Publications
Publications
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- Faculty Publications (226)
- September 2008 (Revised October 2009)
- Background Note
The Carbon Market
By: Andre F. Perold, Forest L. Reinhardt and Mikell Hyman
The carbon market has emerged in response to concerns about global climate change. This note characterizes the market in 2008, describing each segment and how it operates. View Details
- September 2008 (Revised July 2012)
- Case
Khosla Ventures: Biofuels Strategy
By: Joseph B. Lassiter III, William A. Sahlman and Alison Berkley Wagonfeld
By 2008, a number of the firm's early cleantech investments were showing promise, and the companies were starting to need significantly more money to create the massive scale required in the energy sector. As Khosla thought about the hundreds of millions of dollars... View Details
Keywords: Entrepreneurial Marketing; Entrepreneurial Finance; New Product Development; Partnerships; Entrepreneurial Management; Venture Capital; Strategy; Partners and Partnerships; Renewable Energy; Entrepreneurship; Investment Funds; Environmental Sustainability; Product Development; Biotechnology Industry; Financial Services Industry
- August 2008 (Revised July 2009)
- Supplement
Gazprom (B): Energy and Strategy in a New Era
By: Rawi E. Abdelal, Sogomon Tarontsi and Alexander Jorov
President Putin publicly stated that Gazprom, the largest natural gas producer in the world, was a powerful political lever of the Russian state in the world and a keystone in the foundation of the country's energy security. Thus the top leadership of Russia has... View Details
- August 2008 (Revised July 2009)
- Supplement
Gazprom (C): The Ukrainian Crisis and Its Aftermath
By: Rawi E. Abdelal, Sogomon Tarontsi and Alexander Jorov
The case describes the resolution to the January 2006 gas crisis, precipitated by the decision of Gazprom, the largest natural gas producer in the world, to cut off gas supply to Ukraine because of disagreement on the terms of future trade. The case also narrates the... View Details
- June 2008 (Revised August 2008)
- Case
The Suzlon Edge
By: Richard H.K. Vietor and Juliana Seminerio
With prices of oil, coal and gas at historically high levels, the wind industry had installed more than 20,000 MW of wind energy, representing a $37 billion investment in 2007. Besides high prices, wind energy represented a solution for consumers seeking an energy... View Details
- June 2008 (Revised October 2008)
- Case
International Carbon Finance and EcoSecurities
By: Andre F. Perold, Forest L. Reinhardt and Mikell Hyman
In late 2007, EcoSecurities had to decide whether to undertake a new Clean Development Mechanism (CDM) project in China. EcoSecurities was an aggregator of carbon credits and also invested directly in projects that produced carbon credits. Governments and firms... View Details
- April 2008 (Revised March 2014)
- Case
Flying J (A)
By: Rohit Deshpande and Lauren Barley
The largest retailer of diesel fuel in the U.S., Flying J, is rethinking its growth strategy as the economy goes into a recession. Its major customer base, owner-operated truck drivers, are facing increasing costs of doing business. Yet Flying J is considering whether... View Details
- January 2008 (Revised May 2008)
- Case
Cape Wind: Offshore Wind Energy in the USA
By: Richard Vietor
Cape Wind is an extreme example of NIMBY--not in my backyard syndrome. This is the first offshore wind project planned for the United States, in Nantucket Sound, just south of Cape Cod, Massachusetts. Initially proposed six years ago, in 2001, the wind farm would be... View Details
- November 2007 (Revised March 2011)
- Case
Mubadala: Forging Development in Abu Dhabi
By: Rawi E. Abdelal and Irina Tarsis
In 2007, Khaldoon Khalifa Al Mubarak, the CEO of Mubadala Development Company (Mubadala), had every reason to be optimistic about the future of his home, Abu Dhabi, one of the emirates comprising the United Arab Emirates (UAE). The tiny, sandy, and dry emirate with a... View Details
- October 2007 (Revised October 2009)
- Case
Global Climate Change and BP
By: Forest L. Reinhardt and Mikell Hyman
