Publications
Publications
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- All HBS Web
(2,748)
- Faculty Publications (884)
- December 2013
- Case
The PGA Tour (A)
By: Ramon Casadesus-Masanell and Cole Magrath
In 1994, the PGA Tour (the "Tour"), the dominant incumbent professional golf circuit, had created tremendous value for its players. In the 1974 season, players competed for $8 million in prize money; by the 1994 season, the total prize purse had increased to $56... View Details
- December 2013 (Revised May 2021)
- Case
Paul Levy: Confronting a 'Corporate Campaign' (A)
Hospital CEO Paul Levy confronts an SEIU unionization drive via a "corporate campaign" aimed at undercutting the hospital's relationships with key internal and external constituencies. Having shepherded one of Boston's top teaching hospitals much of the way through a... View Details
- November 2013 (Revised January 2015)
- Case
Restructuring JAL
By: Malcolm Baker, Adi Sunderam, Nobuo Sato and Akiko Kanno
Hideo Seto, the recently appointed chairman of the investment committee of the Enterprise Turnaround Initiative Corporation, must decide whether to push JAL group, Japan's largest airline, into bankruptcy or to act as a sponsor in an out-of-court restructuring. The... View Details
- November 2013
- Case
GlaxoSmithKline in China (A)
By: John A. Quelch and Margaret L. Rodriguez
Four GlaxoSmithKline employees were accused of bribing Chinese health care workers to prescribe the company's drugs. The accusations brought to light the questionable incentive structures of the Chinese health care system and the pressure on companies to adhere to... View Details
Keywords: Public Health; Pharmaceuticals; China; Bribery; CSR; Hong Bao; Health Care; Drug; GlaxoSmithKline; GSK; Witty; Government; Marketing; Health; Health Care and Treatment; Corporate Social Responsibility and Impact; Corporate Strategy; Corporate Governance; Business and Government Relations; Ethics; Pharmaceutical Industry; China; United Kingdom; United States
- November 2013
- Article
Which U.S. Market Interactions Affect CEO Pay? Evidence from UK Companies
By: Joseph Gerakos, Joseph Piotroski and Suraj Srinivasan
This paper examines how different types of interactions with U.S. markets by non-U.S. firms are associated with higher level of CEO pay, greater emphasis on incentive-based compensation, and smaller pay gap with U.S. firms. Using a sample of CEOs of UK firms and using... View Details
- October 2013
- Case
Pearle Vision: Clearly Different?
By: Rajiv Lal and Natalie Kindred
Ohio-based optical retailer Pearle Vision, part of the vertically integrated Italian eyewear group Luxottica, sold glasses and offered in-store eye exams. Once the largest U.S. optical retailer, Pearle Vision, with 266 corporate stores and 356 franchised stores in... View Details
- October 2013 (Revised September 2014)
- Case
The TELUS Share Conversion Proposal
By: Lucy White, Benjamin C. Esty and Lisa Mazzanti
On February 21, 2013, TELUS announced a proposal to convert the firm's non-voting shares into voting shares on a one-to-one basis, thereby eliminating the firm's dual class structure. Shareholders were scheduled to vote on the proposal at the firm's annual general... View Details
Keywords: Proxy Contest; Proxy Battle; Proxy Advisor; ISS; Glass Lewis ＆ Co.; Hedge Fund; Short Selling; Share Lending; Telecommunications; Voting Rights; Empty Voting; Equity Decoupling; Share Unification; Dual Class Shares; Canada; Exchange Ratio; Shareholder Activism; Shareholder Votes; Investment Activism; Public Equity; Capital Structure; Investment Return; Corporate Governance; Corporate Finance; Ownership Stake; Business and Shareholder Relations; Valuation; Telecommunications Industry; Canada; British Columbia; United States; New York (city, NY)
- October 2013
- Article
How Firms Respond to Mandatory Information Disclosure
By: Anil R. Doshi, Glen W.S. Dowell and Michael W. Toffel
Mandatory information disclosure regulations seek to create institutional pressure to spur performance improvement. By examining how organizational characteristics moderate establishments' responses to a prominent environmental information disclosure program, we... View Details
- September 2013 (Revised March 2014)
- Case
Progress Energy and Duke Energy (A)
By: Guhan Subramanian and Charlotte Krontiris
Just as Duke Energy and Progress Energy announce their merger—forming the largest utility company in the United States, to be led by the current Progress CEO—a nuclear reactor owned by Progress suffers major damage and must be taken offline. While Progress grapples... View Details
- September 2013
- Case
United Rentals (A)
By: Jay W. Lorsch, Kathleen Durante and Emily McTague
In December 1997 United Rentals (URI) went public on the NYSE. Ten years later, during the peak of the economic meltdown, the company's performance was in decline. United Rentals had experienced its share of problems in the prior years and was still struggling to... View Details
- September 2013
- Case
Advanced Leadership Pathways: Laurent Adamowicz and Bon'App
By: Rosabeth Moss Kanter, Juliane Calingo Schwetz and Patricia Bissett Higgins
After a successful career as Chairman and CEO of Paris-based luxury food company Fauchon, Laurent Adamowicz sought to reduce obesity and improve health outcomes. Adamowicz created a mobile application to provide consumers with more accessible and interpretable... View Details
Keywords: Management; Startup; Leadership; Leadership Style; Leadership Skills; Nutrition Database; Nutritionist In Your Pocket; Nutritional Educational Platform; Shazam Of Food; Weight Loss; Iphone; Android; Applications; App Development; Nutrition Labeling; Nutritional Information; Obesity; Epidemic; Applications and Software; Nutrition; Business Startups; Health; Health Care and Treatment; Information Technology Industry; Health Industry; Boston; Massachusetts
- 2013
- Working Paper
How Major League Baseball Clubs Have Commercialized Their Investment in Japanese Top Stars
By: Isao Okada and Stephen A. Greyser
