Harvard Standford Business Thesaurus

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Harvard Stanford Business Thesaurus
Upper level
Draft for Comment
2002-3-4
Introduction ii
Overview 1
Quick Hierarchy 3
Annotated Hierarchy 9
Alphabetical Index 29
Introduction
The Thesaurus project. Harvard Business School and Stanford Graduate School of Business
are exploring opportunities for sharing educational materials across the two institutions,
including cases, videos, electronic courses, and other content. To give faculty, staff, and students
access to the body of shared content, the two schools have decided to jointly develop a business
taxonomy and to construct a contemporary faceted electronic business thesaurus to classify and
index materials and improve search and access to content on both institutions’ web sites. It is
hoped that many members of both communities will lend their expertise to make the thesaurus a
manifestation of the intellectual power of the two schools.
Structure of the thesaurus. This thesaurus, to be implemented both on the Web and in print,
will provide semantic road map of the field of business and affiliated areas. It will include
all the concepts of the field and supporting areas, arranged in a well-structured multi-
faceted hierarchy and linked through a rich network of relationships
The terms for these concepts and all variant forms
The Upper Level Hierarchy is a draft outline of the thesaurus hierarchy. It is expected to
undergo significant changes as the full thesaurus is developed. A major source for the upper
level hierarchy have been the teaching areas of four business schools:
Harvard Business School (h) London Business School (l)

Stanford Graduate School of Business (s) Kellogg School of Management (k)
Descriptions of the content of these teaching areas have been included as scope notes.
The London Classification of Business Studies (lcbs) was a source of terms and structure.
Barron’s Dictionary of Business Terms, Second Edition (b) was a source of some definitions.
Format of the thesaurus

The upper level hierarchy is presented in three views giving increasing levels of detail:
• The one-page Overview.
• The seven-page Quick Hierarchy gives all terms (concepts) in hierarchical arrangement
with hierarchical cross-references.
• The 20-page Annotated Hierarchy gives definitions and other information for each term.
Symbols ST Synonymous Term SN Scope Note, definition

used ET Equivalent Term (near-synonym) AN Action Note
NT Narrower Term SR Source
BT Broader Term
RT Related Term
The term numbers (A, B, C, C2, etc.) give the right place in the sequence but not the hierarchic
level (B is under A); this is done to keep the numbers short.
A U metadata fields U
Overview
A core business knowledge
B . the business. management and business functions

C . . the business. the enterprise. the firm
D . . management and allied fields
E . . business functions
F . economics (l)
G . areas cutting across business-internal operations and economics
H . application contexts of business knowledge
J . business environment
K supporting business knowledge
L . behavioral sciences
M . government and politics. law
N . communication, information, and education
O . philosophy and religion
P . technology and related areas
Q . geography and history
R analytical techniques
R2 . analytical techniques in business and economics

R4 . research and evaluation methods
R6 . mathematics
T auxiliary tables
T2 . occupations
T4 . demographic characteristics
T6 . geographic areas
T8 . geographical scope
T10 . currencies
T12 . specific languages
T14 . specific religions
U . metadata fields
Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 1

2 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy
A B the business. management and business functions E8.2.2
Quick Hierarchy
B the business. management and business functions

C . the business. the enterprise. the firm
C2 . . entrepreneurship (hsl)
C4 . . business life cycle
C4.2 . . . business maturation (s)
D . management and allied fields
D2 . . management
D2.2 . . . general management (hk)
D2.4 . . . international management, global management (sl)
D2.6 . . . public and non-profit management (s)
D4 . . planning and strategy
D4.2 . . . planning, implementation, and evaluation
D4.2.2 . . . . planning
D4.2.4 . . . . implementation
D4.2.6 . . . . evaluation
D4.4 . . . strategy (hsl)
D6 . . organizational structure
D8 . . organizational behavior and leadership. organizational culture
NT +E6 internal relations
D8.2 . . . organizational behavior (shl)
D8.4 . . . leadership (sl)
D8.6 . . . organizational culture
D10 . . negotiation
D12 . . decision making
D14 . . management science
BT +R a nalytica l techniq ues
+R2 analytical techniques in business and economics
D14.2 . . . decision sciences (lk)
D14.4 . . . operations research
BT +R6 mathematics
D14.6 . . . ergonomics
E . business functions
E2 . . business finance, accounting, and control
BT +G2 finance (shlk)
E2.2 . . . business finance
E2.4 . . . accounting and control (shlk)
E4 . . human resources (sk)
BT +G4 labor and work
E6 . . internal relations
BT +D8 organizational behavior and leadership. organizational culture
E6.2 . . . social capital
E8 . . operations (hslk)
E8.2 . . . internal infrastructure
BT +G6 infrastructure
E8.2.2 . . . . facilities
BT +G6 .2 physical infrastructure

E8.2.4 A core business kn owledge F10.2
E . business functions, cont.

E8 . . operations (hslk), cont.
E8.2 . . . internal infrastructure, cont.
E8.2.4 . . . . communication and information in the organization (k)

BT +N com munica tion, information, and education
E8.2.4.2 . . . . . knowledge management
E8.4 . . . research and development
E8.6 . . . supply chain
NT E8.12.2 pre-produ ction inventory
E8.8 . . . production
E8.10 . . . distribution
NT E8.12.4 post-produ ction inventory
E10.6.2 sales and selling
E8.12 . . . inventory
E8.12.2 . . . . pre-production inventory
BT +E8.6 su pply chain
E8.12.4 . . . . post-production inventory
BT +E8.10 distribution
E10 . . marketing (shl)
NT +F10.8.4 buying behavior
BT +G8 markets and marketing
E10.2 . . . market research and product planning
E10.4 . . . pricing
E10.6 . . . promotion, advertising
BT +E12.2 public relations
E10.6.2 . . . . sales and selling
E10.8 . . . customer relationship management
E12 . . external relations
E12.2 . . . public relations
NT +E10.6 promotion, advertising
F economics (l)
F2 . microeconomics versus macroeconomics
F2.2 . . microeconomics
BT +G areas cutting across business-internal operations and economics
F2.4 . . macroeconomics
F4 . domestic versus international economics
BT +T8 geographical scope
F4.2 . . domestic economics
F4.4 . . international economics
F6 . historical, political, and analytical approaches to economics
F6.2 . . economic history
F6.2.2 . . . business, government, and the international economy (h)
F6.4 . . economy analysis and policy (s)
F6.6 . . political economics (s)
F6.8 . . economic development
F8 . managerial economics (sk)
F10 . economics focusing on particular functions
F10.2 . . financial economics

F10.4 J business environment J
F10.4 . . labor economics

F10.6 . . external infrastructure
+J business environment
F10.8 . . markets and buying behavior
F10.8.2 . . . markets
F10.8.4 . . . buying behavior
BT +E10 marketing (shl)
F10.8.4.2 . . . . organizations as buyers
F10.8.4.4 . . . . consumer behavior
BT +L b ehavioral s ciences
F12 . analytical techniques in economics
BT +R2 analytical techniques in business and economics
F12.2 . . econometrics
F12.4 . . game theory
F12.6 . . cost-benefit analysis
G areas cutting across business-internal operations and economics

NT F2.2 microeconomics
G2 . finance (shlk)
NT +E2 b usiness finance, accounting, and con trol
E2.2 business finance
F10.2 financial economics
G4 . labor and work
NT E4 human resources (sk)
F10.4 labor economics
G6 . infrastructure
NT +E8.2 internal infrastructure
F10.6 external infrastructure
G6.2 . . physical infrastructure
NT E8.2 .2 facilities
G6.4 . . non-physical infrastructure
G8 . markets and marketing
NT +E10 marketing (shl)
+F10.8 m arkets and buying beha vior
H application contexts of business knowledge

H2 . branches of industry and trade
H4 . type of business or organization
H6 . traditional versus electronic business activity
J business environment
NT F10.6 external infrastructure

K R ana lytical tech niques Q6
L behavioral sciences
NT F10.8.4.4 consu mer behavior
L2 . psychology
L4 . social psychology and related concepts
L6 . sociology and anthropology
L6.2 . . cross-cultural relations
L6.2.2 . . . diversity
M government and politics. law

M2 . government and politics
M4 . law
N communication, information, and education

NT +E8.2.4 communication and information in the organization (k)
N2 . communication
N2.2 . . language
N2.4 . . art
N4 . information
N6 . education
N8 . information and communication technology
BT +P4 technology
N8.2 . . communication technology
N8.4 . . information technology
O philosophy and religion

O2 . philosophy and ethics
O4 . religion
P technology and related areas

P2 . transport
P4 . technology
NT +N8 information and com munica tion technology
Q geography and history

