The Golden Passport
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Associates (of the Harvard Business School), 104–7, 154, 195, 198, 310, 338–40, 357, 435–36
AT&T, 45, 58, 67, 84, 87, 90, 106, 111, 112, 189, 492, 493
Auerbach, Red, 300
Augier, Mie, 220
Austin, J. Paul, 289
Authentic Leadership (George), 315
automobile industry, 60–62, 166, 246–47, 266, 270, 343–44
Babb, Jervis, 197
Bach, Lee, 214–15, 225
Badaracco, Joseph, 551–52, 564
“Bad Management Theories Are Destroying Good Management Practice” (Ghoshal), 368
Bain, Bill, 507
Bain, Joe, 412
Bain & Company, 303, 460, 534
Bain Capital, 3, 332, 506, 507–8
Bain Consulting, 207, 210, 303
Bakan, Joel, 362, 505
Baker, Benjamin, 49
Baker, George F., 66, 67, 68, 69, 71, 73, 105, 130, 241
Baker, George F., Jr., 66–67, 105
Baker, George F., III, 105
Baker, George P. (dean), 163, 279, 286–89, 454, 469; on corporate boards, 289; curriculum changed by, 286–87; endowed chairs and, 288, 353; faculty expansion, 353; retirement, 289
Baker, John Calhoun, 234
Baker Library, 69, 71–73, 132, 255, 389
Baker Scholars, 175, 200, 203, 206, 207, 208–9, 211, 303, 315, 321, 411, 468; women and, 241, 569
Balanced Scorecard, The (Kaplan and Norton), 444
“Balanced Scorecard: Measures that Drive Performance, The” (Kaplan and Norton), 442
Baldwin, James, 3
Bales, Carter, 5–8, 207–8, 577
Bamberger, Louis, 97
Bandler, James, 304
banking industry, 318, 321; bank failures, 101; deregulation, 469, 471, 505, 513; FDR and, 101, 102; financial crisis of 2007–10 and, 381, 548; HBS alumni in, 209. See also Wall Street
Banks, Tyra, 156
Barnard, Chester, 87, 111–15, 168, 212, 244, 257
Barriers to New Competition (Bain), 412
Barsh, Joanna, 241
Barth, Carl, 35
Bartlett, Christopher, 491, 519
Batter, Lisa Hunt, 535
Bazerman, Max, 440
Beales, Richard, 477
Bear Stearns, 471, 477, 478, 548
Beatty, Jack, 186
“Because Wisdom Can’t Be Told” (Gragg), 397–98
Beitzel, George B., 154
Bellah, Robert, 275–76
Benjamin, Donnie, 535
Bennis, Warren, 159, 224
Berelson, Bernard, 221
Berkshire Hathaway, 211, 480
Berle, Adolf, 56, 93, 131–32, 244
Bernstein, Zalman, 129
Berolzheimer, Michael, 263
Bertarelli, Ernesto, 531
Bethlehem Steel Company, 32–34
Bevis, Howard L., 102
Bewkes, Jeff, 534
Bharara, Preet, 441
Bhatnagar, Sanjay, 514
Big Time, The (Shames), 168, 173, 324–25, 529
Bill & Melinda Gates Foundation, 211
Bilzerian, Paul, 380
Birkinshaw, Julian, 226, 396–97, 539
Bishop, John, 215
Black, Leon, 531, 534
Blackstone Group, 76, 125, 394, 468, 470, 531
Blavatnik, Len, 531
Bloomberg, Michael, 456, 510–11, 530–31, 561–62, 563
Bloomingdale’s, 169, 171
Board of Directors of Small Corporations, The (Mace), 325
Boesky, Ivan F., 380, 431
Bogart, Humphrey, 183
Bok, Derek, 206, 334–41, 435, 567
Bok, Sissela, 337
Bollinger, Lynn, 326
Bonfire of the Vanities (Wolfe), 453
Booth, David G., 533
Borden, Neil, 293
Boston Beer Company, 456, 477
Boston Consulting Group (BCG), 3, 207, 210, 417, 458, 460, 477, 507
Botlin, Ana Patricia, 241
Bower, Joseph, 413
Bower, Marvin, 105, 132, 142, 184, 199–212, 246, 254, 288, 289, 436, 458; Bok and, 337–40; case method and, 202–3, 206; Fellowship Program, 208–9; Matsushita Chair and, 205–6; McArthur and, 339–40
Bower-Gordon Award, 458
Bowes, Bill, 323
Bowling Alone (Putnam), 56
Bradshaw, Thornton, 105–6
Brandeis, Louis, 131
Breech, Ernest, 270
Breyer, Jim, 321
Broadway, Robert, 531
Brooker, Katrina, 480
Brooks, John, 289
Broughton, Philip Delves, 546, 552, 559, 568
Brown, Charles, 106
