Default Category
-
How Companies Can Profit from a "Growth Mindset"
Harvard Business ReviewArticle HBS-F1411A-EStrategyPsychologist Carol Dweck's work on "mindset" has been hugely influential in fields such as education and sports training, and her 2006 book Mindset was a bestseller. Some people, Dweck has argued, view talent as a quality they either possess or lack, and thus have a "fixed mindset"; others, with a "growth mindset," consistently see potential to develop new skills. Now she is extending her work on mindset to organizations. This article describes h...Starting at €8.20
-
How to Make the Most of Omnichannel Retailing
Harvard Business ReviewArticle HBS-F1607A-EMarketingOne of the biggest challenges for brick-and-mortar retailers is competing with online-only sellers such as Amazon. The conventional "omnichannel" strategy is to encourage consumers to shop across channels. But few retailers have closely examined the profitability of such efforts, and they typically pay little attention to how far a customer lives from the store. New research led by Temple University's Xueming Luo shows that distance is a crucial ...Starting at €8.20
-
When All the World's a City
Harvard Business ReviewArticle HBS-F1206Z-EEconomicsUrban growth projections for 2020 show a dramatic expansion of industrial corridors and population centers, predominantly in southern and eastern Asia. This map compares those projections with the landscape in 1990. Due to the highly graphical nature of the Vision Statement, we offer this reprint in color, PDF format only. We recommend printing it out in color to maximize its effectiveness.Starting at €8.20
-
The Science of Sensory Marketing
Harvard Business ReviewArticle HBS-F1503A-EMarketingThe past year has brought a rush of interest among academics in how sensory inputs influence consumers on deep, non-conscious levels--and companies are starting to put these findings to use. One example is Dunkin' Donuts: In a highly successful campaign in Korea, an atomizer released a coffee aroma in public buses whenever the company jingle was played, increasing visits and sales in nearby stores. Another is BMW, which mikes engine sounds throug...Starting at €8.20
-
Measuring the Return on Character
Harvard Business ReviewArticle HBS-F1504A-EWe're never surprised to hear about unethical executives whose lapses eventually ruin their careers and companies. But is the opposite true? Do highly principled leaders and their organizations perform especially well? The answer is yes, according to new research by the leadership consultancy KRW International. CEOs whose employees gave them high marks on four key traits--integrity, responsibility, forgiveness, and compassion--had an average retu...Starting at €8.20
-
Microfinance in India 2010-2016: Crisis and Recovery
Cole, Shawn; Gandhi, Vikram; Reimers, Caitlin; Saleman, YannickCase HBS-217070-EFinanceSKS, India's leading microfinance firm, is challenged when politicians declaim microfinance as exploitation of the poor and severely restrict business practices.Starting at €8.20
-
Financial Inclusion at Omidyar Network, Teaching Plan
Gandhi, Vikram; Barnett, JamesTeaching Note HBS-320018-EFinanceTeaching plan for case 318004.Starting at €0.00
-
Financial Inclusion at Omidyar Network
Gandhi, Vikram; Reimers Brumme, Caitlin Lindsay; Barnett, JamesCase HBS-318004-EFinanceA team of investors at Omidyar Network explore two different investment possibilities in the budding financial inclusion space, using their investment framework to consider capital alternatives available for both investments, each of which carries highly divergent financial and impact potential.Starting at €8.20
-
Is a Promotion Worth Hiding Who You Are, Teaching Note
Harvard Business ReviewTeaching Note HBS-HTN004-ETeaching Note for Product Numbers R1510J, R1510X, and R1510Z.Starting at €0.00
-
Magic Bus: From Childhood to Livelihood
Rangan, V. Kasturi; Gandhi, Vikram; Raina, Anjali; Chawla, RachnaCase HBS-518005-EFounded in 1999, by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the question what the fourth phase should look like...Starting at €8.20