Q2 . demography
Q4 . geography and physical environment
Q6 . history

R U metadata fields U
NT +D14 m anagement science
R2 analytical techniques in business and economics

+F12 analytical techniques in economics
R4 research and evaluation methods

NT R6.2 probability and statistics
R4.2 . general characteristics of research studies
R4.2.2 . . type of research study
R4.2.4 . . environment of study
R4.2.6 . . purpose of study
R4.2.8 . . time scope of study
R4.2.10 . . study subject or participant
R4.4 . study design and execution methods
R4.4.2 . . quantitative versus qualitative methods
R4.4.2.2 . . . quantitative methods
R4.4.2.4 . . . qualitative methods
R4.4.4 . . study design, planning, execution, and result
R4.4.6 . . sample selection
R4.4.8 . . variable, characteristic, factor
R4.4.10 . . data collection method
R4.4.12 . . data analysis method
R4.4.14 . . models and simulation
R6 mathematics
NT D14.4 operations research
R6.2 . probability and statistics
BT +R4 research and evaluation methods
T auxiliary tables
T2 occupations
T4 demographic characteristics
T6 geographic areas
T8 geographical scope
NT +F4 domestic versus international economics
T10 currencies
T12 specific languages
T14 specific religions
U metadata fields

A B the business. management and business functions D2.2
Annotated Hierarchy
SN In this thesaurus, the term "business" is construed b roadly to include any type of
organization that needs to be managed, including non-profit organizations and
government agencies.
B the business. management and business functions

ST internal business functions
ET managemen t responsibility in the enterprise
micro view of the business
RT +J business environment
SN The operations of an organization, the management of its internal functions and
external affairs.
SR lcbs
C . the business. the enterprise. the firm

RT D6 organizational structure
C2 . . entrepreneurship (hsl)
ET entrepreneurial and service management (h)
RT D2.2 general management (hk)
SN Entrepreneurial and Service M anagement provides courses in
Entrep reneurial M anagem ent; En trepreneu rial Fina nce;
Entrepreneurship, Creativity and Organization; Starting New Ventures;
Real Property Asset M anagement; V enture Capital and P rivate Equity;
Entrep reneurial M arketing; a nd W omen Build ing Bu siness. T hey
emphasize a behavioral model of entrepreneurship. They believe that
entrepreneurship describes a wa y of managing rather then a specific
economic function or charac teristic of an individual. They also believe
that entrepreneurial managem ent does not stop once a compan y is
formed: r ather, entrep reneursh ip is a never -ending process th at inclu des
identification of opportunity, marshaling required resources,
exploitation of the opportunity, and harvesting.
(www.hbs.edu/units/em/) (h)
SN The process of forming, funding, and growin g new com panies, from
securing private equity or venture capital investment to evaluating
opportunities for growth and expansion, both locally and globally. (s)
SN All aspects of financing and managing entrepreneurial ventures, including
uses of venture capital, international aspects of entrepreneurial
business, and new technology ventures. (l)
SN The initiation of business activity, often associated with taking business
risks. (b)
C4 . . business life cycle
RT +D4 planning and strategy
AN All aspects of the business life cycle will be included in the full thesaurus.
C4.2 . . . business maturation (s)
SN The act of mana ging the transition from a new com pany to a
well-established company. Includes aspects of entrepreneurship,
firm an d organ izationa l evolution, an d theory of the firm . Called
strategic management in Stanford's GSB teaching areas. (s)
D . management and allied fields

D2 . . management
SN Ma ny teaching areas are combin ations that express application of
management in specific contexts or to specific functions, such as
hum an resou rces m anagem ent. Thes e teachin g areas ha ve been
consolidated with the business functions, in the example human
resources.
SR lcbs: A
D2.2 . . . general management (hk)
ET managemen t and organizations (k)

D2.2 A core business kn owledge D2.2
D . management and allied fields, cont.

D2 . . management, cont.
D2.2 . . . general management (hk), cont.
managemen t and strategy (k)

management technique
managemen t theory
RT C2 entrepreneurship (hsl)
SN The General Management Unit is concerned with the leadership and
managem ent of the enterprise as a whole. This concern
encompasses the personal values and qualities of effective general
managers and enterprise leaders; the philosophies, values, and
strategies that inform successful enterprises; processes, systems,
and technologies for integrating the enterprise and carrying out its
mission; and the relation of enterprise to the broader commun ity
and other external constituencies. The unit's memb ers are
especially concerned with two classes of issues; 1. those that cut
across the traditional business disciplines and affect all aspects of
an enterprise such as enterprise purpose and philosophy,
man agemen t processes , and in formation technology ; and 2 . issues
that are critical for enterprise but which fall outside the traditional
scope of the business disciplines such as the role of enterprise in
society, legal aspects of management, and business ethics. The
unit's four interest groups include Management Policy and
Proces s, M anagem ent Inform ation Sys tems, S ociety and Enterp rise,
and Leadership , Values, and C orporate Responsibility.
(www.hbs.edu/units/gm/) (h)
SN Ma nagement and Organizations is concerned w ith the behavior of
people and groups in organizations and with how organizations
interact with their environments. It is an interdisciplinary field
drawing on sociology, psychology, anthropology, and political
science, as well as on knowledge from institutional settings such
as business, government, and health services. The Management
and Organizations curriculum provides students with the
knowledge of how to motivate people, design organizations,
improve problem-solving and decision-making capabilities, and
introdu ce and man age cha nge proc esses.
Includes:
Negotiation, decision making, effective communications, ethics,
team building, influence and leadership, m anagement, strategic
change, institutional analysis, alliances, social networks, corporate
governance. (k)
SN For the master's student wishing to major in Management and
Organizations, there are increasing opportunities for work in
organ ization plann ing and d evelop men t of inter nal c onsu lting s taff
roles. These positions may be in personnel or industrial relations
departments, usually at the higher levels of such departments as
compared to m ore traditional career paths in personnel.
Increasingly, there are opportunities in new, independent
organizational development groups and departments. Consulting
and placement organizations are another option. Management and
Organizations is an excellent m ajor for students planning careers in
marketing, accoun ting, production, and international business. For
studen ts ma joring in eith er hospita l and h ealth servic es
managem ent or in public and nonp rofit management, skills in
management and organizations would be useful for a successful
career. (k)
AN Ask faculty reviewers about the definition of this area.
AN Kellogg has two areas that could be classified here, management and
strategy has a more analytical bent, management and organizations
a more behavioral bent.

D2.4 B the business. management and business functions D4.4
SR lcbs
D2.4 . . . international management, global management (sl)
ST global management (s)
international m anagem ent (l)
RT E4 human resources (sk)
+E10 marketing (shl)
F4.4 international economics
F6.6 political economics (s)
SN All aspects of management as related to global or multinational
organiza tions, inclu ding ac countin g and h uma n resourc e practic es
in a global organization, startup globalization strategies,
international development, cross-cultural consumers, and working
with diversity. (s)
SN Includes all aspects of managing an organization in a global
environment. Topics add ressed include global strategic
positioning, transnational mana gement, international market entry,
method of mark et entry, emerging markets, etc. Note: This topic
is conflated with Strategy, but may have m ore in common with
Global M anagement. (l)
D2.6 . . . public and non-profit management (s)
SN All aspects of managem ent as related to public or otherwise non-profit
organizations, including charities, educational institutions, health
care organizations, etc. (s)
AN Ask faculty reviewers about this area, especially the use of the term
"public", which has multiple m eanings in business (e.g., public
corporation, public stock offering). Does this include management
of government agencies?
SR lcbs: BZ
D4 . . planning and strategy
RT +C4 b usiness life cycle
+D14 m anagement science
E8.4 research and development
F12.4 gam e theory
SN This broad area includes both short-term and long-term planning and
monitoring of plan execution.
D4.2 . . . planning, implementation, and evaluation
SN The entire cycle of planning, implementing, and evaluating business
activities, programs, projects, or any kind of action.
D4.2.2 . . . . planning
SN Planning, or charting a cou rse of action, involves defining goals
and d etermin ing the m eans to ac hieve these goa ls.
(Rosenberg, modified)
D4.2.4 . . . . implementation
D4.2.6 . . . . evaluation
D4.4 . . . strategy (hsl)
ET managemen t and strategy (k)
strategic management
strategic planning (b)
SN Guidelines for making directional decisions that influence an
organiza tions long-r ange perform ance. S trategic pla nning in volves
defining long-range goals and the general outline of activities to
achieve these goals. (Rosenberg, modified)
SN The principal focus of the Strategy unit is strategy formulation and the
content of strategy. The analytical foundation of much of the
unit's wo rk in m icroecono mic, although they draw on several oth er
disciplines, including history, sociology, operations research,
political science, and strategic managem ent. Faculty specialize in
topics such as gam e theory, strategic commitments, corporate
strategy, the interface between technology and strategy choices,
global strategy, the resources and capabilities of firms, among

