Terror at the Taj

On November 26, 2008, 175 people died in Mumbai, India, when 10 terrorists simultaneously struck sites. Of the five locations—all well-known landmarks—the beautiful domes of the hotel known as the Taj Mahal Palace and Tower would become most closely associated with the horrific attacks in the world's collective conscience.

“Not even the senior managers could explain the behavior of these employees.”

A new multimedia case by HBS professor Rohit Deshpandé offers a flip side to the nightmarish scenes that unfolded in real time on television screens around the globe. Produced in collaboration with Ruth Page and David Habeeb of the HBS Educational Technology Group, Terror at the Taj Bombay: Customer-Centric Leadership  documents the bravery and resourcefulness shown by rank-and-file employees during the siege. 

Video interviews with hotel staff and senior executives, combined with security footage of the attack, create a documentary-like account of events that took place over the course of 59 hours. The case also covers the hotel's history, its approach to training employees, the "guest is God" philosophy inherent in Indian culture, and the question of how the hotel will recover after the attacks.

Underlying this framework is a central conundrum: Why did the Taj employees stay at their posts, jeopardizing their safety in order to save hotel guests? And is this level of loyalty and dedication something that can be replicated and scaled elsewhere?

"Not even the senior managers could explain the behavior of these employees," says Deshpandé. "In the interview, the vice chairman of the company says that they knew all the back exits—the natural human instinct would be to flee. These are people who instinctively did the right thing. And in the process, some of them, unfortunately, gave their lives to save guests." A dozen employees died.

Most Difficult Case

Deshpandé, a native of Bombay (now Mumbai), says it took a full week to conduct the interviews. "This is the hardest case I've ever worked on. One reason is that I had no conception of what it would be like to have people confront the trauma again. We objectify it, keep emotion at a distance, but after 15 minutes of questions with a video camera in a darkened room, there are deeper, more personal reflections of what happened. It was really, really hard.

"The other thing is that I grew up there. So the Taj is part of my memories, too. As one of the interview subjects said, the Taj is their Taj, meaning anyone who has ever walked through its doors. It's a place that means many things to many people."

In one interview, Taj general manager Karambir Singh Kang describes his father, a military man, telling him that his job is like being the captain of a ship. "I think that's the way everyone else felt, too," says Kang. "A sense of loyalty to the hotel, a sense of responsibility to the guests." Several hours into the siege, Kang's wife and two young sons died in a fire that swept through their apartment on the hotel's top floor. Even after receiving the news, he insisted on staying at his post to help direct a response to the ongoing attack. (The battle for control at the Taj would continue a full two days after other locations had been secured.)

Nothing in the employees' training could have prepared them for such an unprecedented situation, Deshpandé says. Yet further interviews and text documents from the case provide background on the unique culture of Tata Sons, the Taj's parent company, while also revealing the exacting process for selecting, training, and rewarding Taj employees for their work.

Mandate To Delight

Awards are given for longer terms of service, for example, with Group Chairman Ratan Tata (HBS AMP 71, 1975) personally recognizing those who have served 10 to 35 years and more. Employees who have demonstrated outstanding service are selected for inclusion in the Managing Directors Club and recognized across the organization.

Such incentives aren't so unusual, of course. But interviews with senior management demonstrate how seriously the task of building a customer-centric culture and value system is taken at the Taj and its parent company, Indian Hotels.

"Every time they interact with a guest they should look for an opportunity to delight him," says H.N. Srinivas, senior vice president of human resources. During a 24-hour stay, a guest will have an average of 40 to 42 contacts with employees. "We've mapped it," he explains.

When it comes to selecting employees, Indian Hotels CEO Raymond N. Bickson describes how he first looks for "nice people who are not afraid of serving people." He can teach them to be a bellman, a waiter, or a desk clerk, he continues. "But I can't teach them to be nice. I can't teach that spirit of ownership."

"In India and the developing world, there's a much more paternalistic equation between employer and employee," says Ratan Tata, chairman of Tata Sons. "I think that creates a kinship." Every employee donates a small portion of their salary to a pool that can be drawn on in the event a colleague suffers an accident or other significant personal setback.

To date, Deshpandé has taught the case in the School's Owner/President Management Executive Education program; he expects it to be used more widely, particularly since it can also be taught as an example of managing the postcrisis recovery of a flagship corporate brand.

No Clear Answer

The question of why the Taj employees demonstrated such loyalty elicited a variety of responses from students, Deshpandé says.

"For example, some suggested that it has to do with governance of the Tatas; two-thirds of their profits are donated to charitable causes, so the employees feel that they are working for a higher good." But the IT firm Tata Consultancy Services has had many of the same difficulties with employee retention that other Indian IT firms experience. "In that case, the loyalty might be more to self rather than to the organization," he says.

A definitive answer to the question of why the Taj employees behaved as they did may not be possible; but managers who read and view the case will likely come away with a clearer sense of what it takes to build a particular culture and value system and how to recruit, train, and reward employees in nonmonetary ways.

"It's all of those very specific things that build a customer-centric culture in an organization," Deshpandé says. "This example far exceeds anything I've seen before."

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Taj employees’ response to 26/11 now a case study at Harvard

A dozen taj employees died trying to save the lives of the hotel guests during the terror attacks..

harvard business school case study taj hotel

The heroic response by employees of Mumbai’s landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focusses on the staff’s selfless service for its customers and how they went beyond their call of duty to save lives.

The multimedia case study ‘Terror at the Taj Bombay: Customer-Centric Leadership’ by HBS professor Rohit Deshpande documents “the bravery and resourcefulness shown by rank-and-file employees” during the attack.

harvard business school case study taj hotel

The study mainly focusses on “why did the Taj employees stay at their posts (during the attacks),jeopardising their safety in order to save hotel guests” and how can that level of loyalty and dedication be replicated elsewhere.

A dozen Taj employees died trying to save the lives of the hotel guests during the attacks.

“Not even the senior managers could explain the behaviour of these employees,” Deshpande is quoted as saying in HBS Working Knowledge,a forum on the faculty’s research and ideas.

Festive offer

Deshpande said even though the employees “knew all the back exits” in the hotel and could have easily fled the building,some stayed back to help the guests.

“The natural human instinct would be to flee. These are people who instinctively did the right thing. And in the process,some of them,unfortunately,gave their lives to save guests.”

A documentary-style account of events,the case includes video interviews with hotel staff and footage of the attack.

It shows how leadership displayed by people in the bottom rank to the top levels in the organisational hierarchy helped in saving lives.

It also focusses on the hotel’s history,its approach to recruiting and training employees,the Indian culture’s “guest is God” philosophy and how the hotel would recover after the attacks.

Another key concept of the study is that in India and the developing world,”there is a much more paternalistic equation between employer and employee that creates a kinship.”

Terming it as one of the “hardest cases” he has worked on, Mumbai -native Deshpande said it was hard to see people confront their trauma again.

“We objectify it,keep emotion at a distance,but after 15 minutes of questions with a video camera in a darkened room,there are deeper,more personal reflections of what happened,” he says in the HBS Working Knowledge.

Deshpande said Taj employees felt a sense of loyalty to the hotel as well as a sense of responsibility to the guests.

He cites the example of a general manager who insisted on staying put and help direct a response to the attack even after learning that his wife and sons had died in a fire on the hotel’s top floor.

“Nothing in the employees’ training could have prepared them for such an unprecedented situation,” Deshpande said.

Deshpande has taught the case in the School’s Owner/President Management Executive Education programme.

It can also be taught as an example of managing the post-crisis recovery of a flagship corporate brand,he added.

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Taj Hotel Group ^ 403004

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harvard business school case study taj hotel

Taj Hotel Group ^ 403004

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Product Description

Publication Date: July 23, 2002

Source: Harvard Business School

R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision. In an attempt to deliver a level of service quality that met global standards at the Indian hotel chain, Kumar had introduced new personnel management systems at the company. As a result, a committee was now responsible for deciding which managers should be promoted to senior positions at the company. Taj's COO, one of the more respected executives at the company, requested that a committee decision be overturned. Kumar must respect the committee's choice or indulge his popular manager's request to reexamine it.

harvard business school case study taj hotel

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Taj Hotels, Resorts & Palaces: To Pierre or Not to Pierre (A) ^ INS003

Taj Hotels, Resorts & Palaces: To Pierre or Not to Pierre (A)

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harvard business school case study taj hotel

  • Harvard Business School →
  • Faculty & Research →

Michael Beer

Michael Beer

Cahners-rabb professor of business administration, emeritus.

MICHAEL BEER

Mike Beer is the Cahners-Rabb Professor of Business Administration, Emeritus at the Harvard Business School and author Fit to Compete: Why Honest Conversations About Your Company’s Capabilities are the Key to a Winning Strategy (2020) The book provides a road map for strategic change. It’s central themes is how honest, transformative conversations lead simultaneously to rapid change in organizational effectiveness and performance, and to high trust and commitment.

Mike is an internationally recognized expert in strategic change, co-founder of TruePoint Partners, a management consultancy, and the Higher Ambition Leadership Alliance a not-for-profit CEO membership organization whose mission is to help leaders build companies that create economic and social value.  You can learn more about Mike and his recent the book on his  website .

Mike is author or co-author of twelve books, numerous book chapters and articles in academic and business journals. Among his books are: Higher Ambition: How Great Leaders Create Economic and Social Value that describes how leading edge CEOs manage companies that do well by doing good; High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage provides a roadmap for leaders who aspire to build a high commitment, high performance organization; The Critical Path to Corporate Renewal   provides insights into what it takes to transform a corporation in response to completive challenges and won the Johnson, Smith & Knisely Award for the best book on executive leadership in 1990 and was a finalist for The Academy of Management’s Terry Book Award in 1992. 