When a Major League Baseball club signs a Japanese star player, it obviously tries to commercialize its investment in the player. The initial focus is on home attendance (ticket sales) and television audiences, plus merchandise sales. These elements are similar to... View Details
- September 2013 (Revised June 2017)
- Supplement
IBM and the Reinvention of High School (B): Replicating & Scaling P-TECH and Partners
By: Rosabeth Moss Kanter and Ai-Ling Jamila Malone
IBM's Corporate Citizenship office created an innovation in public education through a business-school partnership for widespread replication and diffusion. In 2012, while P-TECH (Pathways in Technology Early College High School) was still in its first year operating,... View Details
- September 2013 (Revised May 2014)
- Case
OdontoPrev
By: Regina E. Herzlinger, Matthew Lingenbrink, Joshua Turnbull and Ricardo Reisen De Pinho
Brazil's largest dental insurer, a successful and innovative firm, has saturated the corporate market and faces stiffer competition. It must decide whether to enter a new market in Brazil or to expand into other parts of Central and South America. View Details
- September 2013 (Revised August 2015)
- Background Note
Leadership and Teaming
By: Ethan Bernstein
Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail... View Details
Keywords: Teams; Teaming; Leadership And Managing People; Leadership; Team Effectiveness; Team Performance; Team Design; Team Leadership; Teamwork; Team Process; Team Function; Team Launch; 60/30/10 Rule; Team Boundary; Distribution Of Leadership Authority; Self-Managed Teams; Virtual Teams; Unbounded Teams; Acts Of Leadership; Execution Teams; Decision Making Teams; Creativity Teams; Team Size; Task Design; Team Timeline; Team Roles; Team Representation; Diversity; Team Familiarity; Collective Intelligence; Team Stages Of Development; Team Coaching; Performance Pressure; X-Teams; Team Focus; Interaction; Management Teams; Managerial Roles; Management Systems; Management Style; Management Skills; Management Practices and Processes; Organizational Design; Organizational Structure; Performance Effectiveness; Performance Efficiency; Performance Productivity; Groups and Teams; Networks; Social Psychology; Behavior; Conflict and Resolution; Creativity; Social and Collaborative Networks; Satisfaction; Prejudice and Bias; Power and Influence; Personal Characteristics; Familiarity; Cognition and Thinking; Attitudes; Projects; Organizational Culture; Organizational Change and Adaptation; Leadership Development; Leadership Style; Leading Change; Knowledge Use and Leverage; Knowledge Sharing; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Design; Interpersonal Communication; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Music Industry; Asia; North and Central America; South America; Atlantic Ocean; Central Asia; Europe; Latin America; Middle East; Oceania; West Indies
- September 2013 (Revised November 2015)
- Case
Living Proof: Are We a Technology Company or a Beauty Company?
By: Willy Shih
Jon Flint came up with the idea of a science-based beauty company while talking with his hairdresser about the problems with typical hair and skin care products. Together with a small team that included Professor Robert Langer of MIT, he committed to assemble a team... View Details
Keywords: Hair Care; Personal Care; Science-based; R＆D; Innovation and Invention; Innovation and Management; Innovation Leadership; Innovation Strategy; Technological Innovation; Marketing; Marketing Strategy; Product Marketing; Product Positioning; Science-Based Business; Business Strategy; Commercialization; Corporate Strategy; Technology Platform; Expansion; Beauty and Cosmetics Industry; United States; Boston; Cambridge
- September 2013 (Revised June 2019)
- Case
Marquee: Reinventing the Business of Nightlife
By: Anita Elberse, Ryan Barlow and Sheldon Wong
In January 2013, nightlife impresarios Jason Strauss and Noah Tepperberg are celebrating the re-opening of their famed New York City–based nightclub Marquee. While most clubs are over within their first one and a half years, Strauss and Tepperberg managed to keep... View Details
- September–October 2013
- Article
The Role of Organizational Scope and Governance in Strengthening Private Monitoring
By: Lamar Pierce and Michael W. Toffel
Governments and other organizations often outsource activities to achieve cost savings from market competition. Yet such benefits are often accompanied by poor quality resulting from moral hazard, which can be particularly onerous when outsourcing the monitoring and... View Details
Keywords: Crime and Corruption; Decision Choices and Conditions; Corporate Accountability; Governance Compliance; Policy; Management Practices and Processes; Demand and Consumers; Market Design; Market Entry and Exit; Market Transactions; Service Delivery; Service Operations; Business Processes; Organizational Structure; Performance Effectiveness; Performance Expectations; Practice; Transportation; Transportation Industry; Service Industry; United States; New York (state, US)
- August 2013 (Revised December 2014)
- Case
Taking Dell Private
By: David J. Collis, David B. Yoffie and Matthew Shaffer
In July 2012, Michael Dell, CEO and founder of Dell, Inc., met with a representative of Silver Lake Partners to explore taking his company private. The company, which he had founded in his dorm room as a college freshman and which had made him the youngest Fortune 500... View Details
Keywords: Strategy; Going Private; The PC Market; Market For Corporate Control; Corporate Strategy; Leveraged Buyouts; Change Management; Private Equity; Market Entry and Exit; Private Ownership; Information Infrastructure; Applications and Software; Internet and the Web; Computer Industry; Technology Industry; United States
- 2013
- Working Paper
Historical Origins of Environmental Sustainability in the German Chemical Industry, 1950s-1980s
By: Geoffrey Jones and Christina Lubinski
This working paper examines the growth of corporate environmentalism in the West German chemical industry between the 1950s and the 1980s. German business has been regarded as pioneering corporate environmentalism after World War II. In contrast, this study reveals... View Details