Skip to Main Content
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Giving
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions
Faculty & Research
  • Faculty
  • Research
  • Featured Topics
  • Academic Units
  • …→
  • Harvard Business School→
  • Faculty & Research→
  • Featured Topics
    • Featured Topics
    • Business & Environment
    • Business History
    • Entrepreneurship
    • Finance
    • Globalization
    • Health Care
    • Human Behavior & Decision-Making
    • Leadership
    • Social Enterprise
    • Technology & Innovation
    →
  • Entrepreneurship→

Entrepreneurship

Entrepreneurship

    • Article

    Entrepreneurship as Experimentation

    By: William R. Kerr, Ramana Nanda and Matthew Rhodes-Kropf

    Entrepreneurship research is on the rise, but many questions about its fundamental nature still exist. We argue that entrepreneurship is about experimentation: the probabilities of success are low, extremely skewed, and unknowable until an investment is made. At a macro level, experimentation by new firms underlies the Schumpeterian notion of creative destruction. However, at a micro level, investment and continuation decisions are not always made in a competitive Darwinian contest. Instead, a few investors make decisions that are impacted by incentive, agency, and coordination problems, often before a new idea even has a chance to compete in a market. We contend that costs and constraints on the ability to experiment alter the type of organizational form surrounding innovation and influence when innovation is more likely to occur. These factors not only govern how much experimentation is undertaken in the economy, but also the trajectory of experimentation, with potentially very deep economic consequences.

    • Article

    Entrepreneurship as Experimentation

    By: William R. Kerr, Ramana Nanda and Matthew Rhodes-Kropf

    Entrepreneurship research is on the rise, but many questions about its fundamental nature still exist. We argue that entrepreneurship is about experimentation: the probabilities of success are low, extremely skewed, and unknowable until an investment is made. At a macro level, experimentation by new firms underlies the Schumpeterian notion of...

    • January 2014 (Revised October 2014)
    • Case

    Andreessen Horowitz

    By: Thomas R. Eisenmann and Liz Kind

    Andreessen Horowitz (a16z), a venture capital firm launched in 2009, has quickly broken into the VC industry's top ranks, in terms of its ability to invest in Silicon Valley's most promising startups. The case recounts the firm's history; describes its co-founders' motivations and their strategy for disrupting an industry in the midst of dramatic structural change; and asks whether a16z's success to date has been due to its novel organization structure. a16z's 22 investment professionals are supported by 43 recruiting and marketing specialists—an "operating team" that is an order of magnitude larger than that of any other VC firm. Furthermore, the operating team aims to not only assist a16z portfolio companies, but also to be broadly helpful to all parties in the Silicon Valley ecosystem, including search firms, journalists, PR agencies, and Fortune 500 executives. The bet: by providing "no-strings-attached" help to ecosystem partners, the partners might someday reciprocate by steering founders seeking funding to a16z. The case closes by asking whether a16z should seek to double its scale over the next years.

    • January 2014 (Revised October 2014)
    • Case

    Andreessen Horowitz

    By: Thomas R. Eisenmann and Liz Kind

    Andreessen Horowitz (a16z), a venture capital firm launched in 2009, has quickly broken into the VC industry's top ranks, in terms of its ability to invest in Silicon Valley's most promising startups. The case recounts the firm's history; describes its co-founders' motivations and their strategy for disrupting an industry in the midst of dramatic...

    • February 2014
    • Background Note

    Raising Startup Capital

    By: Jeffrey Bussgang

    Entrepreneurs typically focus their full energies on business-building. But raising capital is a core part of building a valuable business. Developing expertise in raising capital is more than a necessary evil, it is a competitive weapon. Master it and you will be in a better position to make your company a massive success. But how do you finance a new venture? In this note, I will try to help answer this question by addressing the following topics: Types of funding. The two major types of startup capital are equity funding and debt funding although there are a few hybrid flavors as well. Sources of funding. These include venture capital firms, angel investors, crowd-funding, and accelerators/incubators. What investors look for. Each source has a different funding process and set of criteria which you need to understand before seeking funding from that source. The mechanics of equity funding. Seeking and securing funding involves setting amounts, agreeing to terms, and defining relationships.

