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Labor market outcomes depend, in part, upon an individual's willingness to put him- or herself forward for different opportunities. We use a series of experiments to explore gender differences in willingness to apply for higher-return, more challenging work. We find that, in male-typed domains, qualified women are significantly less likely to apply than similarly well-qualified men. We provide evidence both in a controlled setting and in the field that reducing ambiguity surrounding required qualifications increases the rate at which qualified women apply. The effects are mixed for men. Our results point to a way to increase the pool of qualified women applicants. This paper was accepted by Yan Chen, behavioral economics and decision analysis. Funding: This work was funded by the National Science Foundation [Grant 1713752] and Harvard Business School. Supplemental Material: The e-companion and data are available at https://doi.org/10.1287/mnsc.2023.4907. [ABSTRACT FROM AUTHOR]

Despite mixed evidence for the relationship between demographic diversity and creativity, we propose that observers hold a lay belief that demographic diversity increases creativity and apply this lay belief in judgments about teams and their creative work. Across eight preregistered studies (n = 5,530), we find that observers judge teams diverse in terms of race and gender to be more creative than teams homogeneous in terms of race and gender, including in incentive-compatible predictions made about real teams competing in a creativity challenge. We also find that products attributed to demographically diverse teams are evaluated as more creative compared with identical products attributed to demographically homogenous teams. Mediation analyses provide evidence consistent with the notion that people perceive demographic diversity (i.e., social category differences) to be correlated with cognitive diversity (i.e., difference of perspectives), and this belief contributes to attributions of greater creativity to diverse teams and the ideas they generate. We can also turn off the perceived association between demographic diversity and creativity by directly manipulating people's perceptions of team cognitive diversity. Furthermore, we find evidence of a curvilinear relationship between the proportion of racial minorities or women in a group and judgments of the group's creativity. Together, our results suggest that the popular uptake of the belief that diversity boosts creativity may impact how creativity is identified in organizational contexts. This paper was accepted by Yuval Rottenstreich, behavioral economics and decision analysis. Funding: This research was supported by funds from the School of Industrial and Labor Relations, Cornell University, and Harvard Business School, Harvard University, including a grant from the Cornell Center for Advanced Human Resource Studies. Supplemental Material: The data files and online appendix are available at https://doi.org/10.1287/mnsc.2023.4862. [ABSTRACT FROM AUTHOR]

Although scholarship has highlighted how stakeholders can influence business outcomes, few studies have examined how simultaneous, different tactics interact to impact firms. Critical to understanding this interaction is the radical flank effect, which asserts that the moderate and radical elements of social activist tactics can interact to either enhance or diminish a movement's ability to accomplish its goals. However, research is unclear about when and whether the radical flank effect enhances or diminishes activist influence, nor has it empirically analyzed factors that influence the direction of the effect. To address these limitations, we explore one such factor—regulatory agency discretion, or regulators' flexibility to interpret and implement public policies. Drawing on management and political sociology studies, we argue that discretion affects the salience of regulatory accountability to the public and thereby alters the radical flank effect on business outcomes in regulated markets. We analyze stakeholder opposition to U.S. hydroelectric power facilities from 1987 to 2019. The results show that high discretion enhances the radical flank effect and detrimentally affects business outcomes, whereas low discretion reverses the radical flank effect and favorably affects business outcomes. Funding: This work was supported by the Kauffman Foundation Doctoral Dissertation Fellowship and the Harvard Business School Division of Research. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16104. [ABSTRACT FROM AUTHOR]