Mike has consulted to senior management in several industries--manufacturing, services (hospitality, professional and financial), consumer packaging, high tech., pharmaceutical and medical technology.  Among others he has worked with Becton Dickinson, Hewlett Packard, Ernst & Young, Agilent Technologies, Merck, and Whitbread PLC. He has served on several professional, not-for-profit, and corporate boards.

The recipient of professional honors and awards, Dr. Beer is a Fellow of the Academy of Management and the recipient of its Distinguished Scholar-Practitioner Award, a Fellow of the National Academy of Human Resource, the Society of Industrial and Organizational Psychology and recipient of its Distinguished Professional Contributions Award, and recipient of the Harry and Miriam Levinson Award for outstanding contributions to organizational consulting psychology from the American Psychological Foundation.  He and Russ Eisenstat received the 1998 Organizational Development Institute Award for the most outstanding contribution to the field for the development of the Strategic Fitness Process at Becton Dickinson and its application there and in numerous other corporations around the world.  He is the 2007 recipient of the Society for Human Resource Management’s Michael R. Losey Research Award.

Prior to joining the Faculty of the Harvard Business School Mike was Director of Organizational Research & Development at Corning Inc., a department he founded and led for eleven years.  The work of the department led to several innovations in organizing managing and leading the company’s businesses and people. 

harvard business school case study taj hotel

How to create the high-performance, high-commitment organization.

Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.

harvard business school case study taj hotel

The time has come for American managers to rethink the traditional relationship between management and workers. The personnel practices of the past are an obstacle today, blocking the higher productivity and quality levels your firm will need to succeed in the competitive environment of the 1980s and beyond.

While U.S. corporations have become increasingly sophisticated at managing their financial and capital resources, one critical resource has been seriously underutilized in the American firm. This book introduces a new way of thinking about, and managing, your firm's greatest untapped potential: the human resources that can make or break any firm's best-laid plans.

Managing Human Assets is not a book about "personnel management"; traditional personnel practice has involved a disjointed set of functions and techniques that have not optimized motivation, commitment, competence, and receptivity to change, the social capital of the firm.

Instead, here is a pioneering guide for all general managers, operations managers, and personnel executives that treats the management of human resources as a key part of the firm's long-term competitive strategy. It demonstrates how this new way of thinking is being implemented at several major corporations, with relatively low financial investment and high productivity pay-off. With  Managing Human Assets,  you can realize the vast potential for productivity that lies in one of the American firm's last underutilized resources -- the motivated American worker.

How to have an Honest Conversation About Your Strategy by Michael Beer and Russell Eisenstat