Brown, Theodore, 154
Browne, Jacqueline, 203
Brownstein, Howard, 507
“Brownsville Girl” (song), 397
“Buck Stops (and Starts) at Business School, The” (Podolny), 236, 439–40
Budgetary Control (McKinsey), 116
Buffett, Warren, 480, 482
Built to Last (Collins and Porras), 492
Bundy, McGeorge, 218
Bupp, Chip, 519
Bureau of Business Research (BBR), 38, 94–95
Burke, James, 169, 171, 525–29
Burnham, Elizabeth Abbott, 238
Burr, Francis H., 401
Bursk, Edward, 297
Bush, George H. W., 126, 241, 403–4, 467, 505
Bush, George W., 74, 126, 241, 503–6, 508, 510, 522–23
business, 14, 15, 182, 230; antitrust legislation, 57, 467; best practices, 28, 31; cultural prominence, 13, 70, 145; era of the professional manager, 14–15; federal regulation and, 102, 103, 108, 122, 131–32, 133, 200, 244, 347, 357, 358, 367, 385, 386–87, 430, 504–5, 513; the firm as a machine, 25, 34, 39 (see also Taylor, Frederick W.); as force for good, 17, 385, 386; “freedom” and, 184; governing and self-governing of, 25; hiring MBAs, 45; Keynesian ideas, 386; leadership failure, 106, 352; mass market, 14, 262–63; military overtones, 185; ownership separates from control, 60; as a profession, 13, 14, 17, 19, 20, 22–25, 130, 174, 566; public policy and, 192; purpose of the company, 22, 130; quantitative orientation, 576; scientific approach, 26, 29, 34, 62, 64, 212, 225, 248, 286; social responsibility, 59, 360–64; societal problems and, 14, 54, 57; submerged state and, 542; systems theorists, 286; Taylorism, 29, 32–38; theory of, 57–58; two main functions of a firm, 28, 32. See also capitalism; corporations; entrepreneurs; management
Business Adrift (Donham), 102
business education, 11–13; American model, 228–36; business administration as a teachable skill, 61; campus appearance and, 74; case method and, 46–53, 279 (see also case method); Chandler on, 247; CIA, capitalist propaganda, and, 187; creating team players, 185–87; critics of, 210, 313; David, Ford, and, 219–23; education as a commodity, 217–18; as employed by business itself, 197; in entrepreneurship, 319–33; ethics and, 260, 428–41; in Europe, 12–13, 21; executive education, 107–10, 147–59; failure of, 576; financial crisis of 2007–10 and, 551; Flexner and, 97–100; Ford and Carnegie foundations critical of, 221, 223–24; generalist approach, 180–81, 197, 247, 448; Germany and Japan, 198, 232; HBS dominating international, 228–36; HBS educating a technocratic elite, 60; HBS influence on other institutions, 234–36; HBS vs. other schools, 392–99; income inequality and, 542; Johnson on, 447; leadership education and, 308–18, 396; Livingston article on, 290–92; Locke on, 447–48; managerial ideology of, 214–15, 286; market fundamentalism in, 550; MBAs awarded (1958 to 1981), 217; number of colleges, 12; Porter model for, 424; postwar surge in, 144; quantitative orientation of, 215–18, 220, 221, 224, 445; rankings, 254, 280, 493; risk management and, 551–52; shift to shareholder value/theory of the firm, 369; social responsibility and, 59, 369, 391; specialist curricula, 448; theory of business and, 57–58; tuition increases, 542; U.S. economy decline and, 347–48; U.S. institutions offering MBAs, 193; weakness of, 194–95; women admitted to schools, 137, 240. See also Harvard
Business School; specific schools
