Faculty & Research

Facilitating faculty research and case development on an international scale

Our unprecedented network of research centers and regional offices in key areas of the world enable faculty to work with leaders, industry, government, and academia worldwide, and to learn from business challenges and innovations wherever they occur. Through sustained work in the field, faculty are provided the opportunity to immerse themselves in the culture and values – as well as intricacies and nuances – that lead to truly meaningful and insightful global research.

Research Centers & Offices

More than half the faculty are actively involved in international research, developing high-impact cases and course materials on relevant global issues and innovations.

New Research

2021
Working Paper

Multiple Team Membership, Turnover, and On-Time Delivery: Evidence from Construction Services

By: Hise O. Gibson, Bradely R. Staats and Ananth Raman

Firms who want to compete in dynamic markets are finding that they must build more agile operations to ensure success. One way for a firm to increase organizational agility is to allocate employees to multiple project teams, simultaneously - a practice known as multiple team membership (MTM). MTM allows for the potential of improved project performance through additional flexibility and learning, however, there is also the possibility of negative performance effects from MTM due to overwork, coordination neglect, and problems with resource blocking and starving. In this paper we theorize about these conflicting predictions prior to building and testing an empirical model that draws on a unique dataset consisting of 1,503 construction projects in the Europe District of the United States Army Corps of Engineers (USACE). Although USACE is a government entity, it operates similar to for-profit construction services companies. We find that MTM shows an inverted U-shaped relationship with on-time project delivery whereby it is first related to improved performance and then later related to worse performance. To extend our exploration we examine whether MTM makes teams more fragile operationally. We do this by investigating whether teams that experience turnover are more susceptible to the negative effects of MTM. Our empirical results support this proposition and deliver additional insight that the effect is driven by unanticipated turnover. Our findings provide understanding into the benefits and the difficulty in building a more agile workforce.

July 2021
Case

A Close Shave at Squire

By: Jeffrey J. Bussgang, Zoë B. Cullen, William R. Kerr, Benjamin N. Roth and Michael Norris

In 2020, just after closing a $34 million Series B financing round, Dave Salvant and Songe LaRon consider how to adjust their business, Squire Technologies, to the new realities posed by the COVID-19 pandemic. Their barbershop technology, including tools to run a shop and a mobile app for customers was growing swiftly, but with nearly all barbershops shut down to prevent the spread of the disease and no revenue coming in, should they cut back, or take the opportunity to build up?

July 2021
Case

Fynd

By: Ranjay Gulati, Kairavi Dey and Rachna Tahilyani

Fynd is a fast-growing venture that in 7 years since its founding has become India's largest omnichannel retail company with real-time access to over 9,000 stores' offline inventory. It started as a B2B business supporting retailers who didn’t have an online business, but pivoted to a B2C platform that allowed customers to shop directly from nearby retail stores through its website and app. Over time, Fynd continued with its B2C platform, scaled up its organization, and added new B2B platforms. But funding this was difficult, with investors raising questions about the business model and growth. In its next phase of growth it sought and failed to receive funding from venture capitalists. In 2018, the founders took a strategic investment from Google. But the subsequent departure of their sponsor from Google they needed to look at other avenues for funding. As they were poised for their next phase of growth, the founders were faced with a series of decisions about the pace of scaling, the business model, and how to fund the expansion. In 2019, Reliance Retail, a subsidiary of one of India's largest private conglomerates, and one of their key customers offered to invest $42 million for an 87% stake in the company, and is willing to negotiate terms of the deal. Should the founders accept the offer? What should the terms of the agreement be? How will this impact their business model, their growth trajectory, and also the future of the founders at the firm?

See all research

Global Colloquium for participant-centered learning

For senior faculty at top business schools in emerging economies who want to be trained in interactive methods of teaching and learning. GloColl comprises a seven-day session held on the HBS campus, followed by a three-day session held in two cities in Asia, Europe, or Latin America each year.

→More information

Global

Faculty & Research

Facilitating faculty research and case development on an international scale

Research Centers & Offices

New Research

Multiple Team Membership, Turnover, and On-Time Delivery: Evidence from Construction Services

A Close Shave at Squire

Fynd

Global Colloquium for participant-centered learning

In The News

Strategies for Underdogs: How Alibaba’s Taobao Beat eBay in China

The Tech Cold War’s ‘Most Complicated Machine’ That’s Out of China’s Reach

The Great Chip Crisis Threatens the Promise of Moore’s Law