  • Beer, Michael. Fit to Compete: Why Honest Conversations About Your Company's Capabilities Are the Key to a Winning Strategy . Boston: Harvard Business Review Press, 2020.  View Details
  • Beer, Michael. Leadership, Employee Needs, and Motivation . Columbus, OH: Ohio State University, Bureau of Business Research, 1966.  View Details
  • Davis, Stanley, Paul Lawrence, Harvey Kolodny, and Michael Beer. Matrix . Reading, MA: Addison-Wesley Publishing Company, 1977.  View Details
  • Beer, Michael. Organization Change and Development: A Systems View . Glenview, IL: Scott, Foresman and Company, 1984.  View Details
  • Hakel, Milton, Michael Beer, Melvin Sorcher, and Joseph Moses. Making it Happen: Designing Research with Implementation in Mind . SAGE Publications, 1982.  View Details
  • Beer, Michael and Bert Spector, eds. Readings in Human Resource Management . New York: Free Press, 1985.  View Details
  • Beer, Michael, Bert Spector, Paul Lawrence, D. Q. Mills, and Richard Walton. Human Resource Management: A General Manager's Perspective: Text and Cases . New York: Free Press, 1985.  View Details
  • Beer, Michael, Russell A. Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norgreen. Higher Ambition: How Great Leaders Create Economic and Social Value . Boston: Harvard Business Press, 2011.  View Details
  • Beer, Michael. High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage . Jossey-Bass, 2009.  View Details
  • Beer, Michael and Nitin Nohria, eds. Breaking the Code of Change . Boston: Harvard Business School Press, 2000.  View Details
  • Beer, M., R. A. Eisenstat, and R. Spector. The Critical Path to Corporate Renewal . Boston, MA: Harvard Business School Press, 1990.  View Details
  • Beer, Michael, Bert Spector, Paul R. Lawrence, and D. Q. Mills. Managing Human Assets: The Groundbreaking Harvard Business School Program . New York, NY: Free Press, 1984.  View Details
  • Beer, Michael. "Reflections: Toward a Normative and Actionable Theory of Planned Organizational Change and Development." Journal of Change Management 21, no. 1 (2021).  View Details
  • Beer, Michael. "Making a Difference: Developing Actionable Knowledge for Practice and Theory." Journal of Applied Behavioral Science 56, no. 4 (December 2020): 506–520.  View Details
  • Beer, Michael. "How Honest Conversations Can Accelerate Corporate Transformation." Chief Executive (March 18, 2020).  View Details
  • Beer, Michael. "Making Honest Conversations the Norm." ChangeThis (blog) (January 22, 2020).  View Details
  • Beer, Michael. "Developing Strategic Human Resource Theory and Making a Difference: An Action Science Perspective." Art. 100632. Human Resource Management Review 32, no. 1 (March 2022).  View Details
  • Beer, Michael, Magnus Finnström, and Derek Schrader. "Why Leadership Training Fails—and What to Do about It." Harvard Business Review 94, no. 10 (October 2016): 50–57.  View Details
  • Beer, Michael. "Organizational Size and Job Satisfaction." Academy of Management Journal 7, no. 1 (March 1964): 34–44.  View Details
  • Beer, Michael. "How To Use Feedback to Develop Managers." Employee Relations Bulletin , no. 997 (April 20, 1966).  View Details
  • Beer, Michael. "Managing and Motivating Engineers." Joint Engineering Management Conference Proceedings 15th (1967): 82–95. (Managing Engineering Manpower.)  View Details
  • Beer, Michael. "Building Cohesiveness within the Organization." Conference Board Record Suppl. (January 1967): 70–74. (In Managing Change: a supplement to the Conference Board Record.)  View Details
  • Beer, Michael. "Match Your Motivating Strategy." American Engineer 38, no. 5 (May 1968).  View Details
  • Beer, Michael. "Needs and Need Satisfaction Among Clerical Workers in Complex and Routine Jobs." Personnel Psychology 21, no. 2 (Summer 1968): 209–222.  View Details
  • Beer, Michael. "Pay System Preferences and Their Correlates." Proceedings of the Annual Convention of the American Psychological Association 76th (1968).  View Details
  • Huse, Edgar F., and Michael Beer. "Eclectic Approach to Organizational Development." Harvard Business Review 49, no. 5 (September–October 1971): 103–112.  View Details
  • Beer, Michael, and Edgar F. Huse. "A Systems Approach to Organization Development." Journal of Applied Behavioral Science 8, no. 1 (January 1972): 79–101.  View Details
  • Beer, Michael, and Robert Ruh. "Employee Growth through Performance Management." Harvard Business Review 54, no. 4 (July–August 1976): 59–66.  View Details
  • Beer, Michael, and Stanley M. Davis. "Creating a Global Organization: Failures Along The Way." Columbia Journal of World Business 11, no. 2 (Summer 1976): 72–84.  View Details
  • Beer, Michael, Robert Ruh, Jack A. Dawson, B.B. McCaa, and Michael J. Kavanagh. "A Performance Management System: Research, Design, Introduction and Evaluation." Personnel Psychology 31, no. 3 (Fall 1978): 505–535.  View Details
  • Beer, Michael. "Performance Appraisal: Dilemmas and Possibilities." Organizational Dynamics 9, no. 3 (Winter 1981): 24–36.  View Details
  • Marsland, Stephen, and Michael Beer. "The Evolution of Japanese Management: Lessons for U.S. Managers." Organizational Dynamics 11, no. 3 (Winter 1983): 49–67.  View Details
  • Beer, Michael, and Bert Spector. "Managing Human Assets—It's Time for a New Thinking." Office Administration and Automation 46, no. 3 (March 1985): 26–29.  View Details
  • Beer, Michael. "Revitalizing Organizations: Change Process and Emergent Model." Academy of Management Executive 1, no. 1 (February 1987): 51–55.  View Details
  • Beer, Michael. "Corporate Change and Quality." Quality Progress 21, no. 2 (February 1988): 33–36.  View Details
  • Beer, Michael. "Towards a Redefinition of OD: A Critique of Research Focus and Method." Academy of Management OD Newsletter (Winter 1988), 13–16.  View Details
  • Beer, Michael. "Critical Path to Corporate Renewal: Developing Human Resources While Focusing on the Business." In Proceedings of the 1991 Corporate Sponsor Forum: Delivering the Future Organization—Key Levers for Success . Human Resource Planning Society, 1992.  View Details
  • Beer, Michael. "The Transformation of the Human Resource Function: Resolving the Tension between the Administrative and Strategic Roles." Human Resource Management Journal 6, Special issue (1996).  View Details
  • Beer, Michael, and Russell A. Eisenstat. "Looking Inward." Worldbusiness 2, no. 6 (November–December 1996): 52–53.  View Details
  • Beer, Michael, and Russell A. Eisenstat. "The Silent Killers of Strategy Implementation and Learning." MIT Sloan Management Review 41, no. 4 (Summer 2000): 29–40.  View Details
  • Beer, Michael. "The Organizational Fitness Profiling Process." Comportamento Organizacional e Gestão 6, no. 1 (2000).  View Details
  • Beer, Michael. "Get Honest." Insight (Winter 2001).  View Details
  • Beer, Michael. "Why Management Research Findings are Unimplementable: An Action Science Perspective." Reflections (Society for Organizational Learning) 2, no. 3 (Spring 2001): 58–65.  View Details
  • Beer, Michael. "How to Develop an Organization Capable of Sustained High Performance: Embrace the Drive for Results-Capability Development Paradox." Organizational Dynamics 29, no. 4 (Spring 2001): 233–247.  View Details
  • Beer, Michael, and Russell Eisenstat. "The Silent Killers: Overcoming the Silent Killers to Organizational Fitness." Ledmotiv , no. 1 (2003).  View Details
  • Beer, Michael, Russell Eisenstat, and Derek Schrader. "Why Good Innovations Don't Get to Market." Strategy & Innovation 3 (2005).  View Details
  • Beer, Michael. "Organization Development at a Crossroads." OD Practitioner 46, no. 4 (Fall 2014): 60–61.  View Details
  • Beer, Michael, Paul Boselie, and Chris Brewster. "Back to the Future: Implications for the Field of HRM of the Multi-stakeholder Perspective Proposed 30 Years Ago." Human Resource Management 54, no. 3 (May–June 2015): 427–438.  View Details
  • Beer, Michael. "HRM at a Crossroads: Comments on 'Evolution of Strategic HRM Through Two Founding Books: A 30th Anniversary Perspective on Development of the Field'." Human Resource Management 54, no. 3 (May–June 2015): 417–421.  View Details
  • Ludwig, Edward, Elise Walton, and Michael Beer. "Higher-Ambition CEOs Need Higher-Ambition Boards." NACD Directorship 41, no. 3 (May–June 2015): 56–59.  View Details
  • Beer, Michael. " The Strategic Fitness Process: A Collaborative Action Research Method for Developing Organizational Prototypes and Dynamic Capabilities ." Journal of Organization Design 2, no. 1 (2013).  View Details
  • Beer, Michael. "Lead Learning: Achieve High Performance." Leadership Excellence 27, no. 1 (January 2010).  View Details
  • Beer, Michael, and Magnus Finnstrom. "Learning by Design: Developing an Engine for Transforming Your Company." Leadership in Action (November–December 2009).  View Details
  • Beer, Michael. " The Lessons of Lehman: Do the Opposite ." Forbes.com (September 14, 2009).  View Details
  • Foote, Nathaniel, and Michael Beer. "The New Governance Paradigm." Directorship (September 8, 2009).  View Details
  • Eisenstat, Russell A., Michael Beer, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren. "The Uncompromising Leader." HBS Centennial Issue Harvard Business Review 86, nos. 7/8 (July–August 2008).  View Details
  • Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie. " Strategic Management as Organizational Learning: Developing Fit and Alignment through a Disciplined Process ." Long Range Planning 38, no. 5 (October 2005).  View Details
  • Beer, Michael, and Mark D. Cannon. "Promise and Peril in Implementing Pay-for-Performance." Human Resource Management 43, no. 1 (spring 2004): 3–48.  View Details
  • Beer, Michael, and Russell Eisenstat. "How to Have an Honest Conversation About Your Strategy." Harvard Business Review 82, no. 2 (February 2004): 82–89.  View Details
  • Beer, Michael. "Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation." Decision Sciences 34, no. 4 (fall 2003).  View Details
  • Beer, Michael, and Nancy Katz. "Do Incentives Work? The Perception of A Worldwide Sample of Senior Executives." Human Resource Planning 26, no. 3 (2003): 30–44.  View Details
  • Beer, Michael, and Nitin Nohria. "Cracking the Code of Change." Harvard Business Review 78, no. 3 (May–June 2000): 133–141.  View Details
  • Beer, Michael, and Russell Eisenstat. "Developing an Organization Capable of Implementing Strategy and Learning." Human Relations 49, no. 5 (1996).  View Details
  • Beer, M., and B. Spector. "Beyond TQM Programs." Journal of Organizational Change Management 7, no. 2 (1994).  View Details
  • Bennett, Stewart, III, Eileen Appelbaum, M. Beer, and Andrew Lebby. "Rethinking Rewards." Harvard Business Review 71, no. 6 (November–December 1993): 37–45.  View Details
  • Beer, M., and B. Spector. "Organizational Diagnosis: Its Role in Organizational Learning." Journal of Counseling and Development 71, no. 6 (July–August 1993).  View Details
  • Beer, M. "Strategic Change Research: An Urgent Need for Usable Rather than Useful Knowledge." Journal of Management Inquiry 1, no. 2 (June 1992): 111–116.  View Details