D6 A core business kn owledge D8.2

D4 . . planning and strategy, cont.
D4.4 . . . strategy (hsl), cont.
others. Th e group is c entrally con cerned w ith externa l influences

on strategy a s well as the study of internal ac tivities and resources
that contribute to competitive advantage or influence competition
and cooperation. (www.hbs.edu/units/cs/) (h)
SN Stanford 's teaching a rea strategic man agemen t has been located u nder
business maturation. (s)
SN The Strategic and International M anagement Fa culty is concerned with
how organizations can create and sustain superior com petitive
performance. The group p rovides an integrative perspective on
strategic management by combining the use of strategy tools and
frameworks w ith an understandin g of the process of strategy
making an d the working of general managem ent. The Center for
Research in Information M anagement cond ucts research on
competing in the information age, including strategies for
e.commerce, management of knowledge and invisible assets and
strategic leadership of IT and information systems. (l)
SN (1) Management act of determining a firm's future environment and
response to organizations challenges; crucial decisions determining
the direction of a firm (2) In a business firm, deciding what
principal products and services to produce for what major markets.
Related to Corporate Strategic Planning. (b)
D6 . . organizational structure
RT +C the bus iness. the enterprise. the firm
SN the governin g structu re and a dmin istrative organ ization of an organiza tion.
Board, officers, administrative units.
D8 . . organizational behavior and leadership. organizational culture
NT +E6 internal relations
RT D12 decision making
+L b ehavioral s ciences
D8.2 . . . organizational behavior (shl)
ET organizational psychology
RT D10 negotiation
E4 human resources (sk)
+E6 internal relations
+E8.2.4 communication and information in the organization (k)
F10.8.2 m arkets
SN This unit focuses squarely on the organizational challenges posed by
today's globally competitive economy: pressure to eliminate
unnecessary costs, to introduce better products and services at a
faster pace, and to transform organizations into less bureaucratic,
more responsive entities. Courses fall into four areas,
Transformation and Renewal, Organizational and Human
Resources Effectiveness, Leadership, Career Development and
Lifelong Learning. (www.hbs.edu/units/ob/) (h)
SN Study of organizational and personal behaviors that may have an
impact on the bu siness. Includes the study of conflict managemen t,
creativity, decision-making, gender and racial discrimination,
emotions and empathy, group psychology, human resources,
incentives, leadership, etc. (s)
SN Our current work encompasses leadership, innovation, group processes,
HR/careers, and negotiation; these areas intersect with our interest

D8.4 B the business. management and business functions D14.2
in organizational performance, business ethics and

entrepreneurship. For example we have recently studied risk taking
among traders in the City of London, venture capitalism in the
not-for-profit sector, firm emergence and innovative organizational
forms in the new econom y. (l)
SN Academ ic field of study concerned with huma n behavior in
organizations; also called organizational psychology. It covers
topics such as motivation, group dynamics, leadership,
organization structure, decision-making, careers, conflict resolution,
and organizational developmen t. When this subject is taught in
business schools, it is called organizational behavior; when it is
taught in psychology departments, it is called organizational
psychology. (b)
D8.4 . . . leadership (sl)
SN Refers to all a spects of bu siness lead ership, in cludin g, but not lim ited
to, personal creativity, use of incentives, human resource
management, managing interpersonal dynamics, conflict
management, and growth management issues. (s)
SN Upper level of management that provides vision and direction for the
company. (b)
D8.6 . . . organizational culture
ST corporate culture
ET organizationa l climate
RT E6.2 social capital
AN Find definition
D10 . . negotiation
RT D8.2 organizational beha vior (shl)
F10.8.2 m arkets
+F10.8.4 buying behavior
N2.2 langua ge
D12 . . decision making
RT +D8 organizational behavior and leadership. organizational culture
D14.2 decision sciences (lk)
F8 managerial economics (sk)
L4 social psychology and related conc epts
D14 . . management science
ST analytical techniques in management
BT +R a nalytica l techniq ues
F2.2 microeconomics
SN broadly defined to encompass all ana lytical techniques that serve to support
management decisions.
AN Ask faculty reviewers about scope and definition of this term, especially
the relationship of "management science" and "operations research".
SR lcbs: S
D14.2 . . . decision sciences (lk)
F2.2 microeconomics
F8 managerial economics (sk)
R6.2 probability and statistics
SN Addresses issues of long-term business forecasting, financial modeling,
business dynam ics, strategic modeling and project mana gement. (l)
SN The Decision Sciences Faculty is involved in teaching and research
activities in the areas of statistics, operations research, strategic
modeling, forecasting and decision support systems . The Decision
Technology Research Center within this subject area provides a
focus for innovative, multidisciplinary research on the application

D14.4 A core business kn owledge E2.2

D14 . . management science, cont.
D14.2 . . . decision sciences (lk), cont.
of new business m odeling technologies, supported by funds from

industry, government and the European Union. Research programs
in neural network app lications and modeling the privatization of
energy utilities have achieved international recognition. (l)
AN From K ellogg's write-up, it appears that D14.2 decision sciences
(lk)probability and statistics, game theory, microeconomics, and
managerial economics form an interre lated cluster. This is
expressed through cross-references and the broad term analytical
techniques in business and economics.
SR lcbs
D14.4 . . . operations research
ST operations an alysis
OR
BT +R6 mathematics
SN The application of scientific methods, techniques, and tools to
problems involving the operation of a system, to provide those in
control of the system with optimum solutions to the problems.
(Rosenberg)
AN The Rosenberg definition is very broad. OR is also defined as a
branch of mathematics.
SR lcbs: T
D14.6 . . . ergonomics
ST O and M and work study
RT +P4 technology
SN Concerned w ith the analysis of work procedures to increase their
efficiency.
AN See Rosenberg, also definition of human engineering
SR lcbs: X
E . business functions
RT +F10 economics focusing on particular functions
+G areas cutting across business-internal operations and economics
E2 . . business finance, accounting, and control
E2.2 . . . business finance
RT +G areas cutting across business-internal operations and economics
SN The scope notes given under the broader term +G2 finance (shlk) are
repeated here so they can be more easily compared with the scope
notes for E2.4 accounting and control (shlk).
SN The Financ e unit focuses on advancing the practice of finance: how
managers an d firms can m ake value-creating decisions; and how
institutions, financial markets, and instrum ents evolve as part of
this process. Areas of interest include: agency theory, corporate
finance, corporate governance, corporate restructuring, derivatives,
entrepreneurial finance and venture capital, financial econometrics,
financial institutions, global financial systems, institutions &
capital markets, international finance, investments and capital
markets, large-scale investment, mergers & acquisitions, project
finance, risk managem ent, taxation, valuation, and wealth
management. (www.hbs.edu/units/finance/) (h)
SN Covers issues related to corporate finance and investment man agement,

E2.4 B the business. management and business functions E2.4
includ ing valua tion of financ ial assets a nd liab ilities, derivatives
securities, taxes, business strategy, private equity investment,
financial intermediaries, investment and portfolio management, etc.
Differs from Accounting in that Finance is more strategic and
broad-based, while Accounting is more quantitative in nature. (s)
SN Issues related to corporate finance, equity investment, fixed income
securities, international and legal aspects of finance, mergers, and
shareholder value. Differs from Accounting in that Finance seems
to be more geared towards strategic management of global
enterprises vs. a smaller or entrepreneurial venture. (l)
SN Faculty grouped und er this heading are all members of the Institute of
Finance and Accounting. R esearch carried out by faculty covers all
aspects of finance, including financial regulation, corporate
finance, portfolio investment, capital markets, fixed-income and
derivative instruments, mergers and corporate reorganizations,
much of it with an international emphasis. The Institute of Finance
and A ccoun ting also m aintain s extensive s ecurities m arket
databases and p roduces a quarterly Risk M easurement Service. (l)
AN It appears that Harvard 's area incorporates all aspects of finance wh ile
the Stanford and London definitions seem to focus on business
finance, but not to the total exclusion of financial economics.
E2.4 . . . accounting and control (shlk)
ET accounting information and management (k)
RT E2.2 business finance
SN The Accounting and Control area is committed to developing and
testing important theories related to the production, reporting,
analysis and managerial use of financial and non-financial
information that communicates organizations' economic events,
influences resource a llocation d ecisions, a nd facilita tes
organizational control and learning. Natural classifications for the
intellectual capital created in the area include Financial Reporting
and An alysis (FRA) w hich includes the study of how inform ation
affects resource allocation and control decisions by constituents
external to the firm, and Ma nagement A ccounting and C ontrol
(MA C) which studies the role for information to affect decisions,
learning and control processes within the firm.
(www.hbs.edu/units/ac/) (h)
SN All processes related to the evaluation, management, and reporting of
financial data, both in the business and non-profit arenas.(s)
SN Financial aspects of accoun ting, including financial accounting,
financial modeling, financial analysis, and other m easurements of
organizational success. (l)
SN The Acc ounting Faculty is active in teaching and research. Fields of
interest include financing of high-tech businesses, corporate
governance, capital market reactions to accounting choice and
information disclosure, the performance of takeovers, tax policy
and company financial policy, financial statement analysis and
firm valuation, analysts' forecasting ability, financial control and
performance meas urement. (l)
SN The A ccoun ting Inform ation an d M anagem ent curric ulum is designed
to help professional managers improve their operational and
strategic decision-making through the understanding of accounting
information. Every course in the Departm ent is organized so as to
evaluate a ccoun ting-related question s from a " users" p erspective,
that is, to assist in determining what actions are m ost appropriate
in a given context or to determine what additional informa tion
must be acq uired before choosing among actions. Ap plications are
stressed in every course: how accounting information affects the
appropriate mark eting, investment, financial, organizational,
regulatory, ta x, and political c hoices of firm s are illustra ted.

