Business schools

C. C. Mann and M. L. Plummer, TheMspirin Wars, Harvard Business School Press, Boston, Mass., p. 50. 

R. S. Schlaefer and S. D. Heron, Development of Aircraft Engines and Fuels, Harvard Business School, Boston, Mass., 1950. 

Clark, K. B. and Fujimoto, T. 1991 Product Development Performance Strategy, Organisation and Management in the World Auto Industry. Boston Harvard Business School Press. 

Thomas, D. A. and Ely, R. J. (1995). Managing diversity for Organizational Effectiveness. Working Paper. Boston Harvard Business School. 

The scheme has been marketed through company websites and invitation letters. Half of the mentors recruited for the program were internal to Ericsson and typically recommended by senior management. The other half, the external mentors, were recruited with help from the business school IMD - they supplied a range of individuals who committed to mentoring on a voluntary basis. In the recruitment of mentees, Boultwood received assistance from HR and line managers in other countries, who nominated candidates. Selection criteria for mentors included that they had to be ... 

Christensen CM. The innovator s dilemma when new technologies cause great firms to fail. Harvard Business School Press, 1997. 

Encourage flexibility in thinking about alternative solutions to problems. Perhaps it might be possible to develop a set of open-ended problems, much like the case-study approach used so effectively by business schools. 

Mills, D. Q. Kurz, J. 2003. Siemens Medical Solutions strategic turnaround. Harvard Business School Case. 

But shareholders have not been the only beneficiaries of The Home Depot s snccess. While the business itself was growing, its impact on consumers and the home improvement indnstry in general has been dramatic. The Home Depot has made home improvement more affordable for millions of consumers. Professor David Bell of the Harvard Business School compared The Home Depot s prices today on a basket of everyday home improvement items to a comparable basket from 1978, adjusted for inflation, and found that the company has reduced prices by an average of 54%. For example, the cost of redoing a kitchen floor with 45 square feet of vinyl tile was 35 in 1978. Today, cnstomers can buy it at 26. Back then a refrigerator s average price per cnbic foot was approximately 77. Today it is only 48. Overall, the stndy fonnd that The Home Depot shoppers have saved more than 500 billion over the past twenty-five years. 

The research that we conducted, the Evergreen Project, was designed to avoid these problems. It was the largest study of its kind ever undertaken. We analyzed over 60,000 pages of information from 200 firms in multiple industries. In all, ten years of data were collected. The firms that were studied varied in size, and we complemented these broad extensive analyses with focused, in-depth exploration of issues of special interest. Both researchers and practitioners were involved. Fourteen prominent academics from Dartmouth, Harvard, Wharton, and other leading business schools were involved. Twenty-one practitioners implemented the study in coordination with the academic researchers. We interviewed journalists, executives, and Wall Street analysts. We let the answers come from the data, and then tested specific hypotheses to explore promising possibilities. And finally, we invented new statistical methodology that is appropriate to this level of complexity. 

In August 2002, Merrill Lynch, the only Wall Street investment banking firm to enter the discussion, issued its Quality of Earnings Report, which used four financial discriminating screens created with Professor David Harkin of the Harvard Business School to evaluate the quality of earnings. 

Further research at the Center for Entreprenenrship and Corporate Growth at the Goizueta Business School, Emory University will focns on refinements to the model, its predictive uses, and its use as a basis for developing Organic Growth Best Practices. 

Christensen, C. 1997. The Innovator s Dilemma. Cambridge, MA Harvard Business School Press. 

McGrath, R. G. MacMillan, I. C. 2000. The Entrepreneurial Mindset Strategies for Continuously Creating Opportunity in an Age of Uncertainty. Boston Harvard Business School Press. 

Block, Z. MacMillan, 1. C. 1993. Corporate Venturing Creating New Businesses Within the Firm. Boston Harvard Business School Press. 

Hope, J. Fraser, R. 2003. Beyond Budgeting How Managers Can Break Free from the Annual Ferformance Trap. Boston Harvard Business School Press. 

Mason, H. Rohner, T. 2002. The Venture Imperative A New Model for Corporate Innovation. Boston Harvard Business School Press. 

Zook, C. 2001. Profit from the Core Growth Strategy in an Era of Turbulence. Boston Harvard Business School Press. 

Brown, S. L. Eisenhardt, K. M. 1998. Competing on the Edge Strategy as Structured Chaos. Boston Flarvard Business School Press. 

Hargadon, A. 2003. How Breakthroughs Happen The Surprising Truth About How Companies Innovate. Boston Harvard Business School Press. 

Edward D. Hess is Adjunct Professor of Organization and Management, Executive Director of the Center for Entrepreneurship and Corporate Growth, and Executive Director of the Values-Based Leadership Institute at the Goizueta Business School, Emory University. 

Robert K. Kazanjian is Professor of Organization andManagement at the Goizueta Business School, Emory University. 

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