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      • Faculty Publications  (19)

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      Trouble at Tessei
      Trouble at Tessei
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      • Article

      GitLab: Work Where You Want, When You Want

      By: Prithwiraj Choudhury, Kevin Crowston, Linus Dahlander, Marco S. Minervini and Sumita Raghuram
      GitLab is a software company that works “all remote” at the scale of more than 1,000 employees located in more than 60 countries. GitLab has no physical office and its employees can work from anywhere they choose. Any step of the organizational life of a GitLab...  View Details
      Keywords: New Forms Of Organizing; Remote Work; All Remote; Virtual Organizations; Covid-19; Organizational Design; employees; Geographic Location; Health Pandemics
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      Choudhury, Prithwiraj, Kevin Crowston, Linus Dahlander, Marco S. Minervini, and Sumita Raghuram. "GitLab: Work Where You Want, When You Want." Art. 23. Journal of Organization Design 9 (2020).
      • April 2020
      • Case

      GitLab and the Future of All-Remote Work (A)

      By: Prithwiraj Choudhury and Emma Salomon
      GitLab is arguably one of the world’s largest “all-remote” companies. Started in 2011 and with more than 1,000 employees at present, it has no physical offices and all employees, including the entire C-Suite, work remotely from all parts of the world. The case...  View Details
      Keywords: Remote Work; Online Technology; Technology Adoption; Value Creation; Business Model; Organizational Structure
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      Choudhury, Prithwiraj, and Emma Salomon. "GitLab and the Future of All-Remote Work (A)." Harvard Business School Case 620-066, April 2020.
      • November 2016 (Revised December 2016)
      • Module Note

      Strategy Execution Module 12: Aligning Performance Goals and Incentives

      By: Robert Simons
      This module reading explains how managers use performance goals and incentives to ensure that employee actions align with the overall business strategy of the organization. The module begins by discussing how managers use goals to communicate business strategy, the...  View Details
      Keywords: Management Control Systems; Implementing Strategy; Strategy; Execution; Performance Goals; Performance Measures; Incentives; Benchmarks; Motivation; Compensation; Bonuses; Strategy
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      Simons, Robert. "Strategy Execution Module 12: Aligning Performance Goals and Incentives." Harvard Business School Module Note 117-112, November 2016. (Revised December 2016.)
      • Article

      Why Leadership Training Fails—and What to Do about It

      By: Michael Beer, Magnus Finnström and Derek Schrader
      U.S. corporations spend enormous amounts of money—some $456 billion globally in 2015 alone—on employee training and education, but they aren't getting a good return on their investment. People soon revert to old ways of doing things, and company performance doesn't...  View Details
      Keywords: Organizational Change And Adaptation; Leadership Development; Organizational Design; employees; Business Processes; United States
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      Beer, Michael, Magnus Finnström, and Derek Schrader. "Why Leadership Training Fails—and What to Do about It." Harvard Business Review 94, no. 10 (October 2016): 50–57.
      • March 2016
      • Supplement

      Trouble at Tessei

      By: Ethan Bernstein and Ryan W. Buell
      In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen ("bullet") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the...  View Details
      Keywords: Service Operations; Service Management; Employee Engagement; Employee Motivation; Leadership And Managing People; Leadership; Quality Improvement; Efficiency; Japan; Operational Transparency; Employee Coordination; Transparency; Leadership; Service Delivery; Service Operations; employees; Quality; Transportation Industry; Japan
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      Bernstein, Ethan, and Ryan W. Buell. "Trouble at Tessei." Harvard Business School Multimedia/Video Supplement 616-706, March 2016.
      • October 2015 (Revised February 2020)
      • Teaching Note

      Trouble at Tessei

      By: Ethan Bernstein and Ryan Buell
      In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen ("bullet") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the...  View Details
      Keywords: Service Operations; Service Management; Employee Engagement; Employee Motivation; Leadership And Managing People; Leadership; Quality Improvement; Efficiency; Japan; Operational Transparency; Employee Coordination; Transparency; Leadership; Service Delivery; Service Operations; employees; Quality; Transportation Industry; Japan
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      Bernstein, Ethan, and Ryan Buell. "Trouble at Tessei." Harvard Business School Teaching Note 616-031, October 2015. (Revised February 2020.)
      • January 2015 (Revised October 2015)
      • Case

