Publications

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January 1995
Case

3M: Profile of an Innovating Company

By: Christopher A. Bartlett and Afroze A Mohammed

Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to... View Details

Keywords: Organizational Change and Adaptation; Competitive Advantage; Organizational Culture

January 1993 (Revised April 1993)
Case

Chadwick, Inc.: The Balanced Scorecard

By: Robert S. Kaplan

The pharmaceutical division of a diversified company has been asked to develop a Balanced Scorecard. Research and development projects take about ten years to bring a new product to the marketplace and the division depends on good relations and active feedback from its... View Details

Keywords: Balanced Scorecard; Performance Evaluation; Customer Relationship Management; Goals and Objectives; Customer Satisfaction; Research and Development; Marketplace Matching; Financial Condition; Product Launch; Pharmaceutical Industry

February 1992 (Revised March 1993)
Case

Intel Corp.--1992

By: Kenneth A. Froot

Intel Corp., the world's dominant designer and manufacturer of microprocessors (the "brains" of the personal computer), has accumulated a large amount of cash (net of debt). Furthermore, it expects to continue to accumulate cash at an unprecedented rate. Has the... View Details

Keywords: Dividends; Financial Management; Competition; Multinational Firms and Management; Cash; Technological Innovation; Capital Structure; Investment Return; Equity; Financial Strategy; Corporate Finance; Semiconductor Industry; United States

June 1989
Background Note

Mastering the Art of Change: Managing Convergence and Upheaval

By: Rosabeth M. Kanter and Leonard A. Schlesinger

Outlines the differences between convergent change, which is a process of incremental innovation and continuous improvement, and divergent change, which involves revolutionary changes. Discusses how to manage each type of change and the consequences associated with... View Details

Keywords: Change Management; Change

March 1985 (Revised November 1985)
Case

Wilmington Tap and Die

By: Robert S. Kaplan

The general manager of a division manufacturing taps and dies must decide whether to continue a major capital investment program. The program was designed to replace aging mechanical machines with modern, electronically controlled equipment. A post-audit, after an... View Details

Keywords: Capital Budgeting; Investment; Accounting Audits; Cost Management; Technological Innovation; Information Technology; Performance Productivity; Production; Management Analysis, Tools, and Techniques; Manufacturing Industry

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Forthcoming
Article

Confronting the Limits of Symbolic Actions: How Entrepreneurs Narrow the Presentation-Performance Gap

By: Rebecca Karp and Siobhan O'Mahony

Entrepreneurs often skillfully leverage symbolic actions to manage impressions and gain acceptance for their innovations. Impression management can generate interest, but also heighten expectations beyond an innovation’s capabilities, creating a gap between... View Details

Keywords: Digital Innovation; Integration Strategy; Impression Management; Innovation Strategy; Entrepreneurship; Health Industry; Technology Industry

Research Summary

Innovations in Logistics: The Impact of Channel Coordination

By: Janice H. Hammond

Roy D. Shapiro (with Janice H. Hammond and Marshall L. Fisher) is studying innovative systems and management approaches that integrate and coordinate material and information flows through the supply chain so as to reduce or eliminate the redundant activities that tend... View Details

Teaching Interest

Leading Product Innovation

By: Stefan H. Thomke

For several years, Apple has ranked as the most innovative business in the world. How does this winning company continue to achieve success in its quest to develop—in the words of Steve Jobs—insanely great products? This program takes a deep dive into the latest... View Details

Teaching Interest

Leading Professional Service Firms

By: Andy Wu

As entry barriers rapidly disappear, competition is accelerating and reshaping the business landscape for professional service firms. Navigating this continual change successfully requires extraordinary leadership abilities. This professional service firm... View Details

Research Summary

Overview

By: Peter Tufano

Tufano’s research has focused on financial innovation and financial engineering—and for more than two decades, household finance. While he continues to study these topics, his current primary research is on the role of business in addressing climate change. With... View Details

Keywords: Financial Innovation; Financial Engineering; Household Finance; Leadership Transitions

Research Summary

Overview

By: Joshua Lev Krieger

In examining the competitive dynamics of R&D strategy, Josh has become particularly interested in how the introduction of new knowledge generated by rivals impacts the direction of R&D efforts. Understanding how new information alters project portfolio decisions is... View Details

2012
Case

Robert Whelan and the Student Loan Crisis (A)

By: Rosabeth M. Kanter and Olivia Leskinen

Robert Whelan and the Student Loan Crisis (A) 2009 AL Fellow Bob Whelan developed an idea with partners that was a seed before his fellowship year and seemed to address a significant national challenge - college financing - with a creative concept and experience from... View Details