  • Beer, Michael. "Comments on 'The Case of the Unpopular Pay Plan'." Harvard Business Review 70, no. 1 (January–February 1992): 14–23.  View Details
  • Beer, M. "Making Change Stick." ICME Perspectives 37 (Winter 1992).  View Details
  • Beer, M., R. A. Eisenstat, and B. Spector. "Why Change Programs Don't Produce Change." Harvard Business Review 68, no. 6 (November–December 1990): 158–166.  View Details
  • Beer, M. "Developing the Competitive Organization: Interventions and Strategies." American Psychologist 45, no. 2 (February 1990): 154–161.  View Details
  • Beer, Michael. "Individual and Organizational Correlates of Pay System Preference." In Managerial Motivation and Compensation: A Selection of Readings , edited by Henry L. Tosi, Robert J. House, and Marvin D. Dunnette. Michigan State University, Graduate School of Business Administration, Division of Research, 1972.  View Details
  • Beer, Michael. "Organization Development." In International Encyclopedia of Psychiatry, Psychology, Psychoanalysis, and Neurology , edited by B. Wolman. Prentice Hall, 1977.  View Details
  • Beer, Michael. "The Effects of the Managerial Grid Lab on Organizational and Leadership Dimensions." In Readings on Behavior in Organizations , edited by Edgar F. Huse, James L. Bowditch, and Dalmar Fisher. Addison-Wesley Publishing Company, 1975.  View Details
  • Beer, Michael. "The Technology of Organization Development." In Handbook of Industrial and Organizational Psychology , edited by Marvin D. Dunnette. Rand McNally & Company, 1976.  View Details
  • Beer, Michael. "Strategies for Change." In Improving Life at Work: Behavioral Science Approaches to Organizational Change , edited by J. Richard Hackman and J. Lloyd Suttle. Goodyear Publishing Co., 1977.  View Details
  • Beer, Michael. "Sustain Organizational Performance Through Learning, Change and Realignment." In Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management . 2nd ed. Edited by Edwin A. Locke. John Wiley & Sons, 2009.  View Details
  • Beer, Michael. "A Social Systems Model for Organization Development." In Systems Theory for Organization Development , edited by Thomas G. Cummings. John Wiley & Sons, 1980.  View Details
  • Beer, Michael, and Bert Spector. "Human Resources Management: The Integration of Industrial Relations and Organization Development." In Research in Personnel and Human Resources Management, Vol. 2 , edited by Kendrith M. Rowland and Gerald R. Ferris. JAI Press, 1984.  View Details
  • Beer, Michael, and Bert Spector. "Corporatewide Transformations in Human Resource Management." In HRM Trends and Challenges , edited by Richard E. Walton and Paul Lawrence. Boston: Harvard Business School Press, 1985.  View Details
  • Beer, Michael. "Performance Appraisal." In The Handbook of Organizational Behavior , edited by Jay W. Lorsch. Englewood Cliffs, NJ: Prentice Hall, 1987.  View Details
  • Beer, Michael, and Anna Elise Walton. "Organization Change and Development." In Annual Review of Psychology, Volume 38 , edited by Mark R. Rosenzweig and Lyman W. Porter, 339–367. Annual Reviews, 1987.  View Details
  • Beer, Michael, Russell Eisenstat, and Bert Spector. "The Critical Path for Change: Keys to Success and Failure in Six Companies." In Corporate Transformation: Revitalizing Organizations for a Competitive World , edited by Ralph H. Kilmann and Teresa Joyce Covin. San Francisco: Jossey-Bass, 1988.  View Details
  • Beer, Michael, and Russell Eisenstat. "American Medical Technologies Inc.: Learning the Capabilities Needed to Implement Strategic Change." In Blackwell Cases in Human Resource and Change Management , edited by John Storey. Blackwell Publishers, 1996.  View Details
  • Beer, Michael. "Organization Behavior and Development." In International Encyclopedia of Psychiatry, Psychology, Psychoanalysis, and Neurology , edited by B. Wolman. Prentice Hall, 1977.  View Details
  • Beer, Michael. "Leading Learning and Learning to Lead: An Action Learning Approach to Developing Organizational Fitness." In The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking Action , edited by Jay A. Conger, Gretchen M. Spreitzer, and Edward E. Lawler III. San Francisco: Jossey-Bass, 1999.  View Details
  • Beer, Michael. "Research That Will Break the Code of Change: The Role of Useful Normal Science and Usable Action Science, A Commentary on Van de Ven and Argyris." In Breaking the Code of Change , edited by Michael Beer and Nitin Nohria. Boston: Harvard Business School Press, 2000.  View Details
  • Beer, Michael, and Nitin Nohria. "Resolving the Tension Between Theories E and O of Change." In Breaking the Code of Change , edited by Michael Beer and Nitin Nohria, 1–34. Boston: Harvard Business School Press, 2000.  View Details
  • Beer, Michael, and Edwin Locke. "Lead Organizational Change by Creating Dissatisfaction and Realigning the Organization with New Competitive Realities." Chap. 26 in The Blackwell Handbook of Principles of Organizational Behavior , edited by Edwin A. Locke. Blackwell Publishers, 2000.  View Details
  • Beer, Michael. "Silent Killers of Team Performance: How Honest, Collective and Public Conversations Can Overcome Them." Chap. 1 in Developing and Enhancing Teamwork in Organizations: Evidence-based Best Practices and Guidelines , edited by Eduardo Salas, Scott Tannenbaum, Deborah Cohen, and Gary Latham. Jossey-Bass, 2013.  View Details
  • Beer, Michael. "Making a Difference and Contributing Useful Knowledge: Principles Derived from Life As a Scholar Practitioner ." In Useful Research: Advancing Theory and Practice , edited by Susan Albers Mohrman and Edward E. Lawler III. Berrett-Koehler Publishers, 2011.  View Details
  • Beer, Michael. " Developing an Effective Organization: Intervention Method, Empirical Evidence, and Theory ." In Research in Organizational Change and Development . Vol. 19, edited by Richard Woodman, William Pasmore, and Abraham B. (Rami) Shani, 1–54. Emerald Group Publishing, 2011.  View Details
  • Beer, Michael. "Transforming Organizations: Embrace the Paradox of E and O." Chap. 22 in Handbook of Organization Development , edited by Thomas G. Cummings. Sage Publications, 2007.  View Details
  • Beer, Michael, and Niclas Adler. " Collaborative R&D in Management: The Practical Experience of Fenix and TruePoint in Bridging the Divide Between Scientific and Managerial Goals ." In Handbook of Collaborative Management Research , edited by A. B. Shani, N. Adler, N. Mohrman, W. A. Pasmore, and B. Stymne. Sage Publications, 2007.  View Details
  • Beer, Michael. "Building Organizational Fitness." In Organization 21C: Someday All Organizations Will Lead This Way , edited by Subir Chowdhury. Upper Saddle River, NJ: Financial Times Prentice Hall, 2002.  View Details
  • Eisenstat, Russell, and M. Beer. "Developing an Organization Capable of Strategy Implementationand Reformulation: A Preliminary Test." In Organizational Learning and Competitive Advantage , by B. Moingeon and A. Edmondson. London: Sage Publications, 1996.  View Details
  • Eisenstat, R. A., M. Beer, and R. Biggadike. "Strategic Change: A New Dimension of Human Resource Management." In Handbook of Human Resource Management , edited by G. Ferris. Cambridge: Blackwell Publishers, 1995.  View Details
  • Beer, M. "The Organization Change Imperative: A Personal Journey." In The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press , edited by Paula B. Duffy. Boston, MA: Harvard Business School Press, 1994.  View Details
  • Eisenstat, R. A., and M. Beer. " Strategic Change: How to Realign the Organization to Implement Strategy ." In The Portable MBA , edited by L. Fahey and J. Mahaney. New York: John Wiley & Sons, 1994.  View Details
  • Beer, Michael, and R. A. Eisentat. "Strategic Change: How to Realign the Organization to Implement Strategy." In The Portable MBA in Strategy , edited by Liam Fahey and Robert M. Randall. New York: John Wiley & Sons, 1994.  View Details
  • Beer, Michael. "Managing Strategic Alignment." In The Handbook of Change Management , edited by L. Berger. Homewood, IL: Irwin Professional Publishing, 1993.  View Details
  • Beer, M. "Leading Change." In Managing People and Organizations , edited by J. J. Gabarro. Boston, MA: Harvard Business School Press, 1992.  View Details
  • Beer, M. "Making Performance Appraisal Work." In Managing People and Organizations , edited by J. J. Gabarro. Boston, MA: Harvard Business School Press, 1992.  View Details
  • Beer, M. "Reward Systems in the Role of Compensation." In Managing People and Organizations , edited by J. J. Gabarro. Boston, MA: Harvard Business School Press, 1992.  View Details
  • Beer, Michael. "Developing a Sustainable High Commitment, High Performance System of Organizing, Managing, and Leading: An Actionable Systems Theory of Change and Development." Harvard Business School Working Paper, No. 23-016, September 2022.  View Details
  • Beer, Michael, Magnus Finnstrom, and Derek Schrader. "The Great Training Robbery." Harvard Business School Working Paper, No. 16-121, April 2016.  View Details
  • Beer, Michael. "Report on the First Year Human Resource Management Course." Harvard Business School Working Paper, No. 82-50, January 1982.  View Details
  • Beer, Michael, and Bert Spector. "Human Resources Management: The Integration of Industrial Relations and Organizational Development." Harvard Business School Working Paper, No. 84-011, July 1984.  View Details
  • Beer, Michael. "Managing Change—Beyond Quick Programs." Harvard Business School Working Paper, No. 9-786-016, July 1985.  View Details
  • Beer, Michael. "The Critical Path: Revitalizing American Corporations." Harvard Business School Working Paper, No. 87-019, January 1987.  View Details
  • Ludwig, Edward, Elise Walton, and Michael Beer. "Higher-Ambition CEOs Need Higher-Ambition Boards." Harvard Business School Working Paper, No. 15-052, December 2014.  View Details
  • Fredberg, Tobias, Michael Beer, Russell Eisenstat, Nathaniel Foote, and Flemming Norrgren. " Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox. " Harvard Business School Working Paper, No. 08-052, January 2008.  View Details
  • Beer, Michael, Sven C. Voelpel, Marius Leibold, and Eden B. Tekie. "Strategic Management As Organizational Learning: Developing Fit and Alignment Through a Disciplined Process." Harvard Business School Working Paper, No. 05-062, April 2005.  View Details
  • Beer, Michael. "Transforming Organizations: Embrace the Paradox of E and O." Harvard Business School Working Paper, No. 05-048, January 2005.  View Details
  • Beer, Michael, and Russell Eisenstat. "Ensure Your Survival by Leading an Organization Wide Conversation That Matters." Harvard Business School Working Paper, No. 03-103, March 2003.  View Details
  • Beer, Michael, and Mark D. Cannon. " Promise and Peril in Implementing Pay for Performance: A Report on Thirteen Natural Experiments. " Harvard Business School Working Paper, No. 02-064, March 2002.  View Details
  • Beer, Michael. " Building Organizational Fitness in the 21st Century. " Harvard Business School Working Paper, No. 02-044, January 2002.  View Details
