Publications

February 2015 (Revised August 2016)
Case

Nokia's Bridge Program: Redesigning Layoffs (A)

By: Sandra J. Sucher and Susan J. Winterberg

"Not another Bochum." Nokia Board Chairman Jorma Ollila was clear in the goals he set for the 2011 restructuring that Nokia's new CEO, Stephen Elop, had decided was necessary to address the dramatically changed competitive environment the company faced in smartphones... View Details

Keywords: Layoffs; Plant Closure; Outplacement; Shared Value; Business or Company Management; Job Cuts and Outsourcing; Restructuring; Employee Relationship Management; Telecommunications Industry

Article

The Second Face of Appropriability: Generative Appropriability and Its Determinants

By: Gautam Ahuja, Curba Morris Lampert and Elena Novelli

We distinguish between two forms of appropriability: primary appropriability—effectiveness in exploiting inventions as problem-solving mechanisms and capturing a share of their profits—and generative appropriability—effectiveness in exploiting inventions as concepts... View Details

Keywords: Innovation Management; Profit Management; Product Management; Resource Management; Strategic Alliances (Business); Strategic Planning; Innovation and Management

February 2015 (Revised May 2015)
Supplement

Nokia's Bridge Program: Outcome and Results (B)

By: Sandra J. Sucher and Susan J. Winterberg

Nokia's leaders reflect on the Bridge program, lessons learned during its implementation, and the business benefits it brought to the company. Nokia's Bridge program resulted in 60% of employees knowing their next step the day they exited the firm. It also helped... View Details

Keywords: Layoffs; Plant Closure; Outplacement; Shared Value; Business or Company Management; Job Cuts and Outsourcing; Restructuring; Employee Relationship Management; Telecommunications Industry

March 2014 (Revised February 2015)
Case

Loki Capital Management

By: Joseph B. Fuller, Shikhar Ghosh and Matthew Preble

In December 2013, Michael Kane was preparing to launch his start-up's first hedge fund. While pleased with the development of the business, he wanted to address a few lingering issues before going any further. He debated whether or not to fire the company's chief... View Details

Keywords: Hedge Fund; Hedge Funds; Equity Split; Fundraising; Investor Clientele; Team Building; Human Resource Management; Human Capital; Human Resources; Equity; Financial Services Industry; United States

October 2014
Case

Honeywell and the Great Recession (A)

By: Sandra J. Sucher and Susan J. Winterberg

CEO Dave Cote spent six years turning around an ailing Honeywell and in 2008 Cote and his team face a new challenge: how to respond to the Great Recession. Cote does not want to give up the gains he made in transforming and unifying Honeywell. With a fall-off in... View Details

Keywords: Layoffs; Furloughs; Downsizing; Work Sharing; Short Time Work; Recessions; Earnings Forecast; Job Cuts and Outsourcing; Cost Management; Executive Compensation; Crisis Management; Financial Crisis; Manufacturing Industry

October 2014
Supplement

Honeywell and the Great Recession: The Economic Recovery (B)

By: Sandra J. Sucher and Susan J. Winterberg

Five years after the Great Recession, Honeywell's CEO Dave Cote and his executive team reflect on the choices they made to manage costs and earnings forecasts during that uncertain time. They discuss which cost cutting measures they decided to take and their personal... View Details

Keywords: Layoffs; Furloughs; Downsizing; Work Sharing; Short Time Work; Recessions; Earnings Forecast; Job Cuts and Outsourcing; Cost Management; Executive Compensation; Crisis Management; Financial Crisis; Manufacturing Industry