Following the sudden resignation of Sir John Browne, Tony Hayward, BP CEO, must decide how global climate change management will figure into BP's corporate strategy. Climate change management was a major part of BP's strategy under Browne: In 1997 Browne broke from his... View Details
- September 2007 (Revised August 2008)
- Case
Suncor in the Oil Sands Industry
By: Forest L. Reinhardt and Nazli Uludere
Describes the economics, technology, and politics of the oil sands industry, focusing on one of the industry's leading firms. Oil sands deposits in Alberta represent a potentially vast reserve of hydrocarbons, but the extraction, refining, and transportation challenges... View Details
- September 2007 (Revised November 2008)
- Case
Sinopec: Refining its Strategy
By: Richard H.K. Vietor and Julia Galef
China's oil industry, with majority ownership vested in the government, had engaged in an "equity oil" strategy for the past few years-acquiring equity interests in oil producing nations including Sudan, Angola, and Iran. Outside critics, however, suggested that the... View Details
- September 2006 (Revised May 2007)
- Case
GE's Jeff Immelt: The Voyage from MBA to CEO
By: Christopher A. Bartlett and Andrew N. McLean
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and... View Details
- September 2006 (Revised November 2008)
- Case
Supergrid
Supergrid is a mammoth wind-power development scheme for Europe, recently proposed by Airtricity. This firm, founded in 1997, is a fast-growing power-development company focused on wind. Already having built about 600 megawatts of wind turbines in Scotland and Ireland,... View Details
- January 2006 (Revised February 2006)
- Case
E.ON Corporate Strategy
By: Forest L. Reinhardt and Sebastian Frankenberger
Examines the corporate strategy of German energy giant E.ON. The firm is vertically integrated, horizontally diversified across electricity and natural gas, and active in numerous countries in Europe as well as in the United States. Explores the costs and benefits of... View Details
- October 2004 (Revised September 2005)
- Supplement
Sonoco Products Company (B): The Hybrid Model
By: David A. Thomas, Boris Groysberg and Cate Reavis
Supplements the (A) case. View Details
- March 2004 (Revised June 2004)
- Case
Blackout: August 14, 2003
By: Thomas R. Eisenmann and Ryland Matthew Willis
On August 14, 2003, an electricity blackout cascaded throughout the northeastern United States and Canada. Describes the structure, technology, and economics of the electric utility industry and how gradual deregulation beginning in the 1970s placed unprecedented, and... View Details
- February 2004 (Revised March 2004)
- Case
Fuel Cells: The Hydrogen Revolution?
By: Thomas R. Eisenmann and Ryland Matthew Willis
The challenges faced in establishing hydrogen fuel cell-powered transportation in the United States, which promises to reduce greenhouse gas emissions and dependence on imported oil is examined. Foremost among these challenges is a "chicken-and-egg" dynamic: consumers... View Details
- November 2003 (Revised March 2004)
- Case
Drilling South: Petrobras Evaluates Pecom
By: Mihir A. Desai and Ricardo Reisen de Pinho
The Brazilian oil company, Petrobras, is evaluating the acquisition of an Argentine oil company, the Perez Companc Group (Pecom). The acquisition would increase Petrobras' oil reserves and expand its interests outside Brazil, a significant step for the largest company... View Details
Keywords: Mergers and Acquisitions; Forecasting and Prediction; Financial Crisis; Non-Renewable Energy; Cross-Cultural and Cross-Border Issues; Corporate Governance; Risk Management; Emerging Markets; State Ownership; Performance Evaluation; Risk and Uncertainty; Valuation; Energy Industry; Argentina; Brazil
- November 2003 (Revised May 2016)
- Case
Weetman Pearson and the Mexican Oil Industry (A)
By: Geoffrey Jones and Lisa Bud-Freirman
Taught in the MBA Evolution of Global Business course, a business history course on the growth of multinationals. Explores the role of the British entrepreneur Weetman Pearson in developing the Mexican oil industry before 1914. Shows this entrepreneur's evolution from... View Details