    • February 2014
    • Background Note

    Raising Startup Capital

    By: Jeffrey Bussgang

    Entrepreneurs typically focus their full energies on business-building. But raising capital is a core part of building a valuable business. Developing expertise in raising capital is more than a necessary evil, it is a competitive weapon. Master it and you will be in a better position to make your company a massive success. But how do you finance...

    • January 2014
    • Article

    The Consequences of Entrepreneurial Finance: Evidence from Angel Financings

    By: William R. Kerr, Josh Lerner and Antoinette Schoar

    This paper documents that ventures that are funded by two successful angel groups experience superior outcomes to rejected ventures: they have improved survival, exits, employment, patenting, web traffic, and financing. We use strong discontinuities in angel funding behavior over small changes in their collective interest levels to implement a regression discontinuity approach. We confirm the positive effects for venture operations, with qualitative support for a higher likelihood of successful exits. On the other hand, there is no difference in access to additional financing around the discontinuity. This might suggest that financing is not a central input of angel groups.

    • January 2014
    • Article

    The Consequences of Entrepreneurial Finance: Evidence from Angel Financings

    By: William R. Kerr, Josh Lerner and Antoinette Schoar

    This paper documents that ventures that are funded by two successful angel groups experience superior outcomes to rejected ventures: they have improved survival, exits, employment, patenting, web traffic, and financing. We use strong discontinuities in angel funding behavior over small changes in their collective interest levels to implement a...

    • September 2014 (Revised December 2014)
    • Case

    The Ullens Center for Contemporary Art

    By: Mukti Khaire and Nancy Hua Dai

    Since its opening in Beijing in November 2007 as the first non-profit art center in China, UCCA had been operating with the mission to "promote the continued development of the Chinese art scene, foster international exchange, and showcase the latest in art and culture to hundreds of thousands of visitors each year." For the past six years, UCCA had worked with more than 100 artists and designers to present 87 art exhibitions and 1,826 public programs to over 1.8 million visitors, including many important leaders from all over the world. Given the context of the economic and political environment in the rapidly changing Chinese art market, the founders and senior management of UCCA wondered what they could do to achieve growth and financial viability while continuing to realize their mission.

    • September 2014 (Revised December 2014)
    • Case

    The Ullens Center for Contemporary Art

    By: Mukti Khaire and Nancy Hua Dai

    Since its opening in Beijing in November 2007 as the first non-profit art center in China, UCCA had been operating with the mission to "promote the continued development of the Chinese art scene, foster international exchange, and showcase the latest in art and culture to hundreds of thousands of visitors each year." For the past six years, UCCA...

    • 2014
    • Discussion Paper

    The Promise of Microfinance and Women's Empowerment: What Does the Evidence Say?

    By: Dina D. Pomeranz

    The microfinance revolution has transformed access to financial services for low-income populations worldwide. As a result, it has become one of the most talked-about innovations in global development in recent decades. However, its expansion has not been without controversy. While many hailed it as a way to end world poverty and promote female empowerment, others condemned it as a disaster for the poor. Female empowerment has often been seen as one of the key promises of the industry. In part, this is based on the fact that more than 80% of its poorest clients, i.e., those who live on less than $1.25/day, are women. This paper discusses what we have learned so far about the potential and limits of microfinance and how insights from research and practice can help inform the industry's current products, policies and future developments.

    • 2014
    • Discussion Paper

    The Promise of Microfinance and Women's Empowerment: What Does the Evidence Say?

    By: Dina D. Pomeranz

    The microfinance revolution has transformed access to financial services for low-income populations worldwide. As a result, it has become one of the most talked-about innovations in global development in recent decades. However, its expansion has not been without controversy. While many hailed it as a way to end world poverty and promote female...

