Lin and Nancy Dai

Joey Wat, CEO of Yum China Holdings, Inc., which operated KFC, Pizza Hut, and Taco Bell in mainland China, oversaw KFC’s milestone as the first Western quick-service chain in China to surpass 10,000 stores, with Pizza Hut exceeding 3,000 locations. This expansion was... View Details

Keywords: Growth and Development Strategy; Franchise Ownership; Performance Efficiency; Expansion; Food and Beverage Industry; Food and Beverage Industry; China

October 2024
Article

Racial Inequality in Organizations: A Systems Psychodynamic Perspective

By: Sanaz Mobasseri, William A. Kahn and Robin J. Ely

This paper uses systems psychodynamic concepts to develop theory about the persistence of racial inequality in U.S. organizations and to inform an approach for disrupting it. We treat White men as the dominant group and Black people as the archetypal subordinate group... View Details

Keywords: Equality and Inequality; Race; Prejudice and Bias; Organizational Culture; Gender; Power and Influence; Employees; Attitudes

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January 2024 (Revised June 2024)
Case

School of Rock: Tuning into Structured Empowerment (A)

By: Tatiana Sandino, Jeffrey Rayport, Samuel Grad and Stacy Straaberg

In summer 2021, School of Rock was a youth-oriented music education company with 291 franchise- and company-owned schools globally. Before CEO Rob Price’s hire in 2017, School of Rock’s nonconformist rock ‘n’ roll culture led to variability in teaching styles,... View Details

April 2023
Article

Racial Inequality in Work Environments

By: Letian Zhang

This article explores racial stratification in work environments. Inequality scholars have long identified racial disparities in wage and occupational attainment, but workers’ careers and well-being are also shaped by elements of their work environment, including firm... View Details

Keywords: Discrimination; Race; Equality and Inequality; Working Conditions; Personal Development and Career; Organizational Culture

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Article

Developing a Digital Mindset: How to Lead Your Organization into the Age of Data, Algorithms, and AI

By: Tsedal Neeley and Paul Leonardi

Learning new technological skills is essential for digital transformation. But it is not enough. Employees must be motivated to use their skills to create new opportunities. They need a digital mindset: a set of attitudes and behaviors that enable people and... View Details

Keywords: Machine Learning; AI; Information Technology; Transformation; Competency and Skills; Employees; Technology Adoption; Leading Change; Digital Transformation

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April 2022
Teaching Note

Gender Equality in Business: 100 Years of Progress?

By: Boris Groysberg and Colleen Ammerman

Teaching Note for HBS Case No. 422-066, "Gender Equality in Business: 100 Years of Progress?" The case traces the history of women in management from the early 20th to early 21st century through analysis of Harvard Business Review's coverage of women and gender. The... View Details

Keywords: History; Business History; Gender; Management; Employees; Leadership; Organizational Change and Adaptation; Work-Life Balance; Prejudice and Bias; Social Issues; Diversity; Equity; United States

April 2022
Case

Gender Equality in Business: 100 Years of Progress?

By: Boris Groysberg and Colleen Ammerman

"Gender Equality in Business: 100 Years of Progress?" traces the history of women in management from the early 20th to early 21st century through analysis of Harvard Business Review's coverage of women and gender. The case identifies six distinct phases in the... View Details

Keywords: History; Business History; Gender; Management; Employees; Leadership; Organizational Change and Adaptation; Work-Life Balance; Prejudice and Bias; Social Issues; Diversity; Equity; United States

April 2022 (Revised May 2022)
Case

Mastercard Labs (A)

By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley

When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify... View Details

April 2022 (Revised May 2022)
Case

Mastercard Labs (A) (Abridged)

By: Linda A. Hill, Sunil Gupta, Emily Tedards and Julia Kelley

When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, he shifted the company’s competitive focus from card networks to cash itself. Mastercard’s new vision of a “World Beyond Cash” distilled into a three-pronged framework: Grow the core business, Diversify... View Details

Article

Unconscious Bias Training That Works

By: Francesca Gino and Katherine Coffman

To become more diverse, equitable, and inclusive, many companies have turned to unconscious bias (UB) training. By raising awareness of the mental shortcuts that lead to snap judgments—often based on race and gender—about people’s talents or character, it strives to... View Details

Keywords: Implicit Bias; Social Integration; Empathy; Prejudice and Bias; Employees; Training; Attitudes; Behavior; Organizational Change and Adaptation

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August 2021
Case

Zoom Video Communications: Building a Culture of Diversity, Equity, & Inclusion During COVID-19

By: Karen G. Mills, Scott Duke Kominers, Christopher Stanton, Andy Wu, George Gonzalez and Gabriella Elanbeck