E4 A core business kn owledge E6

E2 . . business finance, accounting, and control, cont.
E2.4 . . . accounting and control (shlk), cont.
The study of accounting at Kellogg is organized principally around

three distinct uses of accounting information: using financial
accounting information to evaluate firms' financial positions, using
managerial accounting information to evaluate firms' operating
decisions, and using tax accounting information to evaluate and
formula te tax strateg ies.
All students will achieve a solid grounding in reading and
evaluating financial statements. (perhaps more) (k)
SN Accounting-System that provides quantitative information about the
finances of a person or business entity. Includes recording,
measuring, and describing financial information. (b)
E4 . . human resources (sk)
ET personnel
RT D2.4 international m anagement, global ma nagement (sl)
D8.2 organizational beha vior (shl)
SN Broadly defined to include industrial relations (labor relations). The
curr icula usually also inclu de som e cover age of F10.4 labor
economics, the oth er narrow er term of +G4 labor and work.
SN All actions related to managing the human resources of an organization,
from small companies to global organizations. Includes using
incentives to increas e produ ctivity and man aging all th e various iss ues
that arise from a mu lti-nationa l and m ulti-ethnic work force. Called
human resource management as a Stanford teaching area. (s)
SN The management of human resources is grounded in both economics and
the behavioral sciences. Both views are required if one is to be
effective in huma n resources mana gement (HR M). T he Kellogg School
has combined strengths in management and organizations and industrial
relations to offer a major combining these approaches. The
combination of fields goes beyond the traditional definition of the
personnel function. (k)
SN Note: T he Kellogg school h as a secon d teach ing area th at is called
"industrial relations" but by its definition is broader. The definition
follows.
The industrial relations (IR) curriculum introduces students to the
application of principles of labor economics and labor management
relations to the overall profitability and cost effectiveness of an
organization. The six courses in the area are divided into two distinct
stream s: hum an resou rces m anagem ent and plann ing, and employ ee
relations. H uma n resourc es ma nagem ent and plann ing is con cerned
with th e translatio n of organiz ational goa ls into hu man resources
requirements and alternative models for meeting those requirements.
Emp loyee relations deals with rationalizing the competing legitimate
interests of labor and management in the employment relationship in a
manner consistent with an organization's continued growth and
prosperity. (k)
SN Term that is replacing "personnel management" and implying that
personnel managers should not merely handle recruitment, pay, and
discharging, but should maximize the use of an organization's human
resources. (b)
SR lcbs: F
E6 . . internal relations
BT +D8 organizational behavior and leadership. organizational culture

E6.2 B the business. management and business functions E8.2.4

SN This function makes sure that the personnel of the organization interact
well w ith each other and that there is a positive organ izationa l culture.
AN Ask faculty reviewers about definition and placement
E6.2 . . . social capital
RT D8.6 organizational cu lture
E8 . . operations (hslk)
ST operations an d technolog y (l)
operations, information, and technology
technology and operations (h)
ET operational core
RT +P technology and related areas
SN The Technology and Operations Management (the Harvard name for the
teaching area) unit supports research and course development efforts
encompassing a broad range of issues in manufacturing and service
operations. It includ es th e multiple activities com prising a firm's
operating core. The operating core is a system that includes research,
design, engineering, production within operating units, networks of
information and material flows that tie operating units together, and the
distribution and delivery of goods and services to customers. Within
the operating core, three areas of long standing interest -
manufacturing, technology, and supply chain management - define the
research and course developm ent activities. The TOM area's desire is
to lead the world in research and course development on the
management of the operating core. (www.hbs.edu/units/tom/) (h)
SN Information related to the uses of technology (including but not limited to,
informa tion techn ology) with in both n ew an d establis hed bu sinesses.
Includes issues relating to product man agement, quality control,
organizational designs, supply chain m anagement and inventory
management. (s)
SN Includes information relating to international supply chain m anagement,
strategic management and positioning of service organizations, and the
man agemen t of technology a nd tech nology stan dards . Called
Operations and T echnology Ma nagement as a L ondon teaching area. (l)
SN The Op erations and Technology M anagement Fa culty is renowned for its
teaching and research across k ey areas that determine competitive
advantage: productivity mana gement, service managem ent, technology
strategy, product development, quality management and company
turnarounds. The research, consulting and teaching experience of OTM
faculty covers both manufacturing and service industries. In addition,
the group has develo ped an expertise an d reputa tion in som e of the key
processes and industries of the new economy, such as e-supply chain,
e-service and "comm erce. \Pall faculty members are also involved in
the Center for Research in Operations & Technology Management
which is at the vangua rd of original research in Operations Strategy,
Techn ology Strategy , B2B e-Bus iness and e-Servic e, Mu lti-Cha nnel
Operational Strategies, eMobility, Supply Chain Design, Process
Analysis, Enterprise Resource P lanning Systems, and Lean Prod uction
and Qu ality Mana gement. (l)
AN Need to consult with som ebody about the definition of this term, what fits
under it and whether it is correct to put technology and operations
man agemen t here.
E8.2 . . . internal infrastructure
RT +P technology and related areas
AN need definition
E8.2.2 . . . . facilities
BT +G6 .2 physical infrastructure
E8.2.4 . . . . communication and information in the organization (k)

E8.2.4.2 A core business kn owledge E10

E8 . . operations (hslk), cont.
E8.2 . . . internal infrastructure, cont.
E8.2.4 . . . . communication and information in the organization (k), cont.
ET information management (k)

BT +N com munica tion, information, and education
E2.4 accounting and control (shlk)
+E6 internal relations
E8.2.4.2 . . . . . knowledge management
E8.4 . . . research and development
E10.2 market research and product planning
SR lcbs: D
E8.6 . . . supply chain
ET purchasing and supply (k)
NT E8.12.2 pre-produ ction inventory
RT F10.8.4.2 organizations as b uyers
+G8 markets and marketing
SN The aim of this course is to get students acquainted w ith the rapidly
evolving field of purchasing and supply, a management area that
has been relatively neglected in acad emic tea ching for a long tim e.
This despite the fact that purchasing stands for more than 50
percent of all p roductio n costs in virtually every (in dustria l) firm.
The course will highlight five major issues in the field of
purchasing an d supply m anagement:
1. buying processes and beha vior;
2. supplier mana gement;
3. organizing the purchasing function;
4. control, measurement and evaluation of the purchasing function;
5. new developments in purchasing: purchasing and product. (k)
AN Where would this fall in GSB and HBS?
E8.8 . . . production
SR lcbs: C
E8.10 . . . distribution
ST distribution and delivery of goods and services
NT E8.12.4 post-produ ction inventory
E10.6.2 sales and selling
RT +E10 marketing (shl)
E8.12 . . . inventory
E8.12.2 . . . . pre-production inventory
BT +E8.6 su pply chain
E8.12.4 . . . . post-production inventory
E10 . . marketing (shl)
NT +F10.8.4 buying behavior
+E8.10 distribution
+E12.2 public relations
SN A num ber of important trends are molding and reshaping the role of
marketing in today's business environm ent. Changes in regulation have
globalized markets and ex posed a large numb er of customers to
variety, choice, and access. Product life cycles have shortened, bringing
on a wave of new products and services into markets even as the
previous generation product line is playing out its full course. The