Initiatives & Projects

The Arthur Rock Center for Entrepreneurship and the Social Enterprise Initiative encourage innovation to address the large-scale issues that beset society.
Entrepreneurship
Social Enterprise

Our long tradition of research in Entrepreneurship goes back to the 1930's and 1940's with the “the father of venture capitalism,” General Georges Doriot, and Joseph Schumpeter’s theory of innovation as a process of “creative destruction.” Building on our intellectual roots, our scholars come from disciplines including economics, finance, sociology, strategy, business history, management, and social entrepreneurship. A number of our faculty come from practice as venture capitalists and start-up founders. We focus our research on the identification and pursuit of entrepreneurial opportunities; domestic and international funding of entrepreneurial endeavors; innovation, particularly technological innovation in international ventures; the environments in which entrepreneurs make decisions; and social entrepreneurship. As our research contributes new insights, we are advancing the world’s understanding of complex entrepreneurial issues and helping to increase the entrepreneurial success of our students and practitioners worldwide.

Initiatives & Projects

The Arthur Rock Center for Entrepreneurship and the Social Enterprise Initiative encourage innovation to address the large-scale issues that beset society.

Entrepreneurship
Social Enterprise

Recent Publications

Byte

By: Boris Groysberg, Katherine Connolly Baden and Julia Kelley
  • May 2022 |
  • Case |
  • Faculty Research
In January 2021, Byte co-founders Scott Cohen and Blake Johnson reflected on how far their Los Angeles-based direct-to-consumer (DTC) orthodontics company had come since launching its clear aligners just a little over two years earlier. Cohen and Johnson were both serial entrepreneurs who had guided several companies to successful exits. They had planned to take the same approach with Byte, preparing for an exit by focusing on profitability and stable growth and forgoing dilutive venture capital (VC) funding. Neither of them had expected Byte to grow as quickly as it had, but the market opportunity had unexpectedly expanded during the COVID-19 pandemic, when many consumers sought at-home treatment options. Cohen and Johnson thought about what their next move should be. Given Byte’s rapid growth, the founders considered whether they should instead consider other options, such as a strategic acquisition or an eventual initial public offering (IPO). Either option would help position Byte for global expansion, which the founders felt would be a promising growth opportunity for the company.
Keywords: Growth; Customer Experience; Customer Focused Organization; Innovation; Growth Management; Expansion; Entrepreneurship; Customer Focus and Relationships; Innovation and Invention; Medical Devices and Supplies Industry; United States
Citation
Educators
Related
Groysberg, Boris, Katherine Connolly Baden, and Julia Kelley. "Byte." Harvard Business School Case 422-075, May 2022.

Maestro Pizza: Coming in Hot!

By: Ramon Casadesus-Masanell and Fares Khrais
  • May 2022 |
  • Case |
  • Faculty Research
Maestro pizza opened its first store in 2014 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino’s pizza. This series of cases (from A to H) chronicles Maestro’s journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino’s and changing market conditions.
Keywords: Competitive Strategy; Competitive Advantage; Competition; Market Entry and Exit; Emerging Markets; Business Startups; Corporate Entrepreneurship; Product Positioning; Disruption; Disruptive Innovation; Advertising; Advertising Campaigns; Social Media; Forecasting and Prediction; Crisis Management; Growth and Development Strategy; Brands and Branding; Product Development; Production; Service Delivery; Business Growth and Maturation; Financial Statements; Cost Management; Analysis; Quality; Performance Consistency; Customer Satisfaction; Profit; Family Ownership; Food and Beverage Industry; Middle East; Saudi Arabia
Citation
Educators
Related
Casadesus-Masanell, Ramon, and Fares Khrais. "Maestro Pizza: Coming in Hot!" Harvard Business School Case 722-399, May 2022.

Rawbank's Illico Cash: Can 'Fast Money' Overcome Cash Dependency in the DRC?