Competence development in digital technologies, analytics, and artificial intelligence is increasingly important to all types of organizations and their workforce. Universities and corporations are investing heavily in developing training programs, at all tenure levels, to meet the new skills needs. However, there is a risk that the new set of lucrative opportunities for employees in these tech-heavy fields will be biased against diverse demographic groups like women. Although much research has examined the experiences of women in science, technology, engineering, and mathematics (STEM) fields and occupations, less understood is the extent to which gender stereotypes influence recruiters' perceptions and evaluations of individuals who are deciding whether to apply to STEM training programs. These behaviors are typically unobserved because they occur prior to the application interface. We address this question by investigating recruiters' initial outreach decisions to more than 166,000 prospective students who have expressed interest in applying to a midcareer level online tech training program in business analytics. Using data on the recruiters' communications, our results indicate that recruiters are less likely to initiate contact with female than male prospects and search for additional signals of quality from female prospects before contacting them. We also find evidence that recruiters are more likely to base initial outreach activities on prospect gender when they have higher workloads and limited attention. We conclude with a discussion of the implications of this research for our understanding of how screening and selection decisions prior to the application interface may undermine organizational efforts to achieve gender equality and diversity as well as the potential for demand-side interventions to mitigate these gender disparities. Funding: We gratefully acknowledge Harvard Business School and MIT Sloan School of Management for generously funding this work. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16499. [ABSTRACT FROM AUTHOR]

Problem definition: Clients and service providers alike often consider one-on-one service delivery to be ideal, assuming, perhaps unquestioningly, that devoting individualized attention best improves client outcomes. In contrast, in shared service delivery, clients are served in batches and the dynamics of group interaction could lead to increased client engagement, which could improve outcomes. However, the loss of privacy and personal connection might undermine engagement. The engagement dynamics in one-on-one and shared delivery models have not been rigorously studied. To the extent that shared delivery may result in comparable or better engagement than one-on-one delivery, service providers in a broad array of contexts may be able to create more value for clients by delivering service in batches. Methodology/results: We conducted a randomized controlled trial with 1,000 patients who were undergoing glaucoma treatment over a three-year period at a large eye hospital. Using verbatim and behavioral transcripts from more than 20,000 minutes of video recorded during our trial, we examine how shared medical appointments (SMAs), in which patients are served in batches, impact engagement. On average, a patient who experienced SMAs asked 33.3% more questions per minute and made 8.6% more nonquestion comments per minute. Because there were multiple patients in an SMA, this increase in engagement at the individual patient level resulted in patients hearing far more comments in the group setting. Patients in SMAs also exhibited higher levels of nonverbal engagement across a wide array of measures (attentiveness, positivity, head wobbling, or "thalai aattam" in Tamil: a South Indian gesture to signal agreement or understanding, eye contact, and end-of-appointment happiness), relative to patients who attended one-on-one appointments. Managerial implications: These results shed light on the potential for shared service delivery models to increase client engagement and thus enhance service performance. Funding: This work was supported by the Wheeler Institute at London Business School (WIBAD Ramdas_Sonmez CFP19), the Institute of Entrepreneurship and Private Capital at London Business School (IIE_3432_2019), Aravind Eye Hospital, and Harvard Business School. Supplemental Material: The online appendix is available at https://doi.org/10.1287/msom.2021.0012. [ABSTRACT FROM AUTHOR]

We study the connection between communication network structure and an organization's collective adaptability to a shifting environment. Research has shown that network centralization—the degree to which communication flows disproportionately through one or more members of the organization rather than being more equally distributed—interferes with collective problem-solving by obstructing the integration of existing ideas, information, and solutions in the network. We hypothesize that the mechanisms responsible for that poor integration of ideas, information, and solutions would nevertheless prove beneficial for problems requiring adaptation to a shifting environment. We conducted a 1,620-subject randomized online laboratory experiment, testing the effect of seven network structures on problem-solving success. To simulate a shifting environment, we designed a murder mystery task and manipulated when each piece of information could be found: early information encouraged an inferior consensus, requiring a collective shift of solution after more information emerged. We find that when the communication network within an organization is more centralized, it achieves the benefits of connectivity (spread of novel better solutions) without the costs (getting stuck on an existing inferior solution). We also find, however, that these benefits of centralization only materialize in networks with two-way flow of information and not when information only flows from the center of the network outward (as can occur in hierarchical structures or digitally mediated communication). We draw on these findings to reconceptualize theory on the impact of centralization—and how it affects conformity pressure (lock-in) and awareness of diverse ideas (learning)—on collective problem-solving that demands adaptation. History: This paper has been accepted for the Organization Science Special Issue on Experiments in Organizational Theory. Funding: The authors acknowledge financial support from the Division of Research at the Harvard Business School for making this research possible. [ABSTRACT FROM AUTHOR]

