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  • Article

Variety of Innovation in Global Value Chains
By: Giulio Buciuni and Gary P. Pisano
This article analyzes how the geography and organization of pre- and production stages in Global Value Chains (GVC) contribute to lead firms' innovation development. A novel approach in GVC studies is introduced based on transaction cost economics (TCE) and the...  View Details
Keywords: Gvc; Global Value Chains; Manufacturing; Production; Global Range; Innovation And Invention
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  • February 2021
  • Article

Assessment of Electronic Health Record Use Between U.S. and Non-U.S. Health Systems
By: A Jay Holmgren, Lance Downing, David W. Bates, Tait D. Shanafelt, Arnold Milstein, Christopher Sharp, David Cutler, Robert S. Huckman and Kevin A. Schulman
Importance: Understanding how the electronic health record (EHR) system changes clinician work, productivity, and well-being is critical. Little is known regarding global variation in patterns of use.
Objective: To provide insights into which EHR...  View Details
Keywords: Electronic Health Records; Health Care And Treatment; Online Technology; Health Industry; Information Technology Industry
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  • January 2021
  • Teaching Note

The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (A) and (B)
By: Ashley V. Whillans
This case describes the experiences of Michael Sanders—the Chief Executive of the What Works Center for Children’s Social Care—as he led the design and implementation of a program of research aimed at improving the social care system in the United Kingdom (UK) at the...  View Details
Keywords: Non-cash Compensation; Behavioral Science; Employees; Well-being; Compensation And Benefits; United Kingdom
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  • January 2021
  • Article

Veil-of-Ignorance Reasoning Mitigates Self-Serving Bias in Resource Allocation During the COVID-19 Crisis
By: Karen Huang, Regan Bernhard, Netta Barak-Corren, Max Bazerman and Joshua D. Greene
The COVID-19 crisis has forced healthcare professionals to make tragic decisions concerning which patients to save. Furthermore, the COVID-19 crisis has foregrounded the influence of self-serving bias in debates on how to allocate scarce resources. A utilitarian...  View Details
Keywords: Self-serving Bias; Procedural Justice; Bioethics; Covid-19; Fairness; Health Pandemics; Resource Allocation; Decision Making
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  • November 2020
  • Teaching Note

Social Salary Setting at Spiber
By: Ashley Whillans and John Beshears
This case tells the story of Spiber, a Japanese technology start-up company. To reflect the company’s values, the leadership team implemented a new and unique salary-setting process: each employee had the authority to choose their own salary. In the course of...  View Details
Keywords: Compensation; General Management; Employee Benefits; Incentives; Motivation; Compensation And Benefits; Fairness; Motivation And Incentives; Management; Happiness; Negotiation; Cross-cultural And Cross-border Issues; Japan
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  • Article

Corporate Headquarters in the Twenty-first Century: An Organization Design Perspective
By: Sven Kunisch, Markus Menz and David J. Collis
The corporate headquarters (CHQ) of the multi-business enterprise, which emerged as the dominant organizational form for the conduct of business in the twentieth century, has attracted considerable scholarly attention. As the business environment undergoes a...  View Details
Keywords: Corporate Strategy; Organizational design; Organizational Structure; Business Headquarters
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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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  • October 2020
  • Technical Note

Organizational Reinvention
By: Ryan Raffaelli
This note is designed to introduce students to the fundamental concepts of leading innovation in established organizations. Reinvention is a process whereby organizations respond to changes in the environment that threaten their core business model, technologies,...  View Details
Keywords: Innovation And Strategy; Leadership And Change Management; Organizational Ambidexterity; Exploration And Exploitation; Innovation And Management; Innovation Leadership; Leading Change; Technology Adoption; Change Management; Organizational Change And Adaptation
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  • October 2020 (Revised December 2020)
  • Case

The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (A)
By: Ashley V. Whillans and Shibeal O'Flaherty
This case describes the experiences of Michael Sanders—the Chief Executive of the What Works Center for Children’s Social Care—as he led the design and implementation of a program of research aimed at improving the social care system in the United Kingdom (UK) at the...  View Details
Keywords: Non-cash Compensation; Behavioral Science; Employees; Welfare; Compensation And Benefits; Well-being; United Kingdom
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  • October 2020
  • Case

The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being (B)
By: Ashley V. Whillans and Shibeal O'Flaherty
This case describes the experiences of Michael Sanders—the Chief Executive of the What Works Center for Children’s Social Care—as he led the design and implementation of a program of research aimed at improving the social care system in the United Kingdom (UK) at the...  View Details
Keywords: Well-being; Non-cash Compensation; Behavioral Science; Employees; Welfare; Compensation And Benefits; United Kingdom
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  • October 2020
  • Case