By: Lauren Cohen and Grace Headinger
  • May 2022 |
  • Case |
  • Faculty Research
Thomas de Dreux-Brézé, the Head of Strategy and Project Management at Rawbank Congo in the Democratic Republic of the Congo (DRC), was perplexed as he reviewed annual adoption rates for the bank’s launch of Illico Cash 2.0. As the bank’s mobile money app, Illico Cash literally promised “Fast Cash” for its users who also had a Rawbank account. Unlike most mobile money platforms on the African continent, Illico cash was backed by an established bank — not a technology or a telecommunications company. As he contemplated Rawbank’s next strategic move, the future of Illico Cash, and the bank’s future moves into digital payment systems in the DRC, he saw multiple challenges to Illico Cash’s adoption in several regions across the DRC. Seeing lower-than-anticipated usage rates, he wondered if local preferences for cash seemed just too powerful to overcome. Can the bank’s digital payments efforts overcome hurdles in local infrastructure, entrenched interests that favored cash, and currency instability? Would crafting a digital ecosystem be a worthwhile investment for Rawbank without a wholesale structural shift in beliefs?
Keywords: Fintech; Inflation; Deflation; Rural; Urban; Emerging Market; Mobile Technology; Finance; Money; Inflation and Deflation; Business Growth and Maturation; Decision Choices and Conditions; Demographics; Developing Countries and Economies; Corporate Entrepreneurship; Behavioral Finance; Currency; Banks and Banking; Commercial Banking; Financial Strategy; Rural Scope; Urban Scope; Innovation Strategy; Emerging Markets; Network Effects; Consumer Behavior; Mobile and Wireless Technology; Technology Adoption; Banking Industry; Financial Services Industry; Technology Industry; Congo, Democratic Republic of the
Citation
Educators
Related
Cohen, Lauren, and Grace Headinger. "Rawbank's Illico Cash: Can 'Fast Money' Overcome Cash Dependency in the DRC?" Harvard Business School Case 222-084, May 2022.

From GOP to NFT: Anthony Scaramucci and the Launch of Flatter NFT

By: Lauren Cohen, Richard Ryffel and Grace Headinger
  • May 2022 |
  • Case |
  • Faculty Research
Anthony Scaramucci, Managing Director of SkyBridge Capital, considered whether he should officially greenlight the launch of SkyBridge’s own NFT platform — Flatter NFT. He had led the investment firm to push first into Bitcoin and then Ethereum to make SkyBridge a central node in the crypto industry. He further believed SkyBridge could differentiate itself from OpenSea and other platforms by tying non-fungible tokens with fungible experiences. The technology behind the platform was solidly proven. However, in his head he weighed the tradeoff between launching a full platform versus other ways of investing in the space. With a potential announcement of the platform pending for the September 2021 SALT NYC conference, Scaramucci believed now was the time to make a decision. The NFT space swelled in users and value by the day. Should SkyBridge jump in or move on to another venture?
Keywords: Business Startup; Fintech; Technology; Cryptocurrency; Web3; Business Startups; Volatility; Decision Making; Entertainment; Entrepreneurship; Investment; Strategic Planning; Adoption; Competitive Advantage; Technology Adoption; Finance; Currency; Banking Industry; Financial Services Industry; Technology Industry; New York (city, NY)
Citation
Educators
Purchase
Related
Cohen, Lauren, Richard Ryffel, and Grace Headinger. "From GOP to NFT: Anthony Scaramucci and the Launch of Flatter NFT." Harvard Business School Case 222-085, May 2022.

Antler

By: Dennis Campbell and Iuliana Mogosanu
  • April 2022 |
  • Case |
  • Faculty Research
The case describes the founding, development, and scaling of Antler, an early-stage investment platform that invests in entrepreneurs pre-team and, in many cases, even pre-idea. The case explores the economics of venture capital investing at such an early stage and the various challenges and opportunities to build a platform that not only systematically selects the right founders, but also allows them to build teams and access resources needed to succeed. The case allows for a detailed look at these issues through the lens of two founding teams that were selected for Antler's early-stage investment programs but have very different assessed quantitative and qualitative factors that may impact their future success. Through analyzing these two opportunities for Antler, important issues are surfaced in how to combine analytics with human judgment as Antler's senior leadership looks to scale their investment platform both in terms of number of founding teams and across multiple countries.
Keywords: Platform; Technology; Analytics; Venture Capital; Entrepreneurship; Information Technology; Expansion; Financial Services Industry
Citation
Educators
Related
Campbell, Dennis, and Iuliana Mogosanu. "Antler." Harvard Business School Case 122-090, April 2022.