An innovating organization faces the challenge of how to prioritize distinct goals of novelty and value, both of which underlie innovation. Popular practitioner frameworks like Agile management suggest that organizations can adopt an iterative approach of frequent meetings to prioritize between these goals, a practice we refer to as iterative coordination. Despite iterative coordination's widespread use in innovation management, its effects on novelty and value in innovation remain unknown. With the information technology firm Google, we embed a field experiment within a hackathon software development competition to identify the effect of iterative coordination on innovation. We find that iterative coordination causes firms to implicitly prioritize value in innovation: Although iteratively coordinating firms develop more valuable products, these products are simultaneously less novel. Furthermore, by tracking software code, we find that iteratively coordinating firms favor integration at the cost of knowledge-creating specialization. A follow-on laboratory study documents that increasing the frequency and opportunities to reprioritize goals in iterative coordination meetings reinforces value and integration, while reducing novelty and specialization. This article offers three key contributions: highlighting how processes to prioritize among multiple performance goals may implicitly favor certain outcomes; introducing a new empirical methodology of software code version tracking for measuring the innovation process; and leveraging the emergent phenomenon of hackathons to study new methods of organizing. History: This paper has been accepted for the Organization Science Special Issue on Experiments in Organizational Theory. Funding: The authors gratefully acknowledge financial support from Google LLC, the Harvard Business School Division of Research and Faculty Development, and the National Science Foundation [Grant 1122374]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1499. [ABSTRACT FROM AUTHOR]

Analyzing data from approximately 1.5 million employees across 1,108 established public and private U.S. companies, we find that the strength of employee beliefs related to purpose is weaker in public companies. Among public companies, those beliefs are stronger for firms with more committed owners. These patterns are most pronounced within the salaried middle and hourly ranks rather than senior executives. Differences across firms can be attributed, in part, to differences in leadership and incentive characteristics. Our findings are consistent with higher owner commitment and the corresponding policies that arise alongside this higher commitment, enabling a stronger sense of purpose inside organizations. This paper was accepted by David Simchi-Levi, organizations. Funding: C. Gartenberg recognizes financial support from the Wharton School at University of Pennsylvania. G. Serafeim recognizes financial support from the Division of Research and Faculty Development of the Harvard Business School. Supplemental Material: The data files and online appendix are available at https://doi.org/10.1287/mnsc.2022.4618. [ABSTRACT FROM AUTHOR]

We leverage an exogenous shock—the crackdown on corrupt Chinese officials beginning in 2012—and examine how the allocation of research subsidies and innovative outcomes were affected. We argue that the staggered removal of provincial heads on corruption charges during China's anticorruption campaign and the unanticipated departures of local government officials responsible for innovation programs led to plausibly exogenous reductions in corruption. After both events, the allocation of subsidies became more sensitive to firm merit than to corruption and subsidies became more strongly associated with future innovation. Anticorruption efforts and officials' career incentives improved the efficacy of subsidy programs. This paper was accepted by Toby Stuart, entrepreneurship and innovation. Funding: This work was supported by the Harvard Business School, Toulouse Network on Information Technology, Major projects of the National Social Fund of China [Project 22ZDA047], and National Natural Science Foundation of China [Grants 71790601, 71722012]. Supplemental Material: The data files and online appendix are available at https://doi.org/10.1287/mnsc.2022.4611. [ABSTRACT FROM AUTHOR]