E10.2 B the business. management and business functions E10.6
pervasive h and of tech nology ha s not only a ltered the na ture and speed
of product development, but has also revolutionized the chann els of
distribution, and changed the na ture of relationships between producers
and customers. Interactive marketing and 1-to-1 marketing are no
longer buzz words, but at the core of the marketing strategy of several
innovativ e busin esses. Tec hnology h as enab led the crea tion of a new
consumption culture. The influence of these and other forces in the
environment have m ade it clear that the essence of business strategy
has to sta rt with a deep un derstan ding of the c ustom er.
The M arketing Faculty Research C lusters include:
Ma naging Brand Mean ing - This cluster owns an EC course, Bra nding,
and a focused E xecutive E duca tion cour se, M anagin g Bran d M eaning.
The thrust of this group's research is to understand how consumers'
cultural contexts influence their perception of brands. Thus brand
relationship building is a two-way street, some under the control of the
brand builder th rough u se of positionin g strategies, an d others u nder
the control of the consumers who attach specific meanings to their
brand interactions.
Cha nnels-to-M arket - T his clus ter own s an E -C C ourse an d a focus ed
Executive Education Course by the same name. With a focus on the
channel systems as the unit of analysis, this group attempts to study the
underlying reasons for the revolutionary changes in channels of
distribution in consumer as well as business-to-business markets. Thus,
retailing and industrial distribution are relevant interest areas for this
group.
Custo mer R elationsh ip M anagem ent - Th is cluster ow ns an E C cou rse,
Busin ess M arketing, a nd a focu sed Ex ecutive E duca tion cour se,
Business M arketing Strategy. While both of those courses cover a
broad range of topics relevant to business-to-business marketers, the
research thrust of this cluster is on customer mana gement through its
full cycle of acquisition, sustenance, retention, satisfaction, and loyalty.
This gr oup is w orking on unders tandin g the levers of cus tomer
managem ent that lead to business profitability.
Potential Future Cluster - Cons umer Beha vior
(www.hbs.edu/units/marketing/) (h)
SN Focuses on the product creation and product management cycle, including
customer-focused produc t planning, mark et research, advertising,
management of distribution channels, and brand management. Also
includes differences in marketing for a business vs. a non-profit
organization, and cross-cultural and international marketing issues. (s)
SN Includes ma rketing strategy, brand managem ent, customer relationship
managem ent, and product innovation. (l)
SN The London Business School marketing group comprises the Marketing
Facu lty and th e Center for M arketing. A wide ra nge of interrelated
topics is being explored, with innovative research on branding and
advertising, managem ent processes in competitive strategy, relationship
marketing, innovation and emerging technology, marketing models, and
media and related policy issues. The Center is also the base for the
Future M edia Research P rogram (Director, Dr. K athy Ham mond),
funded by a consortium of over 40 companies. (l)
SN Process associated w ith promoting for sale goods or services. The classic
components of marketing are the Four Ps: product, price, place, and
promotion - the selection and development of the product,
determination of price, selection and design of distribution channels
(place), and all aspects of generating or enhancing demand for the
product, including advertising (promotion). (b)
SR lcbs: B
E10.2 . . . market research and product planning
RT E8.4 research and development
E10.4 . . . pricing
E10.6 . . . promotion, advertising

E10.6.2 A core business kn owledge F2.2

E10 . . marketing (shl), cont.
E10.6 . . . promotion, advertising, cont.
BT +E12.2 public relations

RT +N2 comm unication
E10.6.2 . . . . sales and selling
E10.8 . . . customer relationship management
RT +E12.2 public relations
AN Get definition
E12 . . external relations
E12.2 . . . public relations
NT +E10.6 promotion, advertising
RT +E10 marketing (shl)
E10.8 customer relationship management
+N2 comm unication
AN Get SN
F economics (l)
SN Econom ics is the study of how societies use scarce resources to produce valuable
commodities and distribute them among different people. (Samuelson and
Nordhaus 1992, p. 3)
SN Aspects of macro-economics, including New Economy classes, business
opportunities in new and emerging markets, European and other financial
markets, capital m arkets, strategic thinking, and world econom y perspectives. (l)
SN The Econom ics subject area has developed strengths in high caliber academ ic
research and in applying that knowledge to problems relevant to businesses and
governments. As a conseq uence mem bers of the Department are regular advisers
to a range of national and international government agencies and corporations as
well as p ublish ing regula rly in leadin g internatio nal resear ch journ als.
The subject area focuses on four key topics: Industrial Econom ics and Corporate
Strategy; the Global Ma croeconomy and its m arkets and institutions; Pub lic
Policy issues for Business with special reference to Regulation and C ompetition
Policy and the Eu ropean mark et and its future development. Its aim is to
produce original research in these areas and to comm unicate this research to a
wide community. It is supported in these aims by a range of research programs,
initiatives and research centers including the Center for New and Emerging
Markets; the Regulation Initiative; the Global Communications Consortium and
initiatives exploring a range of issues associated with the development and
application of new technology. (l)
AN The structure of this area needs to be improved.
F2 . microeconomics versus macroeconomics
F2.2 . . microeconomics
BT +G areas cutting across business-internal operations and economics
RT +D14 m anagement science
SN Analyzes the behavior of individual components of the economy like
industries, firms, and households and individual prices, quantities, and
prices. (Samuelson an d Nordha us 1992, p. 3, 39 6). A solid
background in microeconom ics is indispensable for an appreciation of
macroeconom ic concepts and problem s - microeconomic c oncepts form
a foundation for macroeconom ics (p. XV, X VII).
SN Microeconomics refers primarily: (1) to factors affecting and decisions and
actions taken by individual economic agents (firms as producers and

F2.4 F economics (l) F8
sellers of goods and services and employers of resources and

households as consum ers of goods and services and providers of
productive resources) and (2) to the determination of prices and
quantities in individual product an d resource markets. (Zeitler)
F2.4 . . macroeconomics
SN Studies the functioning of the economy as a whole. (Samuelson and
Nordh aus 19 92, p. 3 ) It examines the o vera ll level of a nation's
output, employment, and prices, and foreign trade. (p. 396) Central
mac roeconom ic measures inc lude gross national product (GNP), the
unemp loyment ra te, inflation, and net exports. (p. 397)
SN M acroecon omics refers to the factors affecting genera l econom ic activities
in broad sectors and aggregates: business, households, and government.
It examines conditions in the general economic en vironment within
which businesses operate; determinants of levels of those general
economic conditions; and policy measures that might be taken to affect
macroeconom ic conditions. (Zeitler)
F4 . domestic versus international economics
BT +T8 geographical scope
F4.2 . . domestic economics
F4.4 . . international economics
F6 . historical, political, and analytical approaches to economics
RT +M government and politics. law
Q6 history
F6.2 . . economic history
F6.2.2 . . . business, government, and the international economy (h)
SN BGIE is a unit composed of sixteen faculty from the disciplines of
econom ics, history, p olitical scien ce, and business adm inistration .
BG IE inc ludes a fou ndation modu le on the his tory of capita lism.
The unit focuses on com parative, cross-national strategies of
economic developmen t and performance, w ith research often at a
more microeconomic level. Recent works include studies of trade
and growth in d eveloping countries, of multinationals, of cartels
and ec onom ic regulation , of ideology, and of the environm ent.
Another stream of work focuses on business history. Recent
books by members of the group have included studies on the
history of regulation, marketing, trade and economic policy, and
the origins of social welfare legislation. (www.hb s.edu/units/bgie/)
(h)
F6.4 . . economy analysis and policy (s)
SN Describes the methods in w hich the economy can be defined and man ner in
which changes in the economy may be effected, both by governmental
and by non-governmental sources.
F6.6 . . political economics (s)
G6.4 non-p hysical infrastructure
SN Includes all aspects of political impacts to the economy, including legal
and ethical issues, politics in supra-national entities (such as the EU ),
rules and tactics of voting bodies, bureaucratic politics, evolutionary
game theory, and the impact of all of the above on trade and the
operation of business.
F6.8 . . economic development
F8 . managerial economics (sk)
SN Includ es topics n eeded to m anage a busin ess or non -profit entity in s pecializ ed
arenas, such as global corporate management, management of international

