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Publications
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(2,121)
- Faculty Publications (328)
- July 1995 (Revised September 1995)
- Background Note
Technology for Teams
By: Lynda M. Applegate and Geoffrey Bock
The importance of groups in organizations has long been recognized but, until recently, groups were always "tacked onto" organizations that were designed around individuals. It was not just the logic of classical organizational theory that perpetuated this focus on the... View Details
- January 1995 (Revised January 1995)
- Case
USAA: Business Process Review for the Great Lakes Region (Abridged)
By: James L. Heskett
Presents the results of a service process analysis of USAA's claims processing activity in its Great Lakes Region. Explores not only issues of redesigning the process but also the organizational implications of various alternatives. View Details
- November 1994
- Background Note
Why Bad Things Happen to Good Companies
By: Benson P. Shapiro, Adrian J. Slywotsky and Richard S. Tedlow
Describes the Darwinian internal and external processes that lead to poor performance from a previously well performing company. Demonstrates why any business design eventually fails and the role of organizational calcification and poor leadership in the failure. Also... View Details
- August 1994 (Revised May 2001)
- Case
ITT Automotive: Global Manufacturing Strategy (1994)
By: Gary P. Pisano and Sharon L. Rossi
ITT Automotive is in the process of developing a new-generation antilock brake system (ABS), designated the MK-20. The case focuses on the level of automation to be used in the production of this new system, and whether all plants should use the same process... View Details
- July 1994
- Case
Microsoft: Multimedia Publications (A)
By: Marco Iansiti and Ellen Stein
Microsoft Corp. has built a highly successful business around computer software (both applications and system software) using a particular organizational structure. Now that the company has chosen to enter the consumer market with a CD-ROM product, how should Microsoft... View Details
- June 1994 (Revised September 1994)
- Background Note
Commercializing Technology: Imaginative Understanding of User Needs
The transformation of technology into commercially successful products is a process fraught with risk and uncertainty, and increasing pressure on time to market is exacerbating the difficulties. This note first describes a study conducted by Hewlett-Packard to improve... View Details
- March 1994 (Revised October 1994)
- Case
Reading Energy
Reading Energy builds facilities that produce energy from nontraditional fuels. A privately held, entrepreneurial organization, it has spent six years developing a plan to build a waste-to-energy plant in the town of Robbins, Illinois. The plant would burn municipal... View Details
- September 1993 (Revised August 2011)
- Supplement
ExtendSim® Simulation Exercises in Process Analysis, User's Guide
By: Roy D. Shapiro and Ann E. Gray
Designed to be used with ExtendSim Simulation Exercises in Process Analysis (A) and (B). Unadvertised per Case Records. View Details
Keywords: Management Practices and Processes
- April 1993 (Revised May 1994)
- Case
General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A)
By: F. Warren McFarlan and Katherine Seger
Designed to generate discussion on the issues of outsourcing from the perspective of a firm thinking about turning over its IS activities to a third-party vendor. View Details
Keywords: Management Systems; Management Style; Information Technology; Job Cuts and Outsourcing; Business Strategy; Economic Systems; Business or Company Management; Organizational Change and Adaptation; Business Processes; Employment; Emerging Markets; Activity Based Costing and Management; Information Technology Industry; Consulting Industry
- November 1992
- Case
Process Control at Polaroid (B)
By: H. Kent Bowen and Steven C. Wheelwright
The plant manager of a film production operation wants to create and implement a new approach to quality within the next 12 months. Issues of personnel (and their roles), production processes (and their control), and quality standards must be addressed. View Details
- October 1992 (Revised October 1993)
- Case
Lehigh Valley Industries (LVI)
By: Kim B. Clark
Describes a situation confronting a manufacturer of forged parts that has recently undergone a leveraged buyout. The company is under pressure to improve operating performance dramatically. Describes several options designed to improve performance, including adding... View Details
- February 1992 (Revised January 2002)
- Case
BMW: The 7-Series Project (A)
By: Gary P. Pisano
Explores BMW's decision about how to manufacture prototype vehicles. Historically, BMW's prototypes were handcrafted by highly skilled artisans in the company's shop. A proposal has been made to alter the process so that prototypes are made in a way that can better... View Details
- February 1991 (Revised February 1992)
- Case
Appex Corp.
By: Nitin Nohria
1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through... View Details
Keywords: Information Technology; Organizational Change and Adaptation; Organizational Design; Management Analysis, Tools, and Techniques; Organizational Culture; Mobile and Wireless Technology; Performance Productivity; Problems and Challenges; Management Practices and Processes; Business Divisions; Information Management; Information Technology Industry; Telecommunications Industry; United States
- January 1991
- Article
Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies: The New Venture Process at Eastman Kodak, 1983-89
By: R. M. Kanter, L. Richardson, J. North and E. Morgan
- November 1990 (Revised April 1999)
- Case
General Motors: Packard Electric Division
Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology... View Details
- November 1990 (Revised January 2008)
- Case
Regency Plaza
By: William J. Poorvu and Richard E Crum
Designed to examine the process of project management during the development cycle of a luxury condominium building, exploring the issue of how the design, development strategy, project organization, and project personnel are interrelated. More specifically, looks at... View Details
- December 1989
- Background Note
Note on How Organizations Can be Structured
By: D. Q. Mills
Describes four basic organizational forms--hierarchy, division, matrix, and cluster. Diagrams of each are included. Their strengths and weaknesses under different business environment conditions are detailed. There is a table comparing the forms on several key... View Details
- October 1989 (Revised May 1996)
- Case
Xerox Corp.: Leadership Through Quality (A)
By: Todd D. Jick and Leonard A. Schlesinger
Describes the "Leadership Through Quality" effort undertaken by Xerox in the 1980s. Includes the history of Xerox in the 1970s and its need to make major changes in quality by the 1980s. Most of the remainder of the case details the step-by-step process by which Xerox... View Details
- January 1989
- Background Note
Managing Information Technology: System Development
By: James I. Cash Jr. and Thomas H. Davenport
Provides an overview of the system development process in large organizations. Describes traditional life cycle approaches as well as more recent methods, e.g., prototyping. The objective is to familiarize students with the terminology and issues involving system... View Details