We examine the incentive effects of subjectivity in allocating tournament-based rewards and punishments. We use data from a company where reward and punishment decisions are based on a combination of objective metrics and subjective performance assessments. Rankings based on the objective metrics and the ultimate payoff allocations are disclosed to all members of the organization. This information allows employees to observe whether and how managers subjectively override the objective rankings. Consistent with expectancy theory, we predict and find that subjective rewards and punishments manifesting as favorable (unfavorable) deviations from formula-based payoff expectations are associated with subsequent performance improvements (declines). These performance responses are incremental to the effects of receiving a reward or punishment per se. Our results suggest that managers can benefit from using subjective rewards, but using subjective punishments can be very costly in the absence of sufficiently strong ex ante incentive effects associated with the prospect of subjective penalties. Our findings contribute to the literature on subjectivity in performance evaluations and have important practical implications for designing incentive systems. This paper was accepted by Brian Bushee, accounting. Funding: The authors appreciate the Harvard Business School for financial support during the development of this study. Supplemental Material: Data are available at https://doi.org/10.1287/mnsc.2022.4501. [ABSTRACT FROM AUTHOR]

In many workplaces, temporary teams convene to coordinate complex work, despite team members having not worked together before. Most related research has found consistent performance benefits when members of temporary teams work together multiple times (team familiarity). Recent work in this area broke new conceptual ground by instead exploring the learning and performance benefits that team members gain by being exposed to many new partners (partner exposure). In contrast to that new work that examined partner exposure between team members who are peers, in this paper, we extend this research by developing and testing theory about the performance effects of partner exposure for team members whose roles are differentiated by authority and skill. We use visit-level data from a hospital emergency department and leverage the ad hoc assignment of attendings, nurses, and residents to teams and the round-robin assignment of patients to these teams as our identification strategy. We find a negative performance effect of both nurses' and resident trainees' partner exposure to more attendings and of attendings' and nurses' exposure to more residents. In contrast, both attendings and residents experience a positive impact on performance from working with more nurses. The respective effects of residents working with more attendings and with more nurses is attenuated on patient cases with more structured workflows. Our results suggest that interactions with team members in decision-executing roles, as opposed to decision-initiating roles, is an important but often unrecognized part of disciplinary training and team learning. Funding: This work was supported by the New Faculty Startup Fund from Seoul National University; Harvard Business School; Stanford Center for Work, Technology, and Organization; and Stanford Center for Designing Organizational Change. Supplemental Material: The online supplement is available at https://doi.org/10.1287/orsc.2022.1585. [ABSTRACT FROM AUTHOR]

The article is an editorial statement from the Behavioral Economics and Decision Analysis Department of the journal Management Science. The department seeks papers that explore how decisions are made by individuals and groups, with a focus on behavioral economics, decision analysis, and judgment and decision making. The department is interested in topics such as the psychology of decision making, models that account for uncertainty and deviations from rational behavior, methods to elicit and aggregate judgments, and interventions to improve decision making. The department values transparency and encourages authors to document their research process. The article also suggests that authors whose work does not have a behavioral element may consider submitting to other departments within the journal. [Extracted from the article]

WITH THE GROWTH AND DEVELOPMENT OF SOCIETY'S ACCESS TO TRANSPARENT INFORMATION AND THE MOVEMENT OF MONOPOLY MARKETS TOWARDS FREE COMPETITION AT THE REGIONAL AND GLOBAL LEVELS, NEW NEEDS HAVE BEEN RAISED IN BUSINESSES AND COMPANIES HAVE BECOME AWARE OF SOCIAL ISSUES. ONE OF THE MOST RECENT CONCEPTS RAISED IN THIS FIELD IS THE CREATION OF SHARED VALUE. ACCORDING TO THE DEFINITION OF THE SHARED VALUE OF LEADERS OF LEADING COMPANIES, THEY SHOULD CONSIDER SOLVING MAJOR SOCIAL PROBLEMS IN PROFITABLE WAYS. DESPITE THE DEVELOPMENT OF THIS CONCEPT IN THE LAST 18 YEARS BY MICHAEL PORTER AND HIS COLLEAGUES IN THE FSG CONSULTING GROUP AND HARVARD BUSINESS SCHOOL, THIS FIELD HAS NOT BEEN FAVORED BY OPERATIONS MANAGEMENT RESEARCHERS. THIS RESEARCH, WHILE INTRODUCING THIS CONCEPT TOWARD MANAGEMENT SCIENCE, STATING THE GOALS AND WAYS TO ACHIEVE IT AND EXAMINING ITS DEMANDS IN THE PUBLISHED ARTICLES OF THIS FIELD, TO EXPLAIN THE REQUIREMENTS OF MOVING TOWARDS SHARED VALUE AND SCIENTIFIC NEEDS IN THE FIELD OF MANAGEMENT SCIENCE BY USING THE STUDY OF ARTICLES AND INTERVIEWS CONDUCTED WITH EXPERTS AND EXPERTS HAVE PAID. BY AND LARGE, THIS PAPER IS A CRITICAL REVIEW TO ILLUSTRATE THE CHALLENGES AND SHORTCOMINGS OF THE MENTIONED CONCEPTS THROUGH THE FIELDS OF MANAGEMENT SCIENCE AND OPERATIONS MANAGEMENT. [ABSTRACT FROM AUTHOR]