Transferable Skills? Founders as Venture Capitalists

By: Paul A. Gompers and Vladimir Mukharlyamov
  • 2022 |
  • Working Paper |
  • Faculty Research
In this paper we explore whether or not the experience as a founder of a venture capital-backed startup influences the performance of founders who become venture capitalists (VCs). We find that nearly 7% of VCs were previously founders of a venture-backed startup. Having a successful exit and being male and white increase the probability that a founder transitions into a venture capital career. Successful founder-VCs have investment success rates that are 6.5 percentage points higher than professional VCs while unsuccessful founder-VCs have investment success rates that are 4 percentage points lower than professional VCs. While successful founder-VCs do get higher quality deal flow than professional or unsuccessful founder-VCs, observably higher deal quality does not explain the entire difference in performance. Using an instrumental variables approach to separate unobservable deal quality from value-add, we find that the outperformance of successful founder-VCs is consistent with them adding more value post-investment.
Keywords: Founders; Venture Capital; Entrepreneurship; Performance; Personal Development and Career; Success
Citation
Find at Harvard
Read Now
Related
Gompers, Paul A., and Vladimir Mukharlyamov. "Transferable Skills? Founders as Venture Capitalists." NBER Working Paper Series, No. 29907, April 2022.

The Past Is Prologue? Venture-Capital Syndicates' Collaborative Experience and Start-Up Exits

By: Dan Wang, Emily Cox Pahnke and Rory McDonald
  • April 2022 |
  • Article |
  • Academy of Management Journal
Past research has produced contradictory insights into how prior collaboration between organizations—their relational embeddedness—impacts collective collaborative performance. We theorize that the effect of relational embeddedness on collaborative success is contingent on the type of success under consideration, and we develop a typology of two kinds of success. We test our hypotheses using data from Crunchbase on a sample of almost 11,000 U.S. start-ups backed by venture-capital (VC) firms, using the VCs’ previous collaborative experience to predict the type of success that the start-ups will experience. Our findings indicate that, as prior collaborative experience within a group of VCs increases, a jointly funded start-up is more likely to exit by acquisition (which we call a focused success); with less prior experience among the group of VCs, a jointly funded start-up is more likely to exit by IPO (a broadcast success). Our results deepen understanding of the connections between organizational performance and collaboration networks, contributing to entrepreneurship research on the role of investors in technology ventures.
Keywords: Inter-organizational Networks; Collaboration; Entrepreneurship; Networks; Organizations; Performance; Venture Capital
Citation
Find at Harvard
Read Now
Related
Wang, Dan, Emily Cox Pahnke, and Rory McDonald. "The Past Is Prologue? Venture-Capital Syndicates' Collaborative Experience and Start-Up Exits." Academy of Management Journal 65, no. 2 (April 2022): 371–402.

Reclaiming the Land of Purple: Purpl’s Mission to Unlock Finance in Lebanon

By: Lauren Cohen and Grace Headinger
  • March 2022 (Revised May 2022) |
  • Case |
  • Faculty Research
Karl Naim, Co-Founder and CEO of Purpl, embarked on a venture to lower remittance costs for his native Lebanon. Since October 2019, the Lebanese economy had entered a free fall as its banking sector collapsed and large swathes of its population were plunged into poverty. As a repeat technology entrepreneur, Naim alongside his two co-founders decided to launch a new remittance aggregator to improve access to low-cost remittances, which acted as a lifeline for most local families. By becoming a fiat-to-fiat aggregator and eventually leveraging stablecoin technology, he expected that in the first phase he could cut remittance fees in half from 9–12% to 5–6%—and eventually up to 1%. With the Lebanese population's trust in financial and banking institutions shattered, could Purpl succeed in its mission? How could it convince its potential users, the broader Lebanese public and the 20 million-strong Lebanese diaspora around the world, to adopt a different way of sending and transacting with digital cash? For primary remittance users, who only needed to reliably receive a monthly $100–$200 for basic goods and other necessities, could Purpl convince them both to change their habits and to trust the financial system that had put them in this situation in the first place? Moreover, given Purpl's ultimate goal to upend the current establishment, would its "playing nice" with current established institutions haunt the firm's "anti-establishment" credibility from ever materializing?
Keywords: Business Startup; Fintech; Inflation; Deflation; Cross-border Frictions; Remittances; Business Startups; Diasporas; Financial Crisis; Money; Entrepreneurship; Cross-Cultural and Cross-Border Issues; Poverty; Financial Institutions; Banking Industry; Financial Services Industry; Technology Industry; Lebanon
Citation
Educators
Purchase
Related
Cohen, Lauren, and Grace Headinger. "Reclaiming the Land of Purple: Purpl’s Mission to Unlock Finance in Lebanon." Harvard Business School Case 222-078, March 2022. (Revised May 2022.)