PraDigi Open Learning: Transforming Rural India
By: John J-H Kim and Malini Sen
Pratham is a non-governmental organization, focusing on high-quality, low-cost and replicable interventions to address gaps in the Indian education system. Co-founder Madhav Chavan is interested in using technology for education but differed in the way it is used in...  View Details
Keywords: Decision Choices And Conditions; Social Entrepreneurship; Education; Technology; Learning; Growth And Development Strategy; Non-governmental organizations; Social Issues; Education Industry; India; Asia
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  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 6 The Value Structure of Technologies, Part 1: Mapping Functional Relationships
By: Carliss Y. Baldwin
Organizations are formed in a free economy because an individual or group perceives value in carrying out a technical recipe that is beyond the capacity of a single person. Technology specifies what must be done, what resources must be assembled, what actions taken in...  View Details
Keywords: Modularity; Technology; organizations; Value Creation
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  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 7 The Value Structure of Technologies, Part 2: Strategy without Numbers
By: Carliss Y. Baldwin
Functional analysis as set forth in the last chapter decomposes a technical system into functional components that do things to advance the system’s purpose and the goals of its designers. Functional analysis in turn can be used to construct value structure maps...  View Details
Keywords: Modularity; Value Structure Mapping; Value Capture; Technology; organizations; Strategy; Value Creation
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  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 2 Transactions in a Task Network
By: Carliss Y. Baldwin
From the 1930s through today, many economists have conceived of large technical systems for the production of goods and services as a series of transactions. This point of view has led eminent economists to assert that transactions are the fundamental unit of analysis...  View Details
Keywords: Modularity; Technology; organizations
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  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 3 Transaction Free Zones
By: Carliss Y. Baldwin
In Chapter 2 we saw that the most economical locations for transactions in a task network are the so-called thin crossing points—places where transfers are easy to define, count and pay for. However, in many places in the task network, transfers of material, energy,...  View Details
Keywords: Modularity; Technology; organizations
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  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 4 The Mirroring Hypothesis: Linkages Inside and Across Transaction Free Zones
By: Carliss Y. Baldwin
A technology is a specific way to achieve a material goal. It describes a feasible path—a recipe—by which a group of people can arrive at a goal that none could achieve individually. Technical recipes thus require linkages between and among the various contributors to...  View Details
Keywords: Modularity; Mirroring Hypothesis; Technology; organizations
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  • 2020
  • Working Paper

Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 5 Ecosystems and Complementarities
By: Carliss Y. Baldwin
The purpose of this chapter is to introduce two new building blocks to the theory of how technology shapes organizations. The first is a new layer of organization structure: a business “ecosystem.” The second is the economic concept of “complementarity.” Ecosystems are...  View Details
Keywords: Business Ecosystems; Complementarity; Modularity; Technology; organizations
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  • August 2020
  • Case

This Old House of Worship: St. Anthony Shrine (A)
By: Ryan Raffaelli
This multimedia case asks students to consider how leaders of non-profit organizations manage difficult financial, operational, and cultural turnarounds. Since its founding in 1947, St. Anthony Shrine had been a central partner in serving the Downtown Boston community....  View Details
Keywords: Leadership And Change Management; Turnarounds; Non-profit Management; Leadership; Change Management; Nonprofit organizations; Management; Religion; Mission And Purpose; Transformation; Organizational Culture; United States
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  • Article

Forgoing Earned Incentives to Signal Pure Motives
By: Erika L. Kirgios, Edward H. Chang, Emma E. Levine, Katherine L. Milkman and Judd B. Kessler
Policy makers, employers, and insurers often provide financial incentives to encourage citizens, employees, and customers to take actions that are good for them or for society (e.g., energy conservation, healthy living, safe driving). Although financial incentives are...  View Details
Keywords: Incentives; Motivation Laundering; Self-signaling; Motivation And Incentives; Behavior; Perception
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  • July 2020
  • Article

The Role of Interdependence in the Microfoundations of Organization Design: Task, Goal, and Knowledge Interdependence
By: Marlo Raveendran (formerly Goetting), Luciana Silvestri and Ranjay Gulati
Interdependence is a core concept in organization design, yet one that has remained consistently understudied. Current notions of interdependence remain rooted in seminal works, produced at a time when managers’ near-perfect understanding of the task at hand drove the...  View Details
Keywords: Interdependence; Organizational Behavior; Work Design; Organizational design; Goals And Objectives; Knowledge Sharing
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