The recently published book "Why Startups Fail: New Roadmap for Entrepreneurial Success" authored by Tom Eisenmann summarizes research on a much debated topic- what is the reason or reasons whey startups fail? The book is based on an extensive, multi- year study led by Eisenmann with assistance from his students at the Harvard Business School (HBS). Their study examined failure modes in 470 technology companies with an objective of answering more definitively why startup companies fail. Therefore, the Eisenman book provides a "deep dive" of what we can learn about the failure modes of startups in the technology industry. We recommend this book for anyone who seeks an answer to why companies fail. But, can we extrapolate their findings to the biopharma industry? While there are definitely differences across startups in different industries, e. g. "tech to biopharma/med tech/digital health" It is our opinion that cross-industry benchmarking can be a very useful methodology that may instruct entrepreneurs on how to minimize "errors of both omission and commission", and how to start and grow successful companies -- across industries, including health related organizations; biopharma, MedTech, and the emerging field of digital health. Our concluding section, focuses on special issues pertinent to the unique challenges for biopharma companies. This comparison is supported by a short summary of a recent overview article by Boni and Abremski . This article identified best practices for starting and growing successful companies in digital health based on our respective experiences at Carnegie Mellon University, and UC San Diego. Evidence from both tech and biotech seem to support an overall conclusion that the most important predictor for startup company success is the extended team. [ABSTRACT FROM AUTHOR]

The COVID‐19 crisis will continue to have an immense impact on society, especially on the economic livelihood of ordinary people worldwide. Given the role of business schools in training managers to lead organizations and people across industry, the COVID‐19 crisis highlights a new opportunity to reflect on the purpose of the business school, which stakeholders it serves, and how it might evolve toward broader consideration and effective anticipation/response to pressing societal issues. Thus, we set out in this study to investigate these questions by examining the role that Harvard Business School played during World War 2, a crisis that also had an unprecedented impact on society. Based on this examination, we highlight the importance of flexibility and organizational innovation in times of crisis. We also discuss how the business school might expand its focus and its audience to consider broader societal issues, allowing it to better prepare students to serve society in the future, where the next crisis might be right around the corner. [ABSTRACT FROM AUTHOR]

More government involvement in the economy as Henderson envisions would likely attract even more money into politics. Rebecca Henderson is a professor at the Harvard Business School, trained as an economist, with a specialization in business strategy and innovation. Henderson states: "The widespread use of material, replicable, comparable ESG metrics is a game changer, potentially enabling investors to develop a much richer understanding of the relationship between a firm's investments in social and environmental performance and returns to the individual firm ...." Mentioned under the rewiring of finance rubric are family-owned firms, private equity, and customer-owned firms such as mutual insurance companies and credit unions. Norwegian waste handling company Norsk Gjenvinning (NG) embraced high-tech recycling technology to recover raw materials. [Extracted from the article]