business ethics, 59, 88, 94, 260, 261, 298, 336, 564; Burke study, 527; conflict-of-interest policies, 404, 520; consulting vs. advocacy, 406; Drexel scandal, 380–81, 431; Fortune 500 companies, criminal violations by, 434; in HBS curriculum, 260, 336–37, 428–29, 431–41, 457–58; insider trading and, 380, 431, 512; Jensen and erosion of, 380–83; Marriott debt manipulation, 402; Material Service bribing, 345–46; MBAs and lapses, 437; Protestant ethic and, 432; Satyam Computer Services fraud, 408–9, 521; Shad as SEC chair and gift to HBS, 430–32, 436–37; Skilling and Enron, 437–38, 512–24; Vioxx scandal, 106–7; Wetlaufer scandal, 303–5; what it encompasses, 429–30
Business Healers, The (Higdon), 512
business history, 243–53
Business History Review, 243
Business Looks at the Unforeseen (Donham), 102
Business Policy text, 259, 260
“Business Responsibilities in an Uncertain World” (David), 143
Business Roundtable, 191, 388–89, 487
business statistics, 38, 91, 93, 104, 115, 116, 118, 138, 213, 215, 216, 265, 273
BusinessWeek, 127, 207, 268, 297, 439, 455, 502, 513, 564, 568; business school rankings, 493; cover story on HBS, 493–94
Butt, Charles, 531
Byrne, John, 265, 267, 268, 273, 330, 493, 557
Cabot, Philip, 108–10, 152
Cabrera, Ángel, 551
Cahill, John, 531
Caldwell, Philip, 106, 128, 179
Callahan, David, 168, 169, 173, 357
Calvino, Italo, 307
Campbell, Robert, 106
campus (of HBS), 63, 66–75; Aldrich Hall, 51, 71, 142; Anderson Bridge, 453; Anderson House, 155; architecture, 69, 71, 74; Arthur Rock Center, 320; Baker bequest, 67–68, 69, 71, 73; Baker Hall renamed, 532; Baker Library, 69, 71–73, 132; Building Committee of the Faculty and, 66; Carpenter Hall, 136; corporate partnerships, 402; discontinuation of all non-School use, 453; IBM and, 155; insularity, 392–93, 453; interfaith chapel, 74; Kresge Hall, 402; Kress bequest, 73; Morgan Hall, 69, 71, 74, 132; mosaic from Antioch, 74; opulence of, 530; renovations, 458–59; Ruth Mulan Chu Chao Center, 155, 533; Soldiers Field, 176, 453; Straus Hall, 104; Tata Hall, 155; University Hall, 121; vehicles banned, 459; World War II and, 136–37
“Can Business Schools Humanize Leadership?” (Petriglieri), 311
Can Ethics be Taught? (Piper et al), 403, 437
Capital Cities/ABC, 163, 169, 171
Capital in the Twenty-First Century (Piketty), 281, 540
capitalism, 2, 4, 5, 6, 10, 17, 184, 384; belief system, 59; communist threat, 143, 184; creative destruction, 243, 348; efficient-market hypothesis, 411; ethics and, 261, 432; free market and, 43, 57; HBS as the West Point of Capitalism, 135–39; investor capitalism, 366–67, 387; laissez-faire, 131; managerial capitalism, 132, 144, 247, 250; morality of, 566; power equals money in, 369; profit motive, 432; Research Center in Entrepreneurial History and, 243; shareholder capitalism, 6, 298, 315, 360–64, 366, 576; trade-offs, 281; trans-national capitalist class, 8
Capitalism, Socialism, and Democracy (Schumpeter), 348
Carnegie, Andrew, 23, 28
Carnegie, Rod, 209
Carnegie’s Graduate School of Industrial Administration (GSIA), 214, 215, 220, 221, 225, 226, 228, 260, 297, 343, 451; Kaplan at, 443
Caro, Robert, 480–81
Carr, Nick, 303, 304, 305–6
Carroll, Thomas, 106, 220, 231, 289
Carter, Edward, 96
Carter, Graydon, 472
Carter, Jimmy, 354
Carter, John, 468
Case, Everett Needham, 234