  • Beer, Michael. "How to Develop and Organization Capable of Sustained High Performance: Embrace the Drive for Results-Capability Development Paradox." Harvard Business School Working Paper, No. 01-060, March 2001.  View Details
  • Beer, Michael, and Russell Eisenstat. Overcoming the "Silent Killers" to Strategy Implementation and Organizational Learning. Harvard Business School Working Paper, No. 00-076, April 2000.  View Details
  • Beer, Michael. " Organizational Behavior and Development. " Harvard Business School Working Paper, No. 98-115, June 1998.  View Details
  • Beer, Michael, and Nancy Katz. " Do Incentives Work? The Perceptions of Senior Executives from Thirty Countries. " Harvard Business School Working Paper, No. 98-078, March 1998.  View Details
  • Beer, Michael. "Leading Learning and Learning to Lead: An Action Approach to Developing Organizational Fitness." Harvard Business School Working Paper, No. 98-035, November 1997.  View Details
  • Beer, Michael. "Why Management Research Findings Are Unimplementable: An Action Science Perspective." Harvard Business School Working Paper, No. 98-014, August 1997.  View Details
  • Beer, Michael, and Russell Eisenstat. "The Silent Killers: Overcoming the Hidden Barriers to Organizational Fitness." Harvard Business School Working Paper, No. 97-004, July 1996.  View Details
  • Beer, Michael. "The Transformation of the Human Resource Function: Resolving the Tension Between a Traditional Administrative and a New Strategic Role." Harvard Business School Working Paper, No. 97-003, July 1996.  View Details
  • Beer, Michael, and Alisa Zalosh. "Southfield Packaging (Brief Case)." Harvard Business School Teaching Note 913-563, April 2013.  View Details
  • Beer, Michael, and Alisa Zalosh. "Southfield Packaging." Harvard Business School Brief Case 913-562, April 2013.  View Details
  • Bingham, John, and Michael Beer. "Performance Management at Vitality Health Enterprises, Inc. (Brief Case)." Harvard Business School Teaching Note 913-502, July 2012.  View Details
  • Beer, Michael, and Lynda St. Clair. "ARISE: A Destination-for-a-Day Spa (Brief Case)." Harvard Business School Teaching Note 913-522, August 2012.  View Details
  • Beer, Michael, and Lynda St. Clair. "ARISE: A Destination-for-a-Day Spa." Harvard Business School Brief Case 913-521, August 2012.  View Details
  • Bingham, John, and Michael Beer. "Performance Management at Vitality Health Enterprises, Inc." Harvard Business School Brief Case 913-501, July 2012.  View Details
  • Beer, Michael, and Rachel Shelton. "BoldFlash: Cross-Functional Challenges in the Mobile Division." Harvard Business School Brief Case 124-438, May 2012.  View Details
  • Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (A)." Harvard Business School Case 400-084, May 2000. (Revised December 2018.)  View Details
  • Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (B)." Harvard Business School Supplement 400-085, May 2000. (Revised December 2018.)  View Details
  • Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (C)." Harvard Business School Supplement 400-086, May 2000. (Revised December 2018.)  View Details
  • Beer, Michael, and Russell A. Eisenstat. "Becton Dickinson: Opportunities and Challenges on the Road to the 'Envisioned Future'." Harvard Business School Case 912-408, October 2011. (Revised June 2013.)  View Details
  • Beer, Michael, and Ingrid Vargas. "Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry." Harvard Business School Brief Case 114-360, November 2011.  View Details
  • Beer, Michael, and Ingrid Vargas. "Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry (Brief Case)." Harvard Business School Teaching Note 114-361, November 2011.  View Details
  • Beer, Michael, and Russell Eisenstat. "United Stationers: Enabling Our Partners to Succeed." Harvard Business School Case 912-407, October 2011. (Revised August 2015.)  View Details
  • Beer, Michael. "SMA: Micro-Electronic Products Division (A), (B) & (C)." Harvard Business School Teaching Note 910-413, February 2010. (Revised December 2018.)  View Details
  • Beer, Michael, John J. Gabarro, and Michael L. Tushman. "Developing an Effective Living Group." Harvard Business School Background Note 406-051, September 2005. (Revised March 2009.)  View Details
  • Beer, Michael, and Anita Arun. "Comcast New England: A Journey of Organizational Transformation." Harvard Business School Case 908-405, January 2008. (Revised May 2008.)  View Details
  • Beer, Michael, and Elizabeth Collins. "Engstrom Auto Mirror Plant: Motivating in Good Times and Bad." Harvard Business School Brief Case 082-175, April 2008.  View Details
  • Beer, Michael, and Sunru Yong. "TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial." Harvard Business School Brief Case 082-184, April 2008.  View Details
  • Beer, Michael, and Elizabeth Collins. "Engstrom Auto Mirror Plant: Motivating in Good Times and Bad (Brief Case)." Harvard Business School Teaching Note 082-176, April 2008.  View Details
  • Beer, Michael, and Sunru Yong. "TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial (Brief Case)." Harvard Business School Teaching Note 082-185, April 2008.  View Details
  • Beer, Michael, and James Weber. "Asda (A)." Harvard Business School Case 498-005, October 1997. (Revised January 2008.)  View Details
  • Beer, Michael, and John J. Gabarro. "Developing an Effective Living Group in the General Management Program." Harvard Business School Background Note 407-022, August 2006. (Revised March 2007.)  View Details
  • Beer, Michael. "Leading Change." Harvard Business School Background Note 488-037, January 1988. (Revised January 2007.)  View Details
  • Beer, Michael, and James Weber. "Whitbread PLC (B): Progress Through 2004." Harvard Business School Supplement 406-008, September 2005.  View Details
  • Beer, Michael, and James Weber. "Whitbread PLC (A)." Harvard Business School Case 406-007, September 2005.  View Details
  • Beer, Michael, Rakesh Khurana, and James Weber. "Hewlett-Packard: Culture in Changing Times." Harvard Business School Case 404-087, February 2004. (Revised January 2005.)  View Details
  • Beer, Michael. "Air Traffic Controllers, Teaching Note." Harvard Business School Teaching Note 485-002, December 1984. (Revised August 2004.)  View Details
  • Beer, Michael, and John J. Gabarro. "Organizational Alignment Exercise." Harvard Business School Exercise 403-075, March 2003. (Revised December 2003.)  View Details
  • Beer, Michael, and James Weber. "Whitbread Hotel Company (A)." Harvard Business School Case 403-102, February 2003.  View Details
  • Beer, Michael, and James Weber. "Whitbread Hotel Company (B)." Harvard Business School Case 403-103, February 2003.  View Details
  • Beer, Michael, and James Weber. "Merck Latin America (A)." Harvard Business School Case 401-029, March 2001. (Revised September 2002.)  View Details
  • Beer, Michael, and James Weber. "Merck Latin America (B): Argentina." Harvard Business School Supplement 401-030, March 2001. (Revised September 2002.)  View Details
  • Beer, Michael, and James Weber. "Merck Latin America (C): Brazil." Harvard Business School Case 401-031, March 2001. (Revised September 2002.)  View Details
  • Beer, Michael, and James Weber. "Merck Latin America (D): Mexico." Harvard Business School Case 401-032, March 2001. (Revised September 2002.)  View Details
  • Beer, Michael. "Grey Warner, Merck Latin America." Harvard Business School Video Supplement 402-801, April 2002.  View Details
  • Beer, Michael. "Strategic Human Resource Management Applications Exercise." Harvard Business School Exercise 401-044, June 2001.  View Details
  • Beer, Michael. "Organizational Fitness Profiling at Hewlett-Packard's Santa Rosa Systems Division (Now Agilent Technologies)." Harvard Business School Video Supplement 401-806, June 2001.  View Details
  • Beer, Michael. "Matrix Organization Hewlett-Packard's Santa Rosa Systems Division (now Agilent Technologies)." Harvard Business School Video Supplement 401-805, June 2001.  View Details
  • Beer, Michael, and Elizabeth Weldon. "Manila Water Company (A)." Harvard Business School Case 401-014, August 2000.  View Details
  • Beer, Michael, and Elizabeth Weldon. "Manila Water Company (B)." Harvard Business School Case 401-015, August 2000.  View Details
  • Beer, Michael, and James Weber. "Champion International." Harvard Business School Case 499-019, July 1998. (Revised March 2000.)  View Details
  • Beer, Michael, and James Weber. "Asda (A), (A1), (B) & (C) TN." Harvard Business School Teaching Note 498-033, June 1998. (Revised January 2000.)  View Details
  • Beer, Michael. "ASDA: Company Video." Harvard Business School Video Supplement 400-503, August 1999.  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (A1): The Profiling Process and Creation of the Future Model." Harvard Business School Case 498-012, August 1997. (Revised July 1999.)  View Details
  • Beer, Michael. "Hewlett-Packard's Santa Rosa Systems Division (B1): The Top Team Assessment." Harvard Business School Case 498-017, August 1997. (Revised July 1999.)  View Details
  • Beer, Michael. "Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy." Harvard Business School Case 498-011, August 1997. (Revised July 1999.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (B): The Second Profiling Iteration." Harvard Business School Case 498-016, August 1997. (Revised July 1999.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (A2): Response to the Employee Task Force." Harvard Business School Case 498-013, August 1997. (Revised July 1999.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (A3): Effects of the Reorganization." Harvard Business School Case 498-014, August 1997. (Revised July 1999.)  View Details
  • Beer, Michael. "Becton Dickinson: Organizational Profiling." Harvard Business School Video Supplement 499-505, June 1999.  View Details
  • Beer, Michael, and James Weber. "ASDA: An Interview with Archie Norman and Allan Leighton, April 1998." Harvard Business School Video Supplement 499-506, June 1999.  View Details
  • Beer, Michael, and James Weber. "ASDA: Allan Leighton with the Advanced Managment Program, May 31,1997." Harvard Business School Video Supplement 499-507, June 1999.  View Details
  • Beer, Michael, and Pamela J. Maus. "Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling." Harvard Business School Case 496-007, July 1995. (Revised April 1999.)  View Details
  • Beer, Michael, and James Weber. "Merck & Co., Inc.: Corporate Strategy, Organization and Culture (B)." Harvard Business School Case 499-046, January 1999. (Revised March 1999.)  View Details
  • Beer, Michael, and Perry Fagan. "Merck & Co., Inc.: Corporate Strategy, Organization and Culture (A)." Harvard Business School Case 499-054, March 1999.  View Details
  • Beer, Michael, and James Weber. "Asda (B)." Harvard Business School Supplement 498-007, October 1997. (Revised May 1998.)  View Details
  • Beer, Michael, and James Weber. "Asda (A1)." Harvard Business School Case 498-006, October 1997. (Revised May 1998.)  View Details
  • Beer, Michael, and James Weber. "Asda (C)." Harvard Business School Supplement 498-008, October 1997. (Revised May 1998.)  View Details