social learning is the ability to learn from others by observing their behavior. Today, we have technological advances and digital media that provide us with more information and learning tools. The users who have made the most of them are millennials, who use social media and these new technologies in their social and educational spheres. The case method has proven to be very effective in executive education since its inception at Harvard Business School in 1908 and has been widely disseminated in numerous business schools. This research seeks to assess social learning through social media as an alternative to the case-based method. The hypothesis holds that social learning through social media and the case method enable an equivalent level of learning. A mixed experimental method was used with two groups of millennials, both exposed to these methodologies. In the experiments carried out to evaluate their effectiveness, we reached two conclusions: (1) the average achieved in grades using social learning is slightly higher than the average achieved using the case method, and (2) in analyzing means, the difference is not statistically significant. [ABSTRACT FROM AUTHOR]

There is a great deal of criticism of the low relationship between the research processes and the business context in faculties, the management programs, and the poorly positioned business schools. This paper aims at determining relevant topics in administrative sciences by applying the analysis of networks to identify the institutions that handle recurrent topics, those that address specialized topics, and the territories that include research in the administrative field. The study identified the best worldwide and nationwide faculties, management programs, and business schools; and from this selection, we built a relational model of the interactions between institutions and topics by using the network theory. This type of analysis was implemented since it allows a systematic review, and the results become inputs that contribute to subsequent decision making by institutions involved in this field. Among the results, we identified the Columbia Business School, INSEAD Business School, Cornell Business College, Harvard Business School and, finally, the SLOAN School of Management of the Massachusetts Institute of Technology as notable institutional nodes. Finally, the relevant thematic nodes were identified: those that are related to finance, entrepreneurship, globalization, and leadership. [ABSTRACT FROM AUTHOR]

Using the historical random assignment of MBA students to sections at Harvard Business School (HBS), I explore how executive peer networks can affect managerial decision making. Within an HBS class, firm outcomes are significantly more similar among graduates from the same section than among graduates from different sections, with the strongest effects in executive compensation and acquisitions strategy. I demonstrate the role of ongoing social interactions by showing that peer effects are more than twice as strong in the year following staggered alumni reunions. Supplementary tests suggest that peer influence can operate in ways that do not contribute to firm productivity. [ABSTRACT FROM PUBLISHER]

Based on empirical material in the form of case studies prepared at Harvard Business School and Kozminski University, the article analyses the content of teaching materials in the field of business history. The Harvard case studies served as a model for the Polish ones. In contrast to the United States, at Kozminski University and in other Polish business schools, business history is not taught as a separate subject. The article puts forward the thesis that history education could provide an opportunity for future managers to broaden their knowledge of the social environment in which they will operate and to shape attitudes of responsibility for the social consequences of decisions made. However, this opportunity remains largely untapped in both the United States and Poland. American teaching materials are still influenced by the Chandlerian paradigm, and therefore they focus on the evolution of structures and changes in the strategy of large multinational corporations. These materials present students with role models of successful entrepreneurs and companies. Their social environment is presented in a sketchy manner, and questions about the motivations of human actions or hierarchies of values are rarely asked. The teaching materials also shy away from questions about the social consequences of managerial decisions. This is so, despite the fact that scientific publications are moving away from concentrating solely on the centre of global capitalism, the history of the largest corporations, and the treatment of the social environment as a variable on which the entrepreneur or company have no influence. Business history as a scientific discipline in Poland is still at an early stage of development. However, one can notice a gap between research and teaching similar to the one that exists in the USA: there are works critically analysing the period of transformation and showing the peripheral character of Polish capitalism as well as the social consequences of this peripheral nature that are completely ignored in teaching.