      Trouble at Tessei

      By: Ethan Bernstein and Ryan W. Buell
      In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen ("bullet") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the...  View Details
      Keywords: Service Operations; Service Management; Employee Engagement; Employee Motivation; Leadership And Managing People; Leadership; Quality Improvement; Efficiency; Japan; Operational Transparency; Employee Coordination; Transparency; Leadership; Service Delivery; Service Operations; employees; Quality; Transportation Industry; Japan
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      Bernstein, Ethan, and Ryan W. Buell. "Trouble at Tessei." Harvard Business School Case 615-044, January 2015. (Revised October 2015.)
      • 2009
      • Book

      Reorganize for Resilience: Putting Customers at the Center of Your Organization

      By: Ranjay Gulati
      In an era of raging commoditization and eroding profit margins, survival depends on resilience: staying one step ahead of your customers. Sure, most companies say they're "customer focused," but they don't deliver solutions to customers' thorniest problems. Why?...  View Details
      Keywords: Competency And Skills; Customer Focus And Relationships; Profit; Organizational Culture; Organizational Structure; Cooperation
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      Gulati, Ranjay. Reorganize for Resilience: Putting Customers at the Center of Your Organization. Harvard Business Press, 2009.
      • 2009
      • Working Paper

      International Differences in the Size and Roles of Corporate Headquarters: An Empirical Examination

      By: David J. Collis, David Young and Michael Goold
      This paper examines differences in the size and roles of corporate headquarters around the world. Based on a survey of over 600 multibusiness corporations in seven countries (France, Germany, Holland, UK, Japan, US, and Chile) the paper describes the differences among...  View Details
      Keywords: Business Headquarters; Size; Organizational Structure; Culture; Japan; France; Germany; Netherlands; United Kingdom; United States; Chile
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      Collis, David J., David Young, and Michael Goold. "International Differences in the Size and Roles of Corporate Headquarters: An Empirical Examination." Harvard Business School Working Paper, No. 10-044, December 2009.
      • September 2006 (Revised March 2012)
      • Case

      Fritidsresor Under Pressure (A): The First 10 Hours

      By: Joshua D. Margolis, Vincent Marie Dessain and Anders Sjoman
      When a tsunami hit Southeast Asia on December 26, 2004, the leadership team at a Swedish tour company must manage a devastating crisis affecting thousands of its customers and employees in Thailand. Documents the challenges the company faced in the first ten hours of...  View Details
      Keywords: Decision Choices And Conditions; Leadership; Crisis Management; Natural Disasters; Tourism Industry; Thailand; Sweden
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      Margolis, Joshua D., Vincent Marie Dessain, and Anders Sjoman. "Fritidsresor Under Pressure (A): The First 10 Hours." Harvard Business School Case 407-007, September 2006. (Revised March 2012.)
      • 2006
      • Working Paper

      Too Motivated?

      By: Eric J. Van den Steen

      I show that an agent's motivation to do well (objectively) may be unambiguously bad in a world with differing priors, i.e., when people openly disagree on the optimal course of action. The reason is that an agent who is strongly motivated is more likely to follow...  View Details

      Keywords: Governance Controls; employees; Wages; Measurement And Metrics; Outcome Or Result; Performance; Agency Theory; Motivation And Incentives
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      Van den Steen, Eric J. "Too Motivated?" Sloan School of Management Working Paper, No. 4547-05, April 2006. (Available at SSRN.)
      • Article