  • Beer, Michael. "Allentown Materials Corp.: The Electronic Products Division (Abridged)." Harvard Business School Case 498-047, December 1997.  View Details
  • Beer, Michael. "Allentown Materials Corporation: The Electronic Products Division (A)." Harvard Business School Case 498-023, July 1997. (Revised December 1997.)  View Details
  • Beer, Michael. "Allentown Materials Corporation (A), (B),& (C) TN." Harvard Business School Teaching Note 498-042, December 1997.  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (B2): The Action Plans." Harvard Business School Case 498-018, August 1997. (Revised October 1997.)  View Details
  • Beer, Michael, and Stephanie L. Woerner. "Datavision (A), (B), and (C) TN." Harvard Business School Teaching Note 498-030, September 1997.  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (A4): Progress on a Journey." Harvard Business School Case 498-015, August 1997. (Revised September 1997.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Hewlett-Packard's Santa Rosa Systems Division (B3): Assessing Organizational Fitness Profiling." Harvard Business School Case 498-019, August 1997. (Revised September 1997.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Datavision (A)." Harvard Business School Case 495-046, March 1995. (Revised September 1997.)  View Details
  • Beer, Michael. "Allentown Materials Corporation: The Electronic Products Division (B)." Harvard Business School Case 498-024, July 1997.  View Details
  • Beer, Michael. "Allentown Materials Corporation: The Electronic Products Division (C)." Harvard Business School Supplement 498-025, July 1997.  View Details
  • Beer, Michael, and Gregory C. Rogers. "Apple Computer (A)(Abridged): Corporate Strategy and Culture." Harvard Business School Case 495-044, March 1995. (Revised February 1997.)  View Details
  • Beer, Michael. "Conducting a Performance Appraisal Interview." Harvard Business School Background Note 497-058, January 1997.  View Details
  • Beer, Michael, and Gregory C. Rogers. "TRW's Information Services Division: Strategic Human Resource Management TN." Harvard Business School Teaching Note 497-021, August 1996.  View Details
  • Beer, Michael, and Gregory C. Rogers. "Human Resources at Hewlett-Packard (A)&(B) TN." Harvard Business School Teaching Note 497-022, August 1996.  View Details
  • Amabile, Teresa M., George P. Baker III, and Michael Beer. "Cambridge Technology Partners (A)." Harvard Business School Case 496-005, July 1995. (Revised April 1996.)  View Details
  • Baker, George P., III, Teresa M. Amabile, and Michael Beer. "Cambridge Technology Partners (B)." Harvard Business School Supplement 496-006, July 1995. (Revised April 1996.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "TRW's Information Services Division: Strategic Human Resource Management." Harvard Business School Case 496-003, February 1996.  View Details
  • Beer, Michael, and Gregory C. Rogers. "Human Resources at Hewlett-Packard (A)." Harvard Business School Case 495-051, April 1995. (Revised November 1995.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Human Resources at Hewlett-Packard (B)." Harvard Business School Supplement 495-052, April 1995. (Revised November 1995.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Datavision (C)." Harvard Business School Supplement 495-048, March 1995. (Revised August 1995.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Datavision (B)." Harvard Business School Supplement 495-047, March 1995. (Revised July 1995.)  View Details
  • Beer, Michael, and Gregory C. Rogers. "Apple Computer (B)(Abridged) : Building a Worldwide Strategy." Harvard Business School Case 495-045, March 1995. (Revised July 1995.)  View Details
  • Beer, Michael. "Becton Dickinson (A): Corporate Strategy." Harvard Business School Case 491-151, June 1991. (Revised March 1995.)  View Details
  • Beer, Michael. "Becton Dickinson (C): Human Resource Function." Harvard Business School Case 491-154, June 1991. (Revised March 1995.)  View Details
  • Beer, Michael. "Becton Dickinson (D): Strategic Human Resource Management Profiling." Harvard Business School Case 491-155, June 1991. (Revised March 1995.)  View Details
  • Beer, Michael. "Note on Organizational Effectiveness." Harvard Business School Background Note 493-044, December 1992. (Revised September 1994.)  View Details
  • Beer, Michael. "People Express Airlines: Rise and Decline." Harvard Business School Case 490-012, March 1990. (Revised September 1993.)  View Details
  • Beer, Michael. "Otis South Africa (A)." Harvard Business School Case 492-049, April 1992. (Revised June 1993.)  View Details
  • Beer, Michael, and Michael J. Gibbs. "Challenge of Commitment,The." Harvard Business School Background Note 493-046, January 1993. (Revised June 1993.)  View Details
  • Beer, Michael. "Note on Why Employees Join Unions." Harvard Business School Background Note 481-121, January 1981. (Revised June 1993.)  View Details
  • Beer, Michael. "Becton Dickinson (D1): Strategic Human Resource Management Profiling, Update." Harvard Business School Supplement 491-156, June 1991. (Revised June 1993.)  View Details
  • Beer, Michael. "Becton Dickinson (B): Global Management." Harvard Business School Case 491-152, June 1991. (Revised June 1993.)  View Details
  • Beer, Michael. "Becton Dickinson (B1): Global Management, Update." Harvard Business School Supplement 491-153, June 1991. (Revised June 1993.)  View Details
  • Beer, Michael. "Sedalia Engine Plant (A)." Harvard Business School Case 481-148, March 1981. (Revised April 1993.)  View Details
  • Beer, Michael, and Russell A. Eisenstat. "John A. Clendenin and Managing Xerox's Multinational Development Center TN." Harvard Business School Teaching Note 493-058, March 1993.  View Details
  • Beer, Michael. "HRM Course Overview Note." Harvard Business School Background Note 493-062, February 1993.  View Details
  • Beer, Michael. "Otis South Africa (B)." Harvard Business School Supplement 492-050, April 1992. (Revised February 1993.)  View Details
  • Beer, Michael. "Otis South Africa (C)." Harvard Business School Supplement 493-063, February 1993.  View Details
  • Beer, Michael. " Honeywell Commercial Aviation Division (B). " Harvard Business School Case 487-066, February 1987. (Revised December 1992.)  View Details
  • Beer, Michael. " Honeywell Commercial Aviation Division (C). " Harvard Business School Case 487-067, February 1987. (Revised December 1992.)  View Details
  • Beer, Michael. " Honeywell Commercial Aviation Division (A1). " Harvard Business School Supplement 493-036, December 1992.  View Details
  • Beer, Michael. " Honeywell Commercial Aviation Division (A). " Harvard Business School Case 487-065, February 1987. (Revised December 1992.)  View Details
  • Beer, Michael, and Richard E. Walton. " Bethoney Manufacturing (A) and (B) (Condensed). " Harvard Business School Case 487-017, August 1986. (Revised November 1992.)  View Details
  • Beer, Michael. " Pennsylvania Pharmaceuticals (A). " Harvard Business School Case 486-073, December 1985. (Revised July 1992.)  View Details
  • Beer, Michael. " Pennsylvania Pharmaceuticals (B). " Harvard Business School Supplement 486-074, December 1985. (Revised July 1992.)  View Details
  • Beer, Michael. " Westinghouse Commercial Nuclear Fuel Division. " Harvard Business School Case 492-026, February 1992.  View Details
  • Beer, Michael, and Michael J. Gibbs. "Apple Computer (D): Epilogue." Harvard Business School Case 492-013, September 1991. (Revised December 1991.)  View Details
  • Beer, Michael, and Gary W. Loveman. "People Express Airlines: Rise and Decline, Teaching Note." Harvard Business School Teaching Note 491-080, February 1991.  View Details
  • Beer, Michael. " Dana Corp.: The Richmond Camshaft Plant (Condensed). " Harvard Business School Case 488-018, October 1987. (Revised January 1991.)  View Details
  • Beer, Michael. " An Overview of Organizational Behavior: Diagnosis and Action. " Harvard Business School Background Note 483-004, July 1982. (Revised July 1990.)  View Details
  • Beer, Michael. " Markham Instrument Co. (A&B) (Condensed). " Harvard Business School Case 483-057, October 1982. (Revised June 1990.)  View Details
  • Beer, Michael. "People Express Philosophy: Interview with Don Burr, Video." Harvard Business School Video Supplement 890-507, December 1989.  View Details
  • Beer, Michael. "People Express Decline: Interview with Don Burr, Video." Harvard Business School Video Supplement 890-508, December 1989.  View Details
  • Beer, Michael. " Note: An Introduction to Team Building. " Harvard Business School Background Note 489-095, December 1988.  View Details
  • Beer, Michael. " Public Service Co. of Oklahoma (A). " Harvard Business School Case 487-008, March 1987. (Revised August 1988.)  View Details
  • Beer, Michael. " Bethoney Manufacturing: Interview with Plant Manager and Union President, Video. " Harvard Business School Video Supplement 888-526, June 1988.  View Details
  • Beer, Michael. " Line Technologies Immunocytometry Systems. " Harvard Business School Case 488-032, January 1988.  View Details
  • Beer, Michael. " Progressive Corp. (B). " Harvard Business School Case 485-027, January 1985. (Revised November 1987.)  View Details
  • Beer, Michael. " Rockford Containers (A). " Harvard Business School Case 483-092, January 1983. (Revised August 1987.)  View Details
  • Beer, Michael. " Giant Systems Division: The Personnel Function. " Harvard Business School Case 487-070, April 1987.  View Details
  • Beer, Michael, and Daniel J. Isenberg. "Tiberg Co." Harvard Business School Case 487-079, April 1987. (Revised April 1987.)  View Details
  • Beer, Michael. " A. Goldberg and Sons PLC (A). " Harvard Business School Case 483-110, March 1983. (Revised April 1987.)  View Details
  • Beer, Michael. " Public Service Co. of Oklahoma (B). " Harvard Business School Supplement 487-009, March 1987.  View Details
  • Beer, Michael. " Lawson and Jones Ltd. (B). " Harvard Business School Supplement 487-019, November 1986.  View Details
  • Beer, Michael. " Lawson and Jones Ltd. (A). " Harvard Business School Case 487-018, November 1986.  View Details
  • Beer, Michael, and James G. Clawson. " Colonial Foods: Performance Appraisal Interview, Video Transcript. " Harvard Business School Video Supplement 487-027, October 1986.  View Details
  • Beer, Michael, and Richard E. Walton. " Office Technology, Inc. (A1): Video Background. " Harvard Business School Case 486-097, April 1986. (Revised October 1986.)  View Details
  • Beer, Michael. "Kalamazoo Plant: Parts Division, Acme Motors, Teaching Note." Harvard Business School Teaching Note 485-019, December 1984. (Revised March 1986.)  View Details
  • Beer, Michael. " Vermont Decision Interviews, Video. " Harvard Business School Video Supplement 886-530, February 1986.  View Details
  • Beer, Michael. "Corning Glass Works: The Electronic Products Division (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 481-088, January 1981. (Revised February 1986.)  View Details