This address uses the question "Is business ethics getting better?" as a heuristic for discussing the importance of history in understanding business and ethics. The paper uses a number of examples to illustrate how the same ethical problems in business have been around for a long time. It describes early attempts at the Harvard Business School to use business history as a means of teaching students about moral and social values. In the end, the author suggests that history may be another way to teach ethics, enrich business ethics courses, and develop the perspective and vision in future business leaders. [ABSTRACT FROM AUTHOR]

B " b To be value generating for business, creativity needs to be embedded across the enterprise as a central tenet of an organization's operating model. In his article " B Assessing value chain acquisitions that support differentiation innovation initiatives: lessons from Apple," b Alistair Davidson, a strategist at the IT consulting firm TCS, reviews the history of Apple's long-term, three-tier approach. Bill George: Guiding two decades of authentic leadership Apple's value chain acquisition strategy Effective creativity: critical path to extraordinary business value Seven critical steps of a major strategic initiative "launch" Case: building a more resilient enterprise Credit cycles and corporate strategy: challenges and solutions The authors and articles in this issue are: In their interview with Brian Leavy, B "Guiding two decades of the authentic leadership movement," b Bill George, Executive Fellow at Harvard Business School and former CEO of Medtronic, and Zach Clayton, CEO of Three Ships, share research findings from their new book, I True North: Leading Authentically in Today's Workplace i . [Extracted from the article]

This article describes the early development of the Human Relations School at the Harvard Business School under the leadership of Elton Mayo and Wallace Donham. It shows how both achieved early success by positioning themselves as solutions to pressing social, economic, and political issues of the period between World War I and the New Deal. [ABSTRACT FROM AUTHOR]

Purpose: Interview with Gary Pisano about his latest book, Creative Construction: The DNA of Sustained Innovation. Design/methodology/approach: Pisano is the Harry E. Figgie Professor of Business Administration and senior associate dean for faculty development at Harvard Business School and one of the world's leading experts in the fields of innovation, strategy, manufacturing and competitiveness. Findings: The first characteristic of an effective innovation strategy is that it lays out clearly the priorities among different types of innovation opportunities. Practical implications: If your base technologies are maturing, but customer needs are still not being met, then this suggests potential opportunities for radical innovation strategies. Originality/value: Pisano is teaching corporate giants how to effectively innovate. His new book offers new ways of thinking about innovation and new models for discovering opportunities. [ABSTRACT FROM AUTHOR]

An interview is presented with Gary Pisano, the Harry E. Figgie Professor of Business Administration and Senior Associate Dean of Faculty Development at the Harvard Business School. Topics covered include business innovation strategy, decision making among senior leadership, and his book "Creative Construction."

Although case study instructional methods have been used in business schools for many years, the practice of teaching with case studies has largely followed a specific delivery and implementation style often credited to Harvard Business School and focused on large, publicly traded firms. Many other alternatives exist for implementing case studies for today's college students that focus on small businesses (i.e., where more of them are likely to gain employment). Accordingly, this study provides an overview of the case study methodology and then explains three useful alternative methods for delivering small business case studies to Millennials and Generation Z (and occasionally other generations) in face-to-face courses including a Team Based method, an Expert Teams method, and a Theory Based method. Synthesizing course material with real world examples in a debate format explains the Team Based method, establishing experts (teams of students) on a particular case and engaging such experts with questions from remaining participants explains the Expert Teams method, and applying course models to previously analyzed cases explains the Theory Based method. [ABSTRACT FROM AUTHOR]

An extensive study of archival materials is used to examine the philosophic origins of marketing thought at two centers of early development, the University of Wisconsin and the Harvard Business School. Evidence suggests that the German Historical school of economics provided much of the philosophic foundation of the discipline. [ABSTRACT FROM PUBLISHER]

The article presents the report of the Managing Editor of the "Journal of Finance" for the year 1996. The editor reports an increase of 68 submissions over last year, with an acceptance rate over nine percent. The editor is addressing the backlog by offering the papers through the World Wide Web. The editor is visiting the Harvard Business School for the academic year, and through the use of overnight mail, faxes and email, is able to handle the editing of the publication. The editor also notes the contribution of the referees who help review papers for publication.

The article chronicles the career of Harvard Professor Melvin T. Copeland. Copeland's academic career is highlighted, particularly his contributions to the shaping of the marketing course at the Harvard Business School to include the study of retail and wholesale operating costs and the development of the case method of study. He is also the author of "Principles of Merchandising." The article notes Copeland's experience with the Bureau of Business Research and other public service efforts.