case method, 3, 5, 6, 11, 27, 45, 46–53, 91, 92, 211, 212, 221–22, 225, 226, 277–84, 455; Associates funding, 104, 195; Bales and, 6; benefits, 52–53, 202–3, 277–78, 394, 470; bias for action, 51–52, 291; Bok’s criticism, 336, 338, 339; Bower’s defense, 206, 338–39; businesses asking to be studied, 58; Butcher Polish case, 333; casebooks, 99; casebooks, revenues from, 278, 279, 283; cases for SCMP, 326; case study hero, 107, 171, 280, 312, 436, 527; choices for study, Associates and, 106; Christensen and, 279; class section system and, 394; computerizing of cases, 155–56; Copeland-Cherington experiment and, 48–49; corporate sponsors and, 284, 520–21, 522; costs, 58, 63, 278; departure from (2010), 565–66; Dimon and Murphy on, 51; Elberse’s bestselling studies, 556; Enron cases, 281, 519, 522; ethics cases, 436; faculty development and, 46; failure to link actions to societal concerns, 51; Ford Foundation and, 278; Gay and, 27, 30, 47–48, 52; HBS vs. other schools, 397; international companies, 255; invention of, 47–53; JetBlue Airways study, 284; Johnson & Johnson cases, 527; judgment-based theory and, 5; Krasnow case, 333; Marine Basic School compared to, 50; Marriott case, 402; National Cranberry Cooperative case, 283; McNair on, 48–49; Merck, Vioxx scandal, and, 106–7; Mintzberg as critic, 483–89; negatives, 195, 280–82, 286–87; number of cases taught, 53; other schools using, 228–29, 279, 283; Raiffa and, 215–17; rationale for vs. reality of, 396–99; research and, 355, 455; SASB study, 562; skills taught by, 176–77; social aspect of, 394–98; Socratic method and, 49, 64, 394; Staples cases, 333; teaching ethics and, 429; teaching strategy and, 260; translations, 231, 255; weakness of, 51; World War II and, 137
Case Method at the Harvard Business School, The (McNair and Hersum, eds.), 279
Case Method of Teaching Human Relations and Administration, The (Andrews), 279
Cash, James, 409–10
Castle, John, 322, 468
Catchings, Waddill, 122
Caufield, Frank, 120, 127, 322
Caust, Len, 344
Caves, Richard, 412
Celler-Kefauver Act of 1950, 193
Central and Eastern European Teachers Program, 232
Central Intelligence Agency (CIA), 162, 187, 230, 231, 254
“CEO Incentives” (Jensen and Murphy), 371
C. E. Unterberg, Towbin bank, 125–26
Chalsty, John, 468
Champion, David, 552–53
Champion, George, 297
Chandler, Alfred, 14, 170, 243–52, 356, 370, 376–77, 443, 446; legacy of, 248; works by, 4, 194, 204, 230, 245, 246–48, 250, 257, 446
Chanos, Jim, 516
Chao, Elaine, 158, 241
Chao family, 155, 533
Chapin, Richard, 235
Chapman, John Jay, 70
Cherington, Paul T., 49, 202, 401
Chia, Robert, 484–85
China, 231, 422
Chouinard, Yves, 362–63
Christensen, Clayton, 8, 303, 378, 501, 503, 554, 572, 573, 576; disruptive innovation, 422–24, 573; Innosight, 409; Institute, 409; speaking fees, 410
Christensen, C. Roland, 156, 258, 279, 308, 326, 355, 364
Church, Alexander Hamilton, 35
CIT Group, 476–77
Citigroup, 471
“Civilization: The Perilous Adventure” (Mayo), 80
Clark, Donald T., 235
Clark, Kim (dean), 227, 235, 332, 333, 377, 405, 407, 438, 500–502, 520, 541, 545
class schedule/academic calendar, 393
class section system, 393–96, 397, 398
Clayton Antitrust Act, 200
Cliffe, Sarah, 303
Clinton, Bill, 74, 372, 426, 469, 505, 522, 525
Coase, Ronald, 448
Cohen, Peter, 71, 275, 357, 397
Colao, Vittorio, 531
Cold War, 142, 182, 232, 275
Cole, Arthur, 243
Cole, William Morse, 115
Coleman, Sylvan, 289
Collingwood, Harris, 304
Collins, Dwight, 561
Collins, Jim, 492
Colossus (Beatty), 186
Columbia Business School, 92
Committee for Economic Development (CED), 192
Commons, John, 259
Company, The (Micklethwait and Wooldridge), 60, 130
Competitive Advantage (Porter), 414
Competitive Advantage o
f Nations, The (Porter), 419
Competitive Strategy (Porter), 414, 417