F10 A core business kn owledge F12
F8 . managerial economics (sk), cont.
development efforts, interacting with major players in the world economy,

health care mana gement, and m anagement du ring times of economic
transformation. (s)
SN Analysis of economic factors affecting decisions made by bu siness firms (U. of
Wash ington Business Sch ool)
AN As a classification heading this is questionable. Perhaps it needs to redefined.
F10 . economics focusing on particular functions
RT +E business functions
F10.2 . . financial economics
F10.4 . . labor economics
RT E4 human resources (sk)
F10.6 . . external infrastructure
RT F6.6 political economics (s)
F10.8 . . markets and buying behavior
F10.8.2 . . . markets
ET negotiation, organizations, and markets (h)
D10 negotiation
SN The negotiation and Decision Making unit merged with the
Organizations and & Markets unit in 1999 to further facilitate the
synergies a lready in p lace betw een faculty in both un its. Cour ses
include: Leadership Values and Decision Making, Negotiation,
Changing the Game, Corporate Financial Management, Deal
making: Financial and International Negotiations, Negotiating
Complex Deals and Disputes, Power and Influence, Professional
Services, Behavioral Approaches to Decision Making and
Negotiation, Game T heory, Market D esign, Microeconom ic Theory
I and II , Semin ar in B usiness Strategy, T opics in Adva nced
Theory, Experim ental Economics, an d Negotiation and D ispute
Resolution. (www.hbs.edu/units/nom/) (h)
AN This list of topics does not seem to hang together from a classification
perspective, but there is a core list of topics that form a useful
grouping.
F10.8.4 . . . buying behavior
ST buying entity behavior
BT +E10 marketing (shl)
RT D10 negotiation
SN A broad term covering the buying behavior, and the underlying factors
influencing buying behavior, of both organizations and individuals.
AN Wor king title for this area
F10.8.4.2 . . . . organizations as buyers
RT +E8.6 su pply chain
F10.8.4.4 . . . . consumer behavior
ET consumer economics
BT +L b ehavioral s ciences
AN Check out consumer economics
F12 . analytical techniques in economics
BT +R2 analytical techniques in business and economics
RT +D14 m anagement science
AN get definitions for the terms under this.

F12.2 H application contexts of business kn owledge H2
F12.2 . . econometrics
F12.4 . . game theory
F12.6 . . cost-benefit analysis
G areas cutting across business-internal operations and economics

NT F2.2 microeconomics
SN The subjects und er this heading cut across the internal operations of an organization
and to th e larger sph ere of econom ics. Eac h sub ject is acc ordingly su bdivided
into two b ranch es, for exam ple, E2.2 business finance and F10.2 financial
economics; these are classified primarily under +E business functions and +F
econom ics (l), respectively b ut brou ght together h ere, through cross-referen ce,
to allow access from both perspectives. This way, both +E business functions
and +F econo mics (l) are complete, containing all its subtopics, and the subject
+G2 finance (shlk) can also be looked at in its entirety. (Such double
classification is called polyhierarchy.
G2 . finance (shlk)
NT +E2 b usiness finance, accounting, and con trol
E2.2 business finance
F10.2 financial economics
G4 . labor and work
NT E4 human resources (sk)
F10.4 labor economics
RT N6 educa tion
SN This area includes all aspects of labor and work, both E4 human resources
(sk) within an organization and questions of labor supply or career choice
behavior and other topics in F10.4 labor economics that lie in the
organization's environment.
SN Business school curricula generally concentrate on the human resource
functions within an organization (the teaching area is usually called "human
resources management"), even though they do cover to some extent
concep ts of labor econ omics as these ar e essential to th e hum an resou rces
manager. For this reason, the teaching area definitions are given under E4
human resources (sk) rather tha n here.
G6 . infrastructure
NT +E8.2 internal infrastructure
RT +N com munica tion, information, and education
+N8 information and com munica tion technology
+P technology and related areas
G6.2 . . physical infrastructure
NT E8.2 .2 facilities
RT P2 transport
G6.4 . . non-physical infrastructure
RT F6.6 political economics (s)
SN Organ izationa l, political, lega l, educa tional, etc. in frastructu re.
G8 . markets and marketing
NT +E10 marketing (shl)
+F10.8 m arkets and buying beha vior
RT +E8.6 su pply chain
+L b ehavioral s ciences
H application contexts of business knowledge

SN Concepts to define the context in which business knowledge is applied.
AN Check this out. There are many ways to define sectors and individual organizations:
public vs. private, profit vs. non-profit, size, field or discipline. Some of these
ways apply to both sectors and individual organizations, some only to one or the
other.
H2 . branches of industry and trade

H4 K supporting bu siness knowledge L6.2.2
H2 . branches of industry and trade, cont.
ET business sectors
economic sectors
industries
AN NAIC S (North A merican Indu strial Classification System), possibly modified to
mak e the terms more co mpa tible with comm on usa ge.
SR lcbs: K
H4 . type of business or organization
ET type of enterprise
SN Includes distinctions along different facets, such as for profit vs. not for profit,
large versus small, and privately versus publicly held.
SR lcbs: AZ
H6 . traditional versus electronic business activity
ST brick and m ortar versus electro nic business ac tivity
SN This area covers the distinction between condu cting business activity in
physical spaces and conducting business activities electronically, regardless
of the type of business. Often physical and electronic modes are combined,
as in a Web-based store, where ordering is electronic but warehousing and
shipping are physical ("click an d mortar").
J business environment
NT F10.6 external infrastructure
RT F2.4 macroeconomics
SN Managers need to be concerned
(1) about the business, its internal operations and its interactions with the
environment, which they control, and
(2) about the environment of the business, over which they ha ve only very
limited c ontrol.
+B the business. management and business functions deals primarily with the
activities un der the m anager's con trol. But th ese activities op erate und er
param eters imp osed by th e outside w orld - the business environm ent. +F
econom ics (l) can b e applied both to inter nal activ ities and to th e environm ent.
Likewise m any of the areas under +K supporting business knowledge apply to
both.
This area has a few descriptors relating specifically to environmental factors and
many cross-references to other parts of the thesaurus.

L behavioral sciences
NT F10.8.4.4 consu mer behavior
RT +D8 organizational behavior and leadership. organizational culture
+G8 markets and marketing
SR lcbs: L
L2 . psychology
L4 . social psychology and related concepts
L6 . sociology and anthropology
L6.2 . . cross-cultural relations
SN This is important in multicultural societies and for international trade and
globalization.
L6.2.2 . . . diversity

M Q geography and h istory Q6
M government and politics. law

RT +F6 historical, political, and analytical approaches to economics
M2 . government and politics
ET political science
SR lcbs: Q
M4 . law
SR lcbs
N communication, information, and education

NT +E8.2.4 communication and information in the organization (k)
RT +G6 infrastructure
N2 . communication
RT +E10.6 promotion, advertising
+E12.2 public relations
SN Includes both internal and external com munica tion
SR lcbs: M
N2.2 . . language
RT D10 negotiation
N2.4 . . art
N4 . information
ET library and information science
SR lcbs: Y
N6 . education
RT +G4 labor and work
SR lcbs: N
N8 . information and communication technology
BT +P4 technology
RT +G6 infrastructure
N8.2 . . communication technology
N8.4 . . information technology
ET computers and computer science
RT +R a nalytica l techniq ues
SR lcbs: W
O philosophy and religion

O2 . philosophy and ethics
SN May be combined with many topics.
O4 . religion
P technology and related areas

RT +E8 operations (hslk)
+E8.2 internal infrastructure
+G6 infrastructure
P2 . transport
RT +G6 .2 physical infrastructure
SR lcbs: JZ
P4 . technology
NT +N8 information and com munica tion technology
RT D14.6 ergonomics
Q geography and history

Q2 . demography
Q4 . geography and physical environment
Q6 . history
RT +F6 historical, political, and analytical approaches to economics

R T aux iliary tables T4
RT N8.4 informa tion technology
SR lcbs
R2 analytical techniques in business and economics

RT F2.2 microeconomics
R6.2 probability and statistics
AN Bas ed on Kellog's write-u p of D14.2 decision sciences (lk). Some of the RTs
should perhaps be NTs.
R4 research and evaluation methods

NT R6.2 probability and statistics
R4.2 . general characteristics of research studies
R4.2.2 . . type of research study
R4.2.4 . . environment of study
R4.2.6 . . purpose of study
R4.2.8 . . time scope of study
R4.2.10 . . study subject or participant
R4.4 . study design and execution methods
R4.4.2 . . quantitative versus qualitative methods
R4.4.2.2 . . . quantitative methods
R4.4.2.4 . . . qualitative methods
R4.4.4 . . study design, planning, execution, and result
R4.4.6 . . sample selection
R4.4.8 . . variable, characteristic, factor
R4.4.10 . . data collection method
R4.4.12 . . data analysis method
R4.4.14 . . models and simulation
R6 mathematics
NT D14.4 operations research
SR lcbs: V
R6.2 . probability and statistics
BT +R4 research and evaluation methods
RT D14.2 decision sciences (lk)
SR lcbs: U
T auxiliary tables
T2 occupations
SN The Standard Occupational Classification (SOC) will be used.
T4 demographic characteristics
SN Includ es a wh ole range of ch aracteris tics, from o bvious on es such as age an d gender
to less obvious ones such as status by work life arrangements or status by
temporary activity (such as driving).
AN includ e UR L to the p roper pla ce in the A OD Thesa urus d etailed outlin e.