Keywords: Diversity Management; Diversity Training; Cultural Change; Cultural Diversity; Inclusion; Inclusive Growth; Inclusive Hiring; Hiring; Hiring Of Employees; Recruiting; Performance Management; Change Leadership; Race And Ethnicity; Racial Bias; Racial Disparity; Racial Injustice; Racial Tensions; Racism; Organization; Organization Process; Organization Structure; Structural/institutional Racism; Leadership And Change Management; Leadership And Managing People; Leading; Gender Bias; Discrimination; Inequalities; Inequality; Social Change; Employee Attitude Development And Empowerment; Employee Bonding; Employee Empowerment; Employee Engagement; Employee Fairness; Employee Morale; Employee Performance Management; Employee Relations; Company Culture; Company Values; Values; COVID-19 Pandemic; Demographics; Diversity; Age; Ethnicity; Gender; Business Processes; Change Management; Change; Race; Human Capital; Human Resources; Compensation and Benefits; Employees; Employee Relationship Management; Recruitment; Retention; Selection and Staffing; Jobs and Positions; Job Interviews; Leadership; Leading Change; Management; Management Teams; Business or Company Management; Crisis Management; Goals and Objectives; Growth and Development; Growth and Development Strategy; Growth Management; Management Style; Organizational Change and Adaptation; Organizational Culture; Organizational Design; Organizational Structure; Organizations; Mission and Purpose; Culture; Happiness; Prejudice and Bias; Satisfaction; Equity; Identity; Leadership Style; Values and Beliefs; Technology Industry; United States

February 2020
Case

Leading Change in Talent at L'Oréal

By: Lakshmi Ramarajan, Vincent Dessain and Emer Moloney

Jean-Claude Le Grand just stepped into a new role as Executive Vice-President for Human Resources at the global cosmetics company, L’Oréal. He is now responsible for the hiring, development, promotion, and retention of 83,000 employees worldwide. The highly successful... View Details

Keywords: Advertising; Business Headquarters; Business Divisions; Business Organization; Change; Change Management; Transformation; Competency and Skills; Experience and Expertise; Talent and Talent Management; Demographics; Diversity; Gender; Nationality; Multinational Firms and Management; Human Resources; Employees; Recruitment; Retention; Selection and Staffing; Innovation and Management; Jobs and Positions; Employment; Human Capital; Leadership; Leadership Development; Leadership Style; Leading Change; Management Practices and Processes; Marketing; Brands and Branding; Product Marketing; Organizations; Organizational Change and Adaptation; Organizational Structure; Personal Development and Career; Planning; Strategic Planning; Problems and Challenges; Networks; Social Psychology; Attitudes; Power and Influence; Social and Collaborative Networks; Business Strategy; Beauty and Cosmetics Industry; Beauty and Cosmetics Industry; Beauty and Cosmetics Industry; France; Paris

February 2020
Technical Note

Talent Management and the Future of Work

By: William R. Kerr and Gorick Ng

The nature of work is changing—and it is changing rapidly. Few days go by without industry giants such as Amazon and AT&T announcing plans to invest billions of dollars towards retraining nearly half of their respective workforces for jobs of the future. What changes... View Details

