Publications
Publications
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(6,113)
- Faculty Publications (1,392)
- September 1992 (Revised August 2004)
- Supplement
Martin Marietta: Managing Corporate Ethics (B)
By: Lynn S. Paine
The president of one of Martin Marietta's four main operating companies has learned of procurement irregularities in the company he manages. The problems involve U.S. government contracts the company is working on. After getting legal advice from the company's general... View Details
- September 1992 (Revised November 1996)
- Case
Royal Automobile Club Rescue Services Division: Transformation Through Technology
By: W. Earl Sasser and Roger H. Hallowell
The Royal Automobile Club uses a new computer and telephone system to improve its service standards and profitability. After the initial impact of changes from technology, the organization faces a need to choose between future technological development or... View Details
- June 1992 (Revised June 1993)
- Case
Hennessy and Harvey-Jones: Two Responses to the Crisis in Chemicals
Responding to the crisis in chemicals in the early 1980's, Allied Chemical (U.S.) and ICI (U.K.) appoint new chairmen to revitalize each company's strategy, culture, and organization. Hennessy, an outsider with a background in managing conglomerates, has strong ideas... View Details
- 1992
- Chapter
Bankruptcy, Boards, Banks, and Blockholders: Evidence on Changes in Corporate Ownership and Control When Firms Default
By: S. C. Gilson
- May 1992 (Revised August 1993)
- Case
Forest Policy in Malaysia
The governments of Malaysia and the Malaysian State of Sarawak need to assess possible changes in forest policy. Environmentalist pressure threatens traditional market relationships and patterns of business-government interaction. Harvest regulations, subsidies, trade... View Details
- March 1992 (Revised June 1993)
- Case
Lada do Brasil
By: James E. Austin and Helen Shapiro
In an effort to capitalize on the entrepreneurial opportunity presented by the Brazilian government's trade liberalization, a Panamanian automobile trading company launched a business of importing the Russian made Lada cars into Brazil. The company confronts a complex... View Details
- March 1992 (Revised March 1995)
- Supplement
Joline Godfrey and the Polaroid Corp. (B)
By: Linda A. Hill
Supplements Joline Godfrey and the Polaroid Corp. (A). View Details
- March 1992 (Revised April 2000)
- Case
Joline Godfrey and the Polaroid Corporation (A)
By: Linda A. Hill and Nancy A Kamprath
Describes how Joline Godfrey, an intrapreneur at the Polaroid Corp., introduced and developed a project that could help Polaroid move to a more service- as opposed to product-oriented focus. Also depicts the mentor-protege relationship between Godfrey and Gerald... View Details
- February 1992 (Revised January 1996)
- Supplement
Birds Eye and the U.K. Frozen Food Industry (B)
By: David J. Collis
Describes the change in strategy Birds Eye adopted in the 1980s in the face of declining profitability and eroding market share. Updates the (A) case. View Details
- February 1992 (Revised December 1992)
- Case
MCI Vision (A)
This case series focuses on divisional marketing and sales efforts concerning Vision, a new telecommunication product intended for the small business marketplace. Vision represents both a significant opportunity, and different field marketing requirements, for MCI.... View Details
- December 1991 (Revised October 1998)
- Case
Eli Lilly and Co.: Manufacturing Process Technology Strategy--1991
By: Gary P. Pisano, Steven C. Wheelwright and Jonathan West
Outlines the evolution of Lilly's corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly's strategy for the early 1990s, as well as to what extent and what role process development... View Details
- October 1991 (Revised August 2000)
- Case
Becton Dickinson & Company: VACUTAINER Systems Division (Condensed)
By: V. Kasturi Rangan and Frank V. Cespedes
Becton Dickinson, a phenomenally successful company with an 80% market share in the blood collection needles and syringes market faces a change in the customer buying environment (cost containment pressures at hospitals). This forces a reevaluation of the company's... View Details
- August 1991 (Revised March 1993)
- Case
Champion International Corp.: Timber, Trade, and the Northern Spotted Owl
Champion's forest products division owns timberlands, sawmills, and plywood mills in the Pacific Northwest. The listing of the northern spotted owl as an endangered species, and restrictions on exports of logs from state-owned lands, have disrupted the stumpage, log... View Details
- July 1991 (Revised September 1995)
- Case
Eastman Kodak Co.: Managing Information Systems Through Strategic Alliances
In January 1988, Colby Chandler, Kodak CEO, created the Corporate Information Systems (CIS) and appointed Katherine Hudson head. She at once became the first head of IT and first woman corporate vice president in the company. Throughout 1989, Hudson inaugurated a... View Details
- June 1991 (Revised April 1993)
- Case
General Electric: Jack Welch's Second Wave (A)
By the mid 1980's Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade. Welch insisted that his business units be number one or number two in their markets, and have the strength of... View Details
- June 1991 (Revised March 1995)
- Case
Becton Dickinson (D): Strategic Human Resource Management Profiling
By: Michael Beer
Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for... View Details
- April 1991 (Revised January 1997)
- Case
Beatrice Companies--1985
By: David J. Collis
Describes the history of Beatrice Companies from its beginning as a dairy in 1891 to 1985, when the company was a $12 billion conglomerate. Focuses on the corporate strategies that Beatrice followed under each of its CEOs and concentrates on the company's strategic... View Details
- February 1991 (Revised July 1993)
- Case
Cultural Change at Nissan Motors
By: John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the... View Details