T6 U metadata fields U
T6 geographic areas
SN The Getty list of geographic names will be used h ere to serve both contemporary
and historical needs.
T8 geographical scope
NT +F4 domestic versus international economics
SN Ranging from local to global. Do not confuse w ith geographical areas which refers
to specific geogr aphic areas an d plac es
T10 currencies
T12 specific languages

SN This will use the language designations in ISO 639.
T14 specific religions
U metadata fields
ST metada ta elements

accounting consumer
accounting +R2
accounting and control (shlk) E2.4 application contexts of business knowledge +H
accounting information and management (k) areas cutting across business-internal operations and
USE E2.4 economics +G
business finance, accounting, and control +E2 brick and mortar versus electronic business activity USE
activity H6
brick and mortar versus electronic business activity USE business environment +J
H6 business finance E2.2
traditional versus electronic business activity H6 business finance, accounting, and control +E2
advertising business functions +E
promotion, advertising +E10.6 business life cycle +C4
allied business maturation (s) C4.2
management and allied fields +D business sectors USE H2
analysis business, government, and the international economy (h)
cost-benefit analysis F12.6 F6.2.2
data analysis method R4.4.12 core business knowledge +A
economy analysis and policy (s) F6.4 internal business functions USE +B
operations analysis USE D14.4 micro view of the business USE +B
analytical supporting business knowledge +K
analytical techniques +R the business. management and business functions
analytical techniques in business and economics +B
+R2 the business. the enterprise. the firm +C
analytical techniques in economics +F12 traditional versus electronic business activity H6
analytical techniques in management USE +D14 type of business or organization H4
historical, political, and analytical approaches to economics business-internal
+F6 areas cutting across business-internal operations and
anthropology economics +G
sociology and anthropology +L6 buyer
application organizations as buyers F10.8.4.2
application contexts of business knowledge +H buying
approach buying behavior +F10.8.4
historical, political, and analytical approaches to economics buying entity behavior USE +F10.8.4
+F6 markets and buying behavior +F10.8
area capital
areas cutting across business-internal operations and social capital E6.2
economics +G chain
geographic areas T6 supply chain +E8.6
technology and related areas +P characteristic
art N2.4 variable, characteristic, factor R4.4.8
auxiliary characteristics
auxiliary tables +T demographic characteristics T4
behavior general characteristics of research studies +R4.2
buying behavior +F10.8.4 climate
buying entity behavior USE +F10.8.4 organizational climate USE D8.6
consumer behavior F10.8.4.4 collection
markets and buying behavior +F10.8 data collection method R4.4.10
organizational behavior (shl) D8.2 communication +N2
organizational behavior and leadership. organizational communication and information in the organization (k)
culture +D8 +E8.2.4
behavioral communication technology N8.2
behavioral sciences +L communication, information, and education +N
branch information and communication technology +N8
branches of industry and trade H2 computer
brick computers and computer science USE N8.4
brick and mortar versus electronic business activity USE concept
H6 social psychology and related concepts L4
business consumer
analytical techniques in business and economics consumer behavior F10.8.4.4

context external
consumer economics USE F10.8.4.4 economic sectors USE H2

context economics
application contexts of business knowledge +H analytical techniques in business and economics
control +R2
accounting and control (shlk) E2.4 analytical techniques in economics +F12
business finance, accounting, and control +E2 areas cutting across business-internal operations and
core economics +G
core business knowledge +A consumer economics USE F10.8.4.4
operational core USE +E8 domestic economics F4.2
corporate domestic versus international economics +F4
corporate culture USE D8.6 economics (l) +F
cost-benefit economics focusing on particular functions +F10
cost-benefit analysis F12.6 financial economics F10.2
cross-cultural historical, political, and analytical approaches to economics
cross-cultural relations +L6.2 +F6
culture international economics F4.4
corporate culture USE D8.6 labor economics F10.4
organizational behavior and leadership. organizational managerial economics (sk) F8
culture +D8 political economics (s) F6.6
organizational culture D8.6 economy
currency -ies T10 business, government, and the international economy (h)
customer F6.2.2
customer relationship management E10.8 economy analysis and policy (s) F6.4
cutting education N6
areas cutting across business-internal operations and communication, information, and education +N
economics +G electronic
cycle brick and mortar versus electronic business activity USE
business life cycle +C4 H6
data traditional versus electronic business activity H6
data analysis method R4.4.12 element
data collection method R4.4.10 metadata elements USE U
decision enterprise
decision making D12 management responsibility in the enterprise
decision sciences (lk) D14.2 USE +B
delivery the business. the enterprise. the firm +C
distribution and delivery of goods and services type of enterprise USE H4
USE +E8.10 entity
demographic buying entity behavior USE +F10.8.4
demographic characteristics T4 entrepreneurial
demography Q2 entrepreneurial and service management (h)
design USE C2
study design and execution methods +R4.4 entrepreneurship
study design, planning, execution, and result entrepreneurship (hsl) C2
R4.4.4 environment
development business environment +J
economic development F6.8 environment of study R4.2.4
research and development E8.4 geography and physical environment Q4
distribution +E8.10 ergonomics D14.6
distribution and delivery of goods and services ethics
USE +E8.10 philosophy and ethics O2
diversity L6.2.2 evaluation D4.2.6
domestic planning, implementation, and evaluation +D4.2
domestic economics F4.2 research and evaluation methods +R4
domestic versus international economics +F4 execution
econometrics F12.2 study design and execution methods +R4.4
economic study design, planning, execution, and result
economic development F6.8 R4.4.4
economic history +F6.2 external

facility libraries*
external infrastructure F10.6 strategy (hsl) D4.4

external relations +E12 hslk
facility -ies E8.2.2 operations (hslk) +E8
factor human
variable, characteristic, factor R4.4.8 human resources (sk) E4
field implementation D4.2.4
management and allied fields +D planning, implementation, and evaluation +D4.2
metadata fields U industry -ies USE H2
finance branches of industry and trade H2
business finance E2.2 information N4
business finance, accounting, and control +E2 accounting information and management (k)
finance (shlk) +G2 USE E2.4
financial communication and information in the organization (k)
financial economics F10.2 +E8.2.4
firm communication, information, and education +N
the business. the enterprise. the firm +C information and communication technology +N8
focusing information management (k) USE +E8.2.4
economics focusing on particular functions +F10 information technology N8.4
function library and information science USE N4
business functions +E operations, information, and technology USE +E8
economics focusing on particular functions +F10 infrastructure +G6
internal business functions USE +B external infrastructure F10.6
the business. management and business functions internal infrastructure +E8.2
+B non-physical infrastructure G6.4
game physical infrastructure +G6.2
game theory F12.4 internal
general areas cutting across business-internal operations and
general characteristics of research studies +R4.2 economics +G
general management (hk) D2.2 internal business functions USE +B
geographic internal infrastructure +E8.2
geographic areas T6 internal relations +E6
geographical international
geographical scope +T8 business, government, and the international economy (h)
geography F6.2.2
geography and history +Q domestic versus international economics +F4
geography and physical environment Q4 international economics F4.4
global international management (l) USE D2.4
global management (s) USE D2.4 international management, global management (sl)
international management, global management (sl) D2.4
D2.4 inventory +E8.12
good post-production inventory E8.12.4
distribution and delivery of goods and services pre-production inventory E8.12.2
USE +E8.10 knowledge
government application contexts of business knowledge +H
business, government, and the international economy (h) core business knowledge +A
F6.2.2 knowledge management E8.2.4.2
government and politics M2 supporting business knowledge +K
government and politics. law +M labor
historical labor and work +G4
historical, political, and analytical approaches to economics labor economics F10.4
+F6 language N2.2
history Q6 specific languages T12
economic history +F6.2 law M4
geography and history +Q government and politics. law +M
hk leadership
general management (hk) D2.2 leadership (sl) D8.4
hsl organizational behavior and leadership. organizational
entrepreneurship (hsl) C2 culture +D8