Talent@Tencent

By: Tarun Khanna, Shu Lin and Nancy Hua Dai
  • March 2022 |
  • Case |
  • Faculty Research
On November 11, 2016, Xi Dan, Senior Vice President of Tencent, and Ma Yongwu, Dean of Tencent Academy, were discussing how Tencent could develop new capabilities to sustain its growth miracle and entry into new technologies, expansion into B2B businesses, and internationalization.
Keywords: B2B; Talent and Talent Management; Training; Emerging Markets; Entrepreneurship; Globalization; Human Resources; Innovation and Management; Leadership Development; Business Strategy; Information Technology; Internet and the Web; China
Citation
Educators
Purchase
Related
Khanna, Tarun, Shu Lin, and Nancy Hua Dai. "Talent@Tencent." Harvard Business School Case 722-413, March 2022.

In Data We Trust: Be Mobile Africa and Furthering Financial Inclusion Across the African Continent

By: Lauren Cohen, Grace Headinger and Pierre Marchesseault
  • March 2022 |
  • Case |
  • Faculty Research
To Cédric Jeannot, leveraging technology to promote financial inclusion was personal. After no established financial institution would accept his technology platform to lower transaction costs for free, Jeannot launched FinTech company Be Mobile Africa in May 2020. Within a year, the company had reached over 35 countries with many potential users pending on its waiting lists. A ‘for-profit with purpose’, Be Mobile Africa aimed to lift 100 million people out of poverty by extending financial services to previously unbanked populations across the African continent. Racing towards its goal, the company needed a longer-term expansion strategy to fulfill Jeannot’s mission. Should its growth strategy focus on starting afresh in new markets, or should it dedicate more resources to onboarding prospective users in markets where it already has a foothold? Would the tradeoff of temporarily pulling resources away from this mission to fundraise capital to fund greater long-term successes be worthwhile? Although “In Data We Trust” had served the company well so far, would “In Money We Believe” lead Jeannot to fulfill his ultimate vision?
Keywords: Finance; Fintech; Emerging Market; Fundraising; Financial Inclusion; Strategy; Expansion; Management; Entrepreneurship; Personal Finance; Corporate Social Responsibility and Impact; Growth and Development Strategy; Financial Services Industry; Banking Industry; Africa; Togo; Nigeria; Ghana
Citation
Educators
Purchase
Related
Cohen, Lauren, Grace Headinger, and Pierre Marchesseault. "In Data We Trust: Be Mobile Africa and Furthering Financial Inclusion Across the African Continent." Harvard Business School Case 222-073, March 2022.
More Publications

Faculty

William R. Kerr
Lynda M. Applegate
William A. Sahlman
Geoffrey G. Jones
Thomas R. Eisenmann
Ramana Nanda
Myra M. Hart
Rosabeth M. Kanter
Joseph B. Lassiter
Howard H. Stevenson
Richard G. Hamermesh
Josh Lerner
→See All

HBS Working Knowlege

    • 10 May 2022

    Being Your Own Boss Can Pay Off, but Not Always with Big Pay

    Re: William R. KerrRe: Innessa Colaiacovo
    • 03 May 2022

    Can a Social Entrepreneur End Homelessness in the US?

    Re: Brian L. Trelstad
    • 22 Feb 2022

    How to Scale a Startup Marketplace for Used Furniture

    Re: Ayelet Israeli
→More Articles

Harvard Business Publishing

    • May 2013
    • Article

    How to Negotiate with VCs

    By: Deepak Malhotra
    • May 2022
    • Case

    From GOP to NFT: Anthony Scaramucci and the Launch of Flatter NFT

    By: Lauren Cohen, Richard Ryffel and Grace Headinger
    • 2017
    • Book

    HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own Company

    By: Richard S. Ruback and Royce Yudkoff
→More Harvard Business Publishing
ǁ
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→Map & Directions
→More Contact Information
  • Make a Gift
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Digital Accessibility
Copyright © President & Fellows of Harvard College