      Organizational Beliefs and Managerial Vision

      By: Eric J. Van den Steen
      Can managers have an impact on their firm that goes beyond their direct actions and decisions? This article shows that a manager with strong beliefs about the right course of action will attract, through sorting in the labor market, employees with similar beliefs. This...  View Details
      Keywords: Organizations; Goals And Objectives; Decisions; Labor; Markets; employees; Motivation And Incentives; Recruitment; Risk And Uncertainty; Values And Beliefs
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      Van den Steen, Eric J. "Organizational Beliefs and Managerial Vision." Journal of Law, Economics & Organization 21, no. 1 (April 2005): 256–283. (Reprinted in The Economics of Organisation and Bureaucracy, Peter M. Jackson (ed.), Edward Elgar (Cheltenham, UK), 2013.)
      • May 2000 (Revised December 2018)
      • Case

      SMA: Micro-Electronic Products Division (A)

      By: Michael Beer and Michael Tushman
      The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in...  View Details
      Keywords: Change Management; Organizational Change And Adaptation; Organizational Culture; Organizational Structure; Conflict And Resolution; Business Strategy
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      Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (A)." Harvard Business School Case 400-084, May 2000. (Revised December 2018.)
      • February 2000 (Revised August 2000)
      • Case

      Boston.com

      By: Thomas R. Eisenmann and Jon K Rust
      How aggressively should an incumbent move when developing an online business that threatens its core product? With Internet competitors taking direct aim at the traditional print newspaper business model, the Boston Globe fought back with its own web initiative,...  View Details
      Keywords: Corporate Entrepreneurship; Decision Making; Change Management; Internet; Customer Relationship Management; Competitive Strategy; Publishing Industry; Information Technology Industry; United States
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      Eisenmann, Thomas R., and Jon K Rust. "Boston.com." Harvard Business School Case 800-165, February 2000. (Revised August 2000.)
      • July 1997 (Revised December 1997)
      • Case

      Allentown Materials Corporation: The Electronic Products Division (A)

      By: Michael Beer
      A division of Allentown Materials Corp. has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction, and morale is low. The cause of these problems is found in a change in...  View Details
      Keywords: Change Management; Transformation; employees; Working Conditions; Business Or Company Management; Organizational Change And Adaptation; Electronics Industry
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      Beer, Michael. "Allentown Materials Corporation: The Electronic Products Division (A)." Harvard Business School Case 498-023, July 1997. (Revised December 1997.)
      • April 1989 (Revised March 1990)
      • Case

      Burlington Northern (B)

      By: Janice H. Hammond
      Describes the experiences of a seasoned Burlington Northern (BN) sales representative after the introduction of ShipSmart, a decision support system developed by the BN to help its employees and customers analyze logistics problems. After a brief description of a...  View Details
      Keywords: Change Management; Expansion; Rail Transportation; Logistics; Distribution Channels; Truck Transportation; Innovation And Invention; Sales; Rail Industry; United States
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      Hammond, Janice H. "Burlington Northern (B)." Harvard Business School Case 689-083, April 1989. (Revised March 1990.)
      • July 1976 (Revised April 1983)
      • Case

      Corning Glass Works: The Electronic Products Division (A)

      By: Michael Beer
      Describes a division of Corning Glass Works that finds itself with deep financial and organizational problems. Severe conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. Provides sufficient...  View Details
      Keywords: Business Divisions; Change Management; Transformation; employees; Working Conditions; Business Or Company Management; Organizational Change And Adaptation
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      Beer, Michael. "Corning Glass Works: The Electronic Products Division (A)." Harvard Business School Case 477-024, July 1976. (Revised April 1983.)
      • Research Summary

      Inside Modern Giants

      By: Malcolm S. Salter
      This research focuses on the leadership of large, complex firms--'modern giants'--companies of billions of dollars in revenues and tens of thousands of employees. Our interest lies in describing how the corporate center and senior management teams of large companies...  View Details
      • Research Summary

      The Role of Information Technology in the Provision of Services

      By: James I. Cash
      James I. Cash, Jr. is exploring the role of information technology in service management. Specifically, he is studying the implications of the ubiquity of information technology at three levels in service-providing organizations. (In the United States today, service...  View Details
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