library philosophical
library qualitative methods R4.4.2.4

library and information science USE N4 quantitative methods R4.4.2.2
life quantitative versus qualitative methods +R4.4.2
business life cycle +C4 research and evaluation methods +R4
lk study design and execution methods +R4.4
decision sciences (lk) D14.2 micro
M micro view of the business USE +B
O and M and work study USE D14.6 microeconomics F2.2
macroeconomics F2.4 microeconomics versus macroeconomics +F2
microeconomics versus macroeconomics +F2 model
making models and simulation R4.4.14
decision making D12 mortar
management +D2 brick and mortar versus electronic business activity USE
accounting information and management (k) H6
USE E2.4 negotiation D10
analytical techniques in management USE +D14 negotiation, organizations, and markets (h)
customer relationship management E10.8 USE F10.8.2
entrepreneurial and service management (h) non-physical
USE C2 non-physical infrastructure G6.4
general management (hk) D2.2 non-profit
global management (s) USE D2.4 public and non-profit management (s) D2.6
information management (k) USE +E8.2.4 O
international management (l) USE D2.4 O and M and work study USE D14.6
international management, global management (sl) occupation -s T2
D2.4 operation
knowledge management E8.2.4.2 areas cutting across business-internal operations and
management and allied fields +D economics +G
management and organizations (k) USE D2.2 operations (hslk) +E8
management and strategy (k) USE D2.2 operations analysis USE D14.4
management responsibility in the enterprise operations and technology (l) USE +E8
USE +B operations research D14.4
management science +D14 operations, information, and technology USE +E8
management technique USE D2.2 technology and operations (h) USE +E8
management theory USE D2.2 operational
public and non-profit management (s) D2.6 operational core USE +E8
strategic management USE D4.4 operational research USE D14.4
the business. management and business functions
+B organization
managerial communication and information in the organization (k)
managerial economics (sk) F8 +E8.2.4
market -s F10.8.2 management and organizations (k) USE D2.2
market research and product planning E10.2 negotiation, organizations, and markets (h)
markets and buying behavior +F10.8 USE F10.8.2
markets and marketing +G8 organizations as buyers F10.8.4.2
negotiation, organizations, and markets (h) type of business or organization H4
USE F10.8.2 organizational
marketing organizational behavior (shl) D8.2
marketing (shl) +E10 organizational behavior and leadership. organizational
markets and marketing +G8 culture +D8
mathematics +R6 organizational climate USE D8.6
maturation organizational culture D8.6
business maturation (s) C4.2 organizational psychology USE D8.2
metadata organizational structure D6
metadata elements USE U participant
metadata fields U study subject or participant R4.2.10
method particular
data analysis method R4.4.12 economics focusing on particular functions +F10
data collection method R4.4.10 personnel USE E4

philosophy shlk
philosophy quantitative methods R4.4.2.2

philosophy and ethics O2 quantitative versus qualitative methods +R4.4.2
philosophy and religion +O relation
physical cross-cultural relations +L6.2
geography and physical environment Q4 external relations +E12
non-physical infrastructure G6.4 internal relations +E6
physical infrastructure +G6.2 public relations +E12.2
planning D4.2.2 relationship
market research and product planning E10.2 customer relationship management E10.8
planning and strategy +D4 religion O4
planning, implementation, and evaluation +D4.2 philosophy and religion +O
strategic planning (b) USE D4.4 specific religions T14
study design, planning, execution, and result research
R4.4.4 general characteristics of research studies +R4.2
policy market research and product planning E10.2
economy analysis and policy (s) F6.4 operational research USE D14.4
political operations research D14.4
historical, political, and analytical approaches to economics research and development E8.4
+F6 research and evaluation methods +R4
political economics (s) F6.6 type of research study R4.2.2
political science USE M2 resource
politics human resources (sk) E4
government and politics M2 responsibility
government and politics. law +M management responsibility in the enterprise
post USE +B
post-production inventory E8.12.4 result
post-production study design, planning, execution, and result
post-production inventory E8.12.4 R4.4.4
pre sale
pre-production inventory E8.12.2 sales and selling E10.6.2
pre-production sample
pre-production inventory E8.12.2 sample selection R4.4.6
pricing E10.4 science
probability behavioral sciences +L
probability and statistics R6.2 computers and computer science USE N8.4
product decision sciences (lk) D14.2
market research and product planning E10.2 library and information science USE N4
production E8.8 management science +D14
post-production inventory E8.12.4 political science USE M2
pre-production inventory E8.12.2 scope
profit geographical scope +T8
public and non-profit management (s) D2.6 time scope of study R4.2.8
promotion sector
promotion, advertising +E10.6 business sectors USE H2
psychology L2 economic sectors USE H2
organizational psychology USE D8.2 selection
social psychology and related concepts L4 sample selection R4.4.6
public selling
public and non-profit management (s) D2.6 sales and selling E10.6.2
public relations +E12.2 service
purchasing distribution and delivery of goods and services
purchasing and supply (k) USE +E8.6 USE +E8.10
purpose entrepreneurial and service management (h)
purpose of study R4.2.6 USE C2
qualitative shl
qualitative methods R4.4.2.4 marketing (shl) +E10
quantitative versus qualitative methods +R4.4.2 organizational behavior (shl) D8.2
quantitative shlk

simulation zoos
accounting and control (shlk) E2.4 communication technology N8.2

finance (shlk) +G2 information and communication technology +N8
simulation information technology N8.4
models and simulation R4.4.14 operations and technology (l) USE +E8
sk operations, information, and technology USE +E8
human resources (sk) E4 technology and operations (h) USE +E8
managerial economics (sk) F8 technology and related areas +P
sl theory
international management, global management (sl) game theory F12.4
D2.4 management theory USE D2.2
leadership (sl) D8.4 time
social time scope of study R4.2.8
social capital E6.2 trade
social psychology and related concepts L4 branches of industry and trade H2
sociology traditional
sociology and anthropology +L6 traditional versus electronic business activity H6
specific transport P2
specific languages T12 type
specific religions T14 type of business or organization H4
statistics type of enterprise USE H4
probability and statistics R6.2 type of research study R4.2.2
strategic variable
strategic management USE D4.4 variable, characteristic, factor R4.4.8
strategic planning (b) USE D4.4 view
strategy micro view of the business USE +B
management and strategy (k) USE D2.2 work
planning and strategy +D4 labor and work +G4
strategy (hsl) D4.4 O and M and work study USE D14.6
structure
organizational structure D6
study
environment of study R4.2.4
general characteristics of research studies +R4.2
O and M and work study USE D14.6
purpose of study R4.2.6
study design and execution methods +R4.4
study design, planning, execution, and result
R4.4.4
study subject or participant R4.2.10
time scope of study R4.2.8
type of research study R4.2.2
subject
study subject or participant R4.2.10
supply
purchasing and supply (k) USE +E8.6
supply chain +E8.6
supporting
supporting business knowledge +K
table
auxiliary tables +T
technique
analytical techniques +R
analytical techniques in business and economics
+R2
analytical techniques in economics +F12
analytical techniques in management USE +D14
management technique USE D2.2
technology +P4
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Harvard Business Thesaurus

Research · January 2017

The user has requested enhancement of the downloaded ﬁle.

Draft for Comment

Harvard Business School (h) London Business School (l)

Format of the thesaurus

Symbols ST Synonymous Term SN Scope Note, definition

B . the business. management and business functions

K supporting business knowledge

R2 . analytical techniques in business and economics

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 1

B the business. management and business functions

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 3

E . business functions, cont.

E8.2.4 . . . . communication and information in the organization (k)

4 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

F10.4 . . labor economics

G areas cutting across business-internal operations and economics

H application contexts of business knowledge

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 5

K supporting business knowledge

M government and politics. law

N communication, information, and education

O philosophy and religion

P technology and related areas

Q geography and history

6 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

R2 analytical techniques in business and economics

R4 research and evaluation methods

T12 specific languages

T14 specific religions

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 7

B the business. management and business functions

C . the business. the enterprise. the firm

D . management and allied fields

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 9

D . management and allied fields, cont.

managemen t and strategy (k)

10 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 11

D . management and allied fields, cont.

others. Th e group is c entrally con cerned w ith externa l influences

12 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

in organizational performance, business ethics and

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 13

D . management and allied fields, cont.

of new business m odeling technologies, supported by funds from

14 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 15

E . business functions, cont.

The study of accounting at Kellogg is organized principally around

16 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

+E8.2.4 communication and information in the organization (k)

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 17

E . business functions, cont.

ET information management (k)

18 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 19

E . business functions, cont.

BT +E12.2 public relations

20 Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy

sellers of goods and services and employers of resources and

Harvard Stanford Business Thesaurus. Draft Upper Level Hierarchy 21