HBR Articles List 2007 - Part 2

General Management

The Art of Designing Markets Alvin E. Roth

Sometimes markets break down. A new branch of economics can resurrect them, make them more efficient - and even create new ones where none existed. OCTOBER Reprint R0710G

THE HBR LIST: Breakthrough Ideas for 2007 Ordinary people, not "influentials," are the best word-of-mouth marketers… leaders should embrace the word "hope"…patriarchy is making a comeback…health care costs are falling (it's spending that's on the rise)… and other thought-provoking ideas. FEBRUARY Reprint R0702A

The Next 20 Years: How Customer and Workforce Attitudes Will Evolve Neil Howe and William Strauss

The generation gap is actually just part of a historical pattern, according to two eminent scholars - a pattern we can use to forecast market, workplace, and social trends for decades. JULY-AUGUST Reprint R0707B

Who Owns the Long Term? Perspectives from Global Business Leaders Maurice Lévy, Mike Eskew, Wulf H. Bernotat, and Marianne Barner

Top executives of global companies discuss how they manage for the long term: Stay close to your front line and time your moves well; maintain your vision and values during tough periods; balance your customers' energy needs with environmental concerns; and be socially responsible. JULY-AUGUST Reprint R0707C




Globalization

Cocreating Business's New Social Compact Jeb Brugmann and C.K. Prahalad

Companies and NGOs are finding mutual benefit in going into business together, not as wary rivals but as trusted partners. The innovative business models they're developing are leading to real breakthroughs in the creation of new markets and the eradication of poverty. FEBRUARY Reprint R0702D; OnPoint 1829

Forward-Thinking Cultures Mansour Javidan

Singapore is the most future-oriented country in the world, new research from Thunderbird business school reveals, whereas Russia is the least. Yet people the world over aspire to plan for the future, a fact global managers can use to inspire workers in present-oriented cultures to look ahead. FORETHOUGHT, JULY-AUGUST Reprint F0707B

China + India: The Power of Two Tarun Khanna

After decades of hostility, the dragon and the tiger have begun to cooperate. Companies that make use of both nations' capabilities stand to gain competitive advantage. DECEMBER Reprint R0712D

Mao's Pervasive Influence on Chinese CEOs Shaomin Li and Kuang S. Yeh

Executives of multinationals partnering with Chinese firms should be alert to Mao Zedong's lingering influence on some of the country's most successful executives. In particular, watch for a leadership tactic that can undermine a joint venture. FORETHOUGHT, DECEMBER Reprint F0712C

Nurturing Respect for IP in China Georg von Krogh and Stefan Haefliger

The best way to foster an appreciation for intellectual-property rights in China is to let partner firms experience the benefits of locally generated knowledge. FORETHOUGHT, APRIL Reprint F0704E



Governance
If Private Equity Sized Up Your Business Robert C. Pozen

How can your company capture the kind of value increase for its shareholders that a private equity firm would seek? Try making the same types of changes. NOVEMBER Reprint R0711D

Reducing Directors' Legal Risk Michael Klausner

Outside directors are at lower risk of liability than they might think, but they can protect themselves even further. FORETHOUGHT, APRIL Reprint F0704J




Health Care

What Health Consumers Want Caroline Calkins and John Sviokla

Consumers of health care constitute a highly diverse market, but the idea that companies might segment customers and profit by addressing their varied needs seems almost foreign to the health industry. You can tap hidden value by making use of patterns in the demand for health products and services, especially if you segment consumers according to health and wealth at the same time. FORETHOUGHT, DECEMBER Reprint F0712A

Realizing the Promise of Personalized Medicine Mara G. Aspinall and Richard G. Hamermesh

The future of medicine - and the medical business - lies in using genetic and other diagnostic tests to tailor more treatments to individuals. First, the health care system must clear four barriers. OCTOBER Reprint R0710F




Human Resources

HBR CASE STUDY: We Googled You Diane Coutu. With commentary by Danah M. Boyd, Michael Fertik, Jeffrey A. Joerres, and John G. Palfrey, Jr.

Keeping skeletons in the closet has become almost impossible in the Internet age. But should they cost an otherwise promising candidate a job? JUNE Reprint R0706A, Reprint Case only R0706X, Reprint Commentary only R0706Z

How Risky Is Overtime, Really? Harris Allen and William Bunn, MD

Not all that much, empirical data from two medical researchers suggest. FORETHOUGHT, MAY Reprint F0705E

How to Teach Pride in "Dirty Work" Employees in stigmatized occupations can be helped to cope with or even feel proud of their jobs with an array of techniques, including developing an occupational ideology to confer a more positive image on the work, creating social buffers such as professional associations, and avoiding specifics in conversation with outsiders. FORETHOUGHT, SEPTEMBER Reprint F0709B

Making Relationships Work A Conversation with Psychologist John M. Gottman Diane Coutu

Good personal relationships clearly are essential for success and fulfillment in the workplace - what's elusive is how to maintain them. The best science on the art of marriage might just point the way. DECEMBER Reprint R0712B

Munchausen at Work Nathan Bennett

Someone suffering from Munchausen syndrome by proxy, a psychological disorder, fabricates or induces illness in another to win attention and praise as a caregiver. A similar pathology in the workplace leads employees to create or exaggerate problems in order to get credit for solving them. Here are some questions to help managers recognize such behavior. FORETHOUGHT, NOVEMBER Reprint F0711A

Women and the Labyrinth of Leadership Alice H. Eagly and Linda L. Carli

The "glass ceiling" metaphor doesn't accurately depict the complex, varied barriers women encounter today in their pursuit of senior leadership roles - and it causes managers to invest in the wrong solutions. It's time to rename the challenge. SEPTEMBER Reprint R0709C; HBR Article Collection "Required Reading for Executive Women - and the Companies Who Need Them, 2nd Edition" 2489

Younger Women at the Top More women than men at Fortune 1,000 firms have reached executive officer positions in their thirties, forties, and fifties - and they've done it faster. Still, nearly half of those companies lack female executive officers. FORETHOUGHT, APRIL Reprint F0704C