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- All HBS Web
(776)
- News (106)
- Research (597)
- Events (1)
- Multimedia (3)
- Faculty Publications (272)
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- June 2021
- Technical Note
SPAC Space
By: John R. Wells and Benjamin Weinstock
In 2020, over half of all initial public offerings (IPOs) in the United States were special purpose acquisition companies (SPACs), blank-check companies that typically had two years to find a business to take public, usually through a reverse merger. Together, 248... View Details
Keywords: Special Purpose Acquisition Companies; SPACs; Mergers and Acquisitions; Going Public; Initial Public Offering; Investment; Strategy
Wells, John R., and Benjamin Weinstock. "SPAC Space." Harvard Business School Technical Note 721-456, June 2021.
- 07 Jul 2008
- Research & Ideas
Innovation Corrupted: How Managers Can Avoid Another Enron
defraud shareholders had already entered guilty pleas. Skilling and Lay argued that these 15 plea bargainers were all honest men who had been bullied into false confessions by the "witch hunt" tactics of the Justice Department.... View Details
- January 2008 (Revised July 2008)
- Case
Opportunity Partners
By: Robin Greenwood and James Quinn
Philip Goldstein, the principal in a growing hedge fund and prominent activist investor, has taken a position in a Mexico-based closed-end fund. Following a hard-fought proxy contest in which he advocated for management to eliminate the fund's substantial discount,... View Details
Keywords: Investment Activism; Investment Funds; Business and Shareholder Relations; Value; Financial Services Industry; Mexico
Greenwood, Robin, and James Quinn. "Opportunity Partners." Harvard Business School Case 208-097, January 2008. (Revised July 2008.)
- 08 Nov 2016
- Working Paper Summaries
Managers' Cultural Background and Disclosure Attributes
- 04 Feb 2008
- Research & Ideas
Putting Entrepreneurship in the Social Sector
The social sector is big business. In the United States alone some 1.5 million nonprofits and other social ventures have combined revenues of $700 billion and control assets valued at $2 trillion—a seemingly substantial arsenal to tackle... View Details
Keywords: by Sean Silverthorne
- November 2006 (Revised June 2010)
- Case
SUN Brewing (B)
In July 2004, Shiv, Nand, and Uday Khemka are discussing their holdings in SUN Interbrew, a leading Russian beer producer that is part of the family's global portfolio of businesses. SUN Interbrew has been operating as a joint venture since 1998, when the Khemka... View Details
Keywords: Mergers and Acquisitions; Investment; Globalized Markets and Industries; Ownership Stake; Family Ownership; Valuation; Food and Beverage Industry; Russia
Villalonga, Belen, and Raphael Amit. "SUN Brewing (B)." Harvard Business School Case 207-039, November 2006. (Revised June 2010.)
- 16 Nov 2021
- HBS Case
How a Company Made Employees So Miserable, They Killed Themselves
2001, the once-profitable company lost 8.3 billion euros (equal to $15.1 billion today)—the second-biggest loss of any French company ever. A year later, the company’s debts totaled 71 billion euros, three times the value of the firm.... View Details
Keywords: by Michael Blanding
- 18 Jul 2006
- First Look
First Look: July 18, 2006
acquisition and the management team running the acquired firm for the private equity sponsor share the shareholder value creation in a successful leveraged buyout. Purchase this note:... View Details
Keywords: Sean Silverthorne
- 01 Oct 2001
- Research & Ideas
Organizing the Family-Run Business
Family companies that progress to the Cousin Consortium stage, where two or more cousins control the company, can have bloated, highly political boards. But over time many family businesses learn the value of a well-composed and well-run... View Details
- 23 Aug 2016
- First Look
August 23, 2016
methods. Myth Number 1: Environmental, social, and governance (ESG) programs reduce returns on capital and long-run shareholder value. Reality: Companies committed to ESG are finding competitive advantages in product, labor, and capital... View Details
Keywords: Sean Silverthorne
- 10 Mar 2015
- First Look
First Look: March 10
solely on the merits of its strategic value to Oasys. He was forced to evaluate the strategic benefit alongside the likelihood of actually closing a deal, the specific terms of each deal, and especially the speed with which a deal could... View Details
Keywords: Carmen Nobel
- 21 Mar 2019
- HBS Case
The Ferrari Way
company was run in a more casual way, with a great deal of informality,” he says. Being accountable to shareholders caused Ferrari to have to get serious about setting performance targets and professionalizing its organizational chart.... View Details
- 09 Dec 2002
- Research & Ideas
Unilever—A Case Study
Organization Unilever was an organizational curiosity in that, since 1929, it has been headed by two separate British and Dutch companies—Unilever Ltd. (PLC after 1981), and Unilever N.V.—with different sets of shareholders but identical... View Details
- 14 May 2018
- Research & Ideas
Amazon vs. Whole Foods: When Cultures Collide
Jamie_Hall Amazon’s acquisition of Whole Foods last August was the corporate equivalent of mixing tap water with organic extra virgin olive oil. You’d be hard-pressed to find two companies with more different value propositions. Even so,... View Details
- 31 May 2011
- First Look
First Look: May 31
case:http://cb.hbsp.harvard.edu/cb/product/811077-PDF-ENG Braddock Industries, Inc. William E. FruhanHarvard Business School Case 211-061 This case examines the drivers of economic value creation for View Details
Keywords: Sean Silverthorne
- 22 Nov 2010
- Research & Ideas
Seven Strategy Questions: A Simple Approach for Better Execution
with difficult trade-offs. Prioritizing core values should be the second pillar of your business strategy. For some companies, shareholders come first. For others, it may be employees. In other companies, it... View Details
Keywords: by Robert Simons
- 09 Feb 2009
- Research & Ideas
Uncompromising Leadership in Tough Times
purpose than simply profit and increasing stock price, though they were all laser-focused on profitability and saw it as essential to achieving their larger purpose for the firm. They had a multi-stakeholder view of the firm as opposed as a View Details
Keywords: by Martha Lagace
- 14 Jan 2019
- Op-Ed
These 4 CEOs Created a New Standard of Leadership
contribute to society in meaningful ways, not just profit from it. They believed that organization had to benefit all stakeholders: their customers, employees, shareholders, and communities and that this approach would result in sustained increases in revenues,... View Details
- 01 Oct 2001
- Research & Ideas
How To Make Restructuring Work for Your Company
The following excerpt is taken from the "Lessons of Restructuring" section of Gilson's introduction to Creating Value through Corporate Restructuring. Although the case studies in this book span a wide range of companies,... View Details
Keywords: by Stuart C. Gilson
- 29 Jan 2008
- First Look
First Look: January 29, 2008
and marginal-cost options. The emphasis on short-term earnings per share as the primary driver of share price, and hence shareholder value creation, acts to restrict investments in innovative long-term... View Details
Keywords: Martha Lagace