  • Beer, Michael. " International Telephone & Telegraph Corp. (A&B) (Condensed). " Harvard Business School Case 483-105, February 1983. (Revised February 1986.)  View Details
  • Beer, Michael. " Dana Corp.: The Richmond Camshaft Plant (B). " Harvard Business School Case 481-172, March 1981. (Revised August 1985.)  View Details
  • Beer, Michael. "Nippon Steel Corp., Teaching Note." Harvard Business School Teaching Note 485-007, December 1984. (Revised July 1985.)  View Details
  • Beer, Michael. " Progressive Corp. (B), Video. " Harvard Business School Video Supplement 885-520, June 1985.  View Details
  • Beer, Michael. " A. Goldberg and Sons PLC (B). " Harvard Business School Case 485-024, May 1985.  View Details
  • Beer, Michael, and Richard O. von Werssowetz. "Human Resources at Hewlett-Packard." Harvard Business School Case 482-125, May 1982. (Revised May 1985.)  View Details
  • Beer, Michael. " TRW: The Gainesville Plant (Condensed). " Harvard Business School Case 482-016, June 1982. (Revised May 1985.)  View Details
  • Beer, Michael. "Webster Industries (A) and (B), Teaching Note." Harvard Business School Teaching Note 485-008, December 1984. (Revised April 1985.)  View Details
  • Beer, Michael. " Dana Corp.: The Richmond Camshaft Plant (A). " Harvard Business School Case 481-171, March 1981. (Revised March 1985.)  View Details
  • Beer, Michael. " Madison Rubber Corp. (A). " Harvard Business School Case 484-018, September 1983. (Revised February 1985.)  View Details
  • Beer, Michael. " Madison Rubber Corp. (B). " Harvard Business School Supplement 484-019, September 1983. (Revised February 1985.)  View Details
  • Beer, Michael. " Madison Rubber Corp. (C). " Harvard Business School Supplement 484-020, September 1983. (Revised February 1985.)  View Details
  • Beer, Michael. " Charles Stillman. " Harvard Business School Case 484-021, September 1983. (Revised February 1985.)  View Details
  • Beer, Michael. " Peter Cook. " Harvard Business School Case 484-022, September 1983. (Revised February 1985.)  View Details
  • Beer, Michael. "Highland Products, Inc. (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 485-011, December 1984.  View Details
  • Beer, Michael. "Office Technology, Inc. (A) and (B), Teaching Note." Harvard Business School Teaching Note 485-021, December 1984.  View Details
  • Beer, Michael. "First National Bank of Lake City (A), Teaching Note." Harvard Business School Teaching Note 485-003, December 1984.  View Details
  • Beer, Michael. "Bethoney Manufacturing (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 485-004, December 1984.  View Details
  • Beer, Michael. "Colonial Food Services Co., James Cranston, and Eugene Kirby (A), Teaching Note." Harvard Business School Teaching Note 485-009, December 1984.  View Details
  • Beer, Michael. "Assessing Managerial Talent at AT&T (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 485-010, December 1984.  View Details
  • Beer, Michael. "Medical and Environmental Electronic Devices Corp. (A) and (B), Teaching Note." Harvard Business School Teaching Note 485-012, December 1984.  View Details
  • Beer, Michael. "Alcon Laboratories, Inc. (Condensed), Teaching Note." Harvard Business School Teaching Note 485-013, December 1984.  View Details
  • Beer, Michael. "Megalith, Inc. -- Hay Associates (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 485-014, December 1984.  View Details
  • Beer, Michael. "LEP Corp. (A), (B), (C), and (D), Teaching Note." Harvard Business School Teaching Note 485-015, December 1984.  View Details
  • Beer, Michael. "First Federal Savings (A) and (B), Teaching Note." Harvard Business School Teaching Note 485-016, December 1984.  View Details
  • Beer, Michael. "New Technology and Job Design in a Phone Company (A) and (B), Teaching Note." Harvard Business School Teaching Note 485-018, December 1984.  View Details
  • Beer, Michael. "Sedalia Engine Plant (A) and (B), Teaching Note." Harvard Business School Teaching Note 485-020, December 1984.  View Details
  • Beer, Michael. "General Motors and the United Auto Workers (Condensed), Teaching Note." Harvard Business School Teaching Note 485-022, December 1984.  View Details
  • Beer, Michael. " Air Traffic Controllers (Condensed). " Harvard Business School Case 483-054, October 1982. (Revised December 1984.)  View Details
  • Beer, Michael. " Organizational Behavior II: An Overview. " Harvard Business School Background Note 483-091, January 1983. (Revised December 1984.)  View Details
  • Beer, Michael. " Note on Japanese Management and Employment Systems. " Harvard Business School Background Note 481-009, September 1980. (Revised April 1984.)  View Details
  • Beer, Michael. "Managing in a High Commitment Work System, Video." Harvard Business School Video Supplement 884-522, April 1984.  View Details
  • Beer, Michael. " Office Technology, Inc. (A). " Harvard Business School Case 481-179, April 1981. (Revised February 1984.)  View Details
  • Beer, Michael. " Performance Appraisal. " Harvard Business School Background Note 484-029, February 1984.  View Details
  • Beer, Michael. " Office Technology, Inc.: Members of the OEM Group, Video. " Harvard Business School Video Supplement 884-513, February 1984.  View Details
  • Beer, Michael. "Colonial Foods: Performance Appraisal Interview, Video." Harvard Business School Video Supplement 884-518, February 1984.  View Details
  • Beer, Michael. " Office Technology, Inc.: Members of the LMP Group, Video. " Harvard Business School Video Supplement 884-512, December 1983.  View Details
  • Beer, Michael, and James G. Clawson. "Colonial Food Services Co." Harvard Business School Case 478-005, October 1977. (Revised September 1983.)  View Details
  • Beer, Michael. "Corning Glass Works: The Electronic Products Division (B)." Harvard Business School Case 477-073, January 1977. (Revised April 1983.)  View Details
  • Beer, Michael. "Corning Glass Works: The Electronic Products Division (A)." Harvard Business School Case 477-024, July 1976. (Revised April 1983.)  View Details
  • Beer, Michael. "Corning Glass Works: The Electronic Products Division (C)." Harvard Business School Supplement 477-074, February 1977. (Revised April 1983.)  View Details
  • Beer, Michael, and James G. Clawson. "James Cranston." Harvard Business School Case 478-006, October 1977. (Revised April 1983.)  View Details
  • Beer, Michael, and James G. Clawson. "Eugene Kirby (A)." Harvard Business School Case 478-007, September 1977. (Revised April 1983.)  View Details
  • Beer, Michael. "Sedalia Engine Plant (B)." Harvard Business School Case 481-149, March 1981. (Revised April 1983.)  View Details
  • Beer, Michael. " Rockford Containers (B). " Harvard Business School Case 483-093, January 1983.  View Details
  • Beer, Michael. " Assessing Managerial Talent at AT&T (A) (Condensed). " Harvard Business School Case 483-056, October 1982.  View Details
  • Beer, Michael. " Dana Corp.: The Richmond Camshaft Plant (B) (Condensed). " Harvard Business School Case 483-055, October 1982.  View Details
  • Beer, Michael. " Medical and Environmental Electronic Devices Corp. (A). " Harvard Business School Case 481-062, February 1981. (Revised June 1982.)  View Details
  • Beer, Michael. "Air Traffic Controllers." Harvard Business School Case 482-056, May 1982. (Revised June 1982.)  View Details
  • Beer, Michael. " Note on the 1982 Auto Negotiations. " Harvard Business School Background Note 482-103, May 1982.  View Details
  • Beer, Michael. " Bethoney Manufacturing (A). " Harvard Business School Case 481-005, July 1980. (Revised December 1981.)  View Details
  • Beer, Michael. " Bethoney Manufacturing (B). " Harvard Business School Case 481-006, July 1980. (Revised December 1981.)  View Details
  • Beer, Michael. " Bethoney Manufacturing (C). " Harvard Business School Supplement 481-007, July 1980. (Revised December 1981.)  View Details
  • Beer, Michael. " Nippon Steel Corp. " Harvard Business School Case 482-057, December 1981.  View Details
  • Beer, Michael. "Assessing Managerial Talent at AT&T (A)." Harvard Business School Case 482-035, November 1981.  View Details
  • Beer, Michael. "Assessing Managerial Talent at AT&T (B)." Harvard Business School Supplement 482-036, November 1981.  View Details
  • Beer, Michael. "Assessing Managerial Talent at AT&T (C)." Harvard Business School Supplement 482-037, November 1981.  View Details
  • Beer, Michael. "Note on Rewards Systems." Harvard Business School Background Note 482-017, October 1981.  View Details
  • Beer, Michael. " Office Technology, Inc. (B). " Harvard Business School Case 481-180, April 1981.  View Details
  • Beer, Michael. " Matsushita Electric. " Harvard Business School Case 481-146, March 1981.  View Details
  • Beer, Michael. " Highland Products, Inc. (A). " Harvard Business School Case 481-159, March 1981.  View Details
  • Beer, Michael. " Highland Products, Inc. (B). " Harvard Business School Supplement 481-160, March 1981.  View Details
  • Beer, Michael. " Highland Products, Inc. (C). " Harvard Business School Supplement 481-161, March 1981.  View Details
  • Beer, Michael. " Highland Products, Inc. (D). " Harvard Business School Supplement 481-163, March 1981.  View Details
  • Beer, Michael. " Medical and Environmental Electronic Devices Corp. (B). " Harvard Business School Case 481-063, February 1981.  View Details
  • Beer, Michael. "Datavision (A) and (B), Teaching Note." Harvard Business School Teaching Note 481-090, January 1981.  View Details
  • Beer, Michael. " Note on Labor Relations in the United States. " Harvard Business School Background Note 481-122, January 1981.  View Details
  • Beer, Michael. " Baxley Railroad (A). " Harvard Business School Case 478-040, April 1978. (Revised July 1979.)  View Details
  • Beer, Michael. "Vermont Decision, Teaching Note." Harvard Business School Teaching Note 479-010, November 1978.  View Details
  • Beer, Michael. " Baxley Railroad (B). " Harvard Business School Supplement 478-041, April 1978. (Revised August 1978.)  View Details
  • Beer, Michael. " Al Westerfield. " Harvard Business School Case 479-001, August 1978.  View Details
  • Beer, Michael. " Vermont Decision. " Harvard Business School Case 478-053, June 1978.  View Details
  • Beer, Michael. " Baxley Railroad (C). " Harvard Business School Supplement 478-042, April 1978.  View Details
  • Beer, Michael, and James G. Clawson. "Eugene Kirby (B)." Harvard Business School Supplement 478-010, September 1977.  View Details
  • Beer, Michael, and Jay W. Lorsch. " Interview with Marlene Hoffman (A). " Harvard Business School Case 477-087, March 1977. (Revised June 1977.)  View Details
  • Beer, Michael, and Jay W. Lorsch. " Interview with Marlene Hoffman (B). " Harvard Business School Supplement 477-088, April 1977.  View Details
  • Beer, Michael. "Research on Organization Change and Development." Paper presented at the Academy of Management Annual Meeting, San Antonio, TX, August 2011.  View Details
  • Beer, Michael. "Careers that Enabled Making a Difference and Contributing to Knowledge." Paper presented at the Academy of Management Annual Meeting, San Antonio, TX, August 12–16, 2011.  View Details

