David A. Moss

David Moss is the Paul Whiton Cherington Professor at Harvard Business School and the founder of the Tobin Project, a nonprofit research organization that has received the MacArthur Award for Creative and Effective Institutions. He has received the Student Association Faculty Award for outstanding teaching at the Harvard Business School eight times. Democracy: A Case Study grew out of a course he created for Harvard undergraduates and business school students that has been taught to the United States Congress and to state congresses and that is now being brought to high schools throughout America as part of the High School Case Method Project, which Professor Moss oversees at Harvard Business School.

Search Results: 3 found (sorted by date)
  • Click on a column heading to sort search results by title, author, etc.
  • HUP eBooks are available from a variety of vendors.
  • Works in the E-ditions program are available from De Gruyter as PDF ebooks or print-on-demand hardcover volumes.
TitleAuthorFormatPublication DatePrice
Cover: Democracy: A Case StudyDemocracy: A Case StudyMoss, David A.PAPERBACK03/11/2019$22.00
Cover: When All Else Fails: Government as the Ultimate Risk ManagerWhen All Else Fails: Government as the Ultimate Risk ManagerMoss, David A.PAPERBACK10/25/2004$35.00
Cover: Socializing Security: Progressive-Era Economists and the Origins of American Social PolicySocializing Security: Progressive-Era Economists and the Origins of American Social PolicyMoss, David A.HARDCOVER10/06/1995$92.00
Page 1 of 1

Back to top

The Magnificent Boat: The Colonial Theft of a South Seas Cultural Treasure, by Götz Aly, translated by Jefferson Chase, from Harvard University Press

From Our Blog

The Burnout Challenge

On Burnout Today with Christina Maslach and Michael P. Leiter

In The Burnout Challenge, leading researchers of burnout Christina Maslach and Michael P. Leiter focus on what occurs when the conditions and requirements set by a workplace are out of sync with the needs of people who work there. These “mismatches,” ranging from work overload to value conflicts, cause both workers and workplaces to suffer