Keywords: Human Resource Management; Human Capital Development; Human Resource Practices; Talent; Talent Acquisition; Talent Development; Talent Development And Retention; Talent Management; Talent Retention; Labor Flows; Labor Management; Labor Market; Strategy Development; Strategy Management; Strategy Execution; Strategy And Execution; Strategic Change; Transformations; Organization; Organization Alignment; Organization Design; Organizational Adaptation; Organizational Effectiveness; Management Challenges; Management Of Business And Political Risk; Change Leadership; Future Of Work; Future; Skills Gap; Skills Development; Skills; Offshoring And Outsourcing; Investment; Capital Allocation; Work; Work Culture; Work Force Management; Work/life Balance; Work/family Balance; Work-family Boundary Management; Workers; Worker Productivity; Worker Performance; Work Engagement; Work Environment; Work Environments; Productivity; Organization Culture; Soft Skills; Technology Management; Technological Change; Technological Change: Choices And Consequences; Technology Diffusion; Disruptive Technology; Global Business; Global; Workplace; Workplace Context; Workplace Culture; Workplace Wellness; Collaboration; Competencies; Productivity Gains; Digital; Digital Transition; Competitive Dynamics; Competitiveness; Competitive Strategy; Data Analytics; Data; Data Management; Data Strategy; Data Protection; Aging Society; Diversity; Diversity Management; Millennials; Communication Complexity; Communication Technologies; International Business; Work Sharing; Global Competitiveness; Global Corporate Cultures; Intellectual Property; Intellectual Property Management; Intellectual Property Protection; Intellectual Capital And Property Issues; Globalization Of Supply Chain; Inequality; Recruiting; Hiring; Hiring Of Employees; Training; Job Cuts And Outsourcing; Job Performance; Job Search; Job Design; Job Satisfaction; Jobs; Employee Engagement; Employee Attitude; Employee Benefits; Employee Compensation; Employee Fairness; Employee Relationship Management; Employee Retention; Employee Selection; Employee Motivation; Employee Feedback; Employee Coordination; Employee Performance Management; Employee Socialization; Process Improvement; Application Performance Management; Stigma; Institutional Change; Candidates; Digital Enterprise; Cultural Adaptation; Cultural Change; Cultural Diversity; Cultural Context; Cultural Strategies; Cultural Psychology; Cultural Reform; Performance; Performance Effectiveness; Performance Management; Performance Evaluation; Performance Appraisal; Performance Feedback; Performance Measurement; Performance Metrics; Performance Measures; Performance Efficiency; Efficiency; Performance Analysis; Performance Appraisals; Performance Improvement; Automation; Artificial Intelligence; Technology Companies; Managerial Processes; Skilled Migration; Assessment; Human Resources; Management; Human Capital; Talent and Talent Management; Retention; Demographics; Labor; Strategy; Change; Change Management; Transformation; Organizational Change and Adaptation; Organizational Culture; Working Conditions; Information Technology; Technology Adoption; Disruption; Economy; Competition; Globalization; AI and Machine Learning; Digital Transformation

May–June 2019
Article

Cross-Silo Leadership

By: Amy C. Edmondson, Tiziana Casciaro and Sujin Jang

Today the most promising innovation and business opportunities require collaboration among functions, offices, and organizations. To realize them, companies must break down silos and get people working together across boundaries. But that’s a challenge for many... View Details

Keywords: Cross-functional Management; Collaborative Innovation and Invention; Innovation Leadership; Groups and Teams; Employees; Attitudes

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May–June 2019
Article

Your Workforce Is More Adaptable Than You Think

By: Joseph B. Fuller, Manjari Raman, Judith K. Wallenstein and Alice de Chalendar

In 2018 the Project on Managing the Future of Work at HBS teamed up with the BCG Henderson Institute to survey 6,500 business leaders and 11,000 workers about the various forces reshaping the nature of work. The responses revealed a surprising gap: While the executives... View Details

Keywords: Management; Employees; Attitudes; Organizational Culture; Organizational Change and Adaptation

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June 2018
Teaching Note

Difficult Conversations and Dealing with Challenging Situations at Work

By: Boris Groysberg and Amram Migdal

Teaching Note for HBS Nos. 416-031, 416-032, 416-033, 416-034, 416-035, and 416-036. View Details

March 2018 (Revised August 2020)
Case

Alaska Airlines: Empowering Frontline Workers to Make It Right

By: Ranjay Gulati, Andrew O'Connell and Caroline de Lacvivier

This case documents the ongoing efforts by Alaska Airlines to enhance its efforts to become more customer centric by empowering its employees using a service framework. It explores how the airline starts with a completely hands-off approach to empowerment in which... View Details

Keywords: Employee Empowerment; Customer Focus and Relationships; Employees; Service Delivery; Organizational Culture; Integration; Air Transportation Industry

December 2017 (Revised January 2018)
Case

NatureSweet

By: Jose Alvarez, Forest Reinhardt and Natalie Kindred

This case describes the business model and workplace philosophy of NatureSweet, a privately owned, vertically integrated greenhouse grower and marketer of fresh tomatoes with sales across the United States and $329 million in 2016 revenues. CEO Bryant Ambelang treated... View Details

October 2016
Case

Supercell

By: William R. Kerr, Benjamin F. Jones and Alexis Brownell

Supercell is a young Finnish smartphone game company with an unusual team structure and company philosophy. It is already one of Finland’s most valuable companies, and despite being only six years old, it has put up some impressive numbers: as of 2016, it has released... View Details

Keywords: Supercell; Finland; Video Games; Firm Structure; Startups; Games, Gaming, and Gambling; Groups and Teams; Video Game Industry; Finland

May 2016 (Revised September 2016)
Case

Hillside Beach Club: Delivering the Ultimate Family Vacation in the Mediterranean

By: Rajiv Lal and Gamze Yucaoglu

In 2015, Edip Ilkbahar, HBC’s founder and CEO, was looking over the plans for a new branch in Cyprus. Since the inception of the company by the Alarko Group of companies in 1994, Ilkbahar’s company had enjoyed high occupancy, high guest satisfaction, and high... View Details

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