Michael Beer’s current research focuses on the question of what makes an Effective Organization. Based on his extensive research and practice about this question Beer has identified six highly interrelated core capabilities:

  • Capacity of the organization’s management to develop a clear and compelling strategic and values direction.
  • An effective senior team capable of honest conversations about ever changing strategic and organizational problems and opportunities.
  • A leader who advocates a direction for the organization and humbly inquiries into organizational barriers to achieving the organization’s direction.
  • Coordination and collaboration between functions, businesses, and geographic boundaries essential to executing the organizations strategic direction.
  • Developing leadership and general management capabilities in high potential individuals.
  • Truth is able to speak to power about the organizations key strengths to be preserved and barriers to executing the business’ strategy.

The research method employed:

To enable truth to speak to power about barriers to organizational effectiveness Beer and his colleagues employed a research and intervention methodology they developed called the Strategic Fitness Process.  The method enabled a task force of eight key high performance leaders commissioned by the senior team to conduct confidential interviews of one hundred key people across all parts of the organization. They asked interviewees to tell them what in their experience stood in the way of executing the organization’s business’ strategy and values.

The six capabilities are a syndrome of interdependent barriers that exist in most organizations because they are difficult to develop and maintain. At key inflection points in the organization’s life, they become the major reason for the inability of the organization to respond effectively. A vicious negative cycle develops that is difficult to stop unless leaders enable an honest conversation about them and change how the enterprise is organized, managed and led.

Received the 2007 Michael C. Losey Research Award from the Society for Human Resource Management.

Winner of the 2013 Herbert Heneman Jr. Career Achievement Award from the Human Resources Division of the Academy of Management.

Selected as one of the Top 100 Thought Leaders in Trustworthy Business Behavior by Trust Across America in 2011.

Received the 2012 Emerald Literati Outstanding Author Award for “Developing an Effective Organization: Intervention Method, Empirical Findings and Theory” ( Research in Organizational Change and Development , Volume 19, 2011).

Winner of the 2006 Harry and Miriam Levinson Award for Exceptional Contributions to Consulting Organizational Psychology from the American Psychological Foundation.

Winner of the 2006 Distinguished Scientist-Practitioner Award from the Academy of Management.

Winner of the 2006 Distinguished Professional Contributions Award from the Society of Industrial & Organizational Psychology.

Winner of the 1998 Organization Development Institute Award for the invention, development, and application of Organizational Fitness Profiling.

Winner of the 1991 Johnson, Smith & Kinsley Award for Best Book in Executive Leadership for The Critical Path to Corporate Renewal with Russel A. Eisenstat, and Bert Spector (Harvard Business School Press, 1990).

Named as one of the Top 10 Organization Development Consultants in the U.S. by Training and Development Journal in 1985.

Recipient of a William Green Fellowship from Ohio State University in 1963.

Named an Academy of Management Fellow in 1997.

Named a Society of Industrial and Organizational Psychology Fellow in 1992.

Named a National Academy of Human Resources Fellow in 1999.

Selected as Finalist for the 1990 George R. Terry Book Award from the Academy of Management for The Critical Path to Corporate Renewal with Russel A. Eisenstat and Bert Spector (Harvard Business School Press, 1990).

  • Working Knowledge Articles
  • Personal Website
  • Center for Higher Ambition Leadership
  • Academy of Management
  • National Academy of Human Resources
  • Society of Industrial/Organizational Psychology
  • human resource management
  • organizational change and transformation
  • organizational design
  • organizational development
  • organizational learning

Affiliations

Areas of interest.

IMAGES

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  2. Taj Opens Harvard Business School Classroom at Lands End Hotel in Mumbai

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  4. Best Higher Education/Research Project: Harvard Business School, Tata Hall

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COMMENTS

  1. The Ordinary Heroes of the Taj

    Anjali Raina From the Magazine (December 2011) Summary. When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the...

  2. Response by Taj employees to 26/11 a case study at Harvard

    Response by Taj employees to 26/11 a case study at Harvard - News - Harvard Business School Harvard Business School → Newsroom → Item Detail Faculty News | Economic Times (Bombay) | 27 Jan 2011 Response by Taj employees to 26/11 a case study at Harvard Re: Rohit Deshpande

  3. Terror at the Taj

    24 Jan 2011 HBS Case Terror at the Taj by Julia Hanna Under terrorist attack, employees of the Taj Mahal Palace and Tower bravely stayed at their posts to help guests. A look at the hotel's customer-centered culture and value system. On November 26, 2008, 175 people died in Mumbai, India, when 10 terrorists simultaneously struck sites.

  4. Taj Hotels, Resorts and Palaces

    Abstract The Taj Hotels, Palaces, and Resorts introduced a new brand architecture to counter lack of differentiation and confused positioning of its mixed bag of brands. After launching an economy and an upscale brand, it dithered over the launch of its upper upscale and luxury brands.

  5. Taj Hotels: Leading Change, Driving Profitability

    Taj Hotels, revered across India for their values and renowned for their hospitality, had been plagued with performance challenges since Dec'08. It was August 2016, nearly two years since Sarna had been recruited from the Hyatt Hotels Corporation, with a mandate to revive the flagging fortunes of Taj Hotels. ... Harvard Business School Case ...

  6. The Ordinary Heroes of the Taj

    The Ordinary Heroes of the Taj By: Rohit Deshpande, Anjali Raina When terrorists attacked the Indian city of Mumbai in 2008, employees of the Taj Mumbai hotel displayed uncommon valor. They placed the safety of guests over their own well-being, thereby… Length: 6 page (s) Publication Date: Dec 1, 2011 Discipline: Organizational Behavior

  7. Taj Hotels: Building Sustainable Livelihoods

    Taj Hotels: Building Sustainable Livelihoods By: Garima Sharma, David G Hyatt This case explores issues faced by the corporate sustainability manager at the corporate headquarters of a large hotel group in a developing nation as she implements her company's corporate… Length: 12 page (s) Publication Date: Oct 18, 2013

  8. Taj employees' response to 26/11 now a case study at Harvard

    Deshpande said Taj employees felt a sense of loyalty to the hotel as well as a sense of responsibility to the guests. He cites the example of a general manager who insisted on staying put and help direct a response to the attack even after learning that his wife and sons had died in a fire on the hotel's top floor.

  9. Taj Hotel is honoured to be part of Harvard study

    MUMBAI: The Taj Hotel is honoured to be part of a Harvard Business School case study following the inclusion of the heroic response of its employees during the 26/11 terror attacks here, a hotel spokesperson said in a statement.

  10. Response by Taj employees to 26/11 a case study at Harvard

    BOSTON: The heroic response by employees of Mumbai's landmark Taj Hotel during the 26/11 terror attacks is now a case study at Harvard Business School that focusses on the staff's selfless service for its customers and how they went beyond their call of duty to save lives.

  11. Taj Hotels, Resorts and Palaces

    Taj Hotels, Resorts and Palaces By: Rohit Deshpande, Mona Sinha The Taj Hotels, Palaces, and Resorts introduced a new brand architecture to counter lack of differentiation and confused positioning of its mixed bag of brands. After launching an economy and an… Length: 16 page (s) Publication Date: Sep 28, 2010 Discipline: Marketing

  12. Taj Hotel Group

    Abstract R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision. In an attempt to deliver a level of service quality that met global standards at the Indian hotel chain, Kumar had introduced new personnel management systems at the company.

  13. Now Harvard will study Taj response to 26/11

    A dozen Taj employees died trying to save the lives of the hotel guests during the attacks. The fact that is drawing attention to the Taj employees is that hotel employees would obviosly have knowledge and access to service exits and therefore had every opportunity to flee the scene and yet they stayed back, putting their guests at top priority.

  14. Taj Terror Attack: The Case Study In Harvard

    Dec 11, 2017 Taj terror attack has become a massive psychology case study in Harvard. On November 26, 2008, one of the most audacious attacks on India's sovereignty took place. Ten terrorists...

  15. Taj Hotel Group

    Source: Harvard Business School R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision. In an attempt to deliver a level of service quality that met global standards at the Indian hotel chain, Kumar had introduced new personnel management systems at the company.

  16. A peek into the Balanced Scorecard at Taj Hotels.

    Now a case study at the Harvard Business School that focuses on the selfless service displayed by going beyond the call of duty to save lives, The Ordinary Heroes of the Taj Hotel by Prof. Rohit ...

  17. Terror at the Taj Bombay: Customer-Centric Leadership, Multimedia Case

    On November 26, 2008, heavily armed terrorists launched a series of attacks throughout the western-Indian city of Mumbai (formerly Bombay). One of the locations attacked was the Taj Mahal Palace and Tower, which was occupied by the terrorists for over three days, resulting in the deaths of 34 people and 28 people injured. However, the Taj received praise in the aftermath of the attacks for the ...

  18. Terror at the Taj Bombay: Customer-Centric Leadership

    Abstract On November 26, 2008, heavily armed terrorists launched a series of attacks throughout the western-Indian city of Mumbai (formerly Bombay). One of the locations attacked was the Taj Mahal Palace and Tower, which was occupied by the terrorists for over three days, resulting in the deaths of 34 people and 28 people injured.

  19. Judy Sarmiento

    #LeadingTransformationAtIHCL, a Harvard Business School Case Study. Puneet Chhatwal, MD & CEO, IHCL, in conversation with HBS's Professor Krishna… Liked by Judy Sarmiento

  20. Research: Business Case Studies: Open Access Cases

    Ethics Unwrapped - McCombs School of Business, The University of Texas at Austin More than 50 case studies match ethics concepts to real world situations. From journalism to performing arts to foreign policy to scientific research to social work, these cases explore a range of current and historic ethical dilemmas, their motivating biases, and their consequences.

  21. Case Studies

    Case Studies. This listing contains abstracts and ordering information for case studies written and published by faculty at Stanford GSB. Publicly available cases in this collection are distributed by Harvard Business Publishing and The Case Centre. Stanford case studies with diverse protagonists, along with case studies that build "equity ...

  22. Harvard Business Publishing Education

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  23. Michael Beer

    How to create the high-performance, high-commitment organization. Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them ...