Compton, Karl, 124
Conant, James, 63
Concept of the Corporation (Drucker), 143–44, 243
Confidence (Kanter), 559
Confronting Managerialism (Johnson and Spender), 446–47
conglomerates, 217, 247, 328, 358, 366, 456, 465, 520
consulting firms, 3, 199–212, 318, 329, 368; business schools and, 210; HBS grads hired by, 199, 202, 206–8, 338, 460; hiring non-MBAs, 494; MBAs at, 210, 357; as nonmanagerial choice for MBAs, 292; recession of 2008 and, 420. See also specific companies
Consumer Needs and How to Satisfy Them (Cherington), 202
Contardo, Ianna, 280
Converse, Edmund Cogswell, 43
Cook, Donald C., 289
Coolidge, Archibald Cary, 16
Cooper, Robin, 446
Copeland, Melvin, 24, 48–49, 61, 64, 68, 115, 177, 238, 263, 325, 355
corporate CEOs: college-educated, 130; as distinct social class, 388; compensation, 165–66, 372, 387, 388, 390, 426, 463, 471, 488, 491, 538–44, 550; cult of, 418; HBS grads as, 198, 342, 451, 495, 496–97, 514, 530–31, 532, 534; HBS network and, 534–37; income inequality and, 56, 165–66, 463, 539, 544; job security, 387; short-termism and, 10, 36, 197, 345, 346, 347, 372, 373, 380, 466, 469, 517, 541, 551; stock-options for, 297, 371, 372, 376, 380, 388, 390, 487, 538, 541, 542–43; as strategist in chief, 415–18. See also specific people
“Corporate Malfeasance and the Myth of Shareholder Value” (Dobbin and Zorn), 462–63
“Corporate Power in the 21st Century” (Davis), 369
Corporate Strategy (Ansoff), 257–58
Corporation, The (Bakan), 362, 505
corporations, 8, 10, 14, 31, 95, 131, 182–87, 422; anthropomorphic fallacy and, 418; Balanced Scorecard and, 442–52; boards, constitution of, 388; cash hoarding, 349, 367; Citizens United decision and, 492; corporate elite, 313, 387–88; DCF adopted by, 118–19; disturbing trends, 285; diversification, 193; downsizing, 212, 301, 368, 371, 387, 431; Drucker and, 243; environmental issues, 7; federal regulation, 184, 200, 357, 358, 367; HBS and, 8, 9, 62, 105–7, 142, 153–55, 190, 336, 460, 530; HBS’s executive education and, 147–49, 151–52, 197–98; Hollywood portrayals, 183–84, 186; hostile takeovers and leveraged buyouts, 362, 367, 369, 370–71, 380, 430, 463; income inequality and, 56, 165–66, 463, 539, 544; inversions and tax avoidance, 529; investors as custodians, 366–67, 387, 388 (see also shareholder value); job turnover, 291, 383; under Kennedy, 28; labor unions and, 161; layoffs, 387, 492–93; Levitt’s redefining of identity, 261–62; MBAs in, 289, 290–92, 345, 383; megacorporations, 14, 31, 182–83, 193, 358; mergers and acquisitions, 349, 371; M-form structure, 245, 250, 251–52, 266; morality and, 114, 566; need for managers, 14–15, 132; network of interlocking directorships, 189, 191, 211, 289; Organization Man and, 183–87; as people, 509; percentage of Americans employed by, 144; power elite and, 188–93; power of, 249, 288, 342, 385; price fixing, 285; profit motive and, 10, 367; Progressive containment of, 62; recruiters for, 151, 178, 186–87, 199, 207–8, 209, 460; shareholder value and, 10, 36, 360–64, 369, 418, 442, 462, 469, 491, 550, 567; shares in, 363, 375; short-term thinking, 247, 345, 443, 469, 551; social problems and, 385; social responsibility, 145, 314–15, 360–64, 366, 382, 384–91, 427, 434, 436, 472, 525–29, 560–62; stakeholder model, 6, 367; strategy, 258–61; systems approach, 89, 112–13, 114, 217; theory of the firm and, 366; top-down power, 32; workers’ benefits lost, 462. See also corporate CEO; specific companies