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Break Your Addiction to Service Heroes
In their new book, Uncommon Service, coauthors Frances Freiand Anne Morriss show it is possible for organizations to reduce costs while dramatically enhancing customer service. The key? Don't try to be good at everything. Interview and book excerpt from HBS Alumni Bulletin.
A Few Firms Have Outsized Influence in D.C.
New research by Harvard Business School Associate Professor William R. Kerr suggests the number of companies affecting government policy through lobbying may be smaller—but more powerful—than previously thought.
First Look: New Research by HBS Faculty
The economics of corruption…Learning the lingua franca of business…How a travel agency assesses risk.
Income Inequality: What's the Right Amount?
Summing Up: Comments were large in number and broad of opinion reflecting on Professor Jim Heskett's question, Does income inequality promote or stunt economic growth? Is there a "right" right amount of income disparity?
Working paper: Who Lives in the C-Suite? Organizational Structure and the Division of Labor in Top Management
Download the PDF. The size of a CEO's executive team has increased dramatically in recent decades, but little has been known about its composition. Using a rich dataset of US firms from 1986 to 2006, this paper documents the dramatic increase in the number of functional managers in the executive team.
Working paper: What Do Development Banks Do?
Download the PDF. This paper uses evidence from Brazil to look at what happens to firm performance, investment, and financial expenditures when companies get subsidized credit from the Brazilian National Bank of Economic and Social Development, known as BNDES.
Working paper: Income Inequality and Social Preferences for Redistribution and Compensation Differentials
Download the PDF.William Kerr characterizes how changes in inequality affect social attitudes towards government-led redistribution and compensation differentials.
Working paper: Got Local Food?
Download the PDF. HBS professor Deishin Lee and coauthors show that there are complementary operational synergies when retailers and farmers increase scale and specialize.
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