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Publications
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- All HBS Web
(6,163)
- Faculty Publications (2,384)
- August 1999 (Revised May 2000)
- Case
E Ink
By: Teresa M. Amabile and Susan Archambault
E Ink is a high-technology start-up attempting to revolutionize print communication through electronic ink displays. The founders and top managers of this two-year-old firm are striving to translate a technological breakthrough into a working prototype, move from... View Details
- August 1999
- Article
Measuring the Efficiency of Service Delivery Processes: With Application to Retail Banking
By: F. Frei and P. Harker
- July 1999
- Case
Restructuring General Motors North America (A): Pay-for-Performance
Presents the new pay-for-performance scheme adopted by General Motors (GM) in its 1999 reorganization of its sales and marketing organization. Once in operation, many administrative problems developed requiring a reconsideration of the scheme's basic architecture. View Details
- July 1999 (Revised April 2001)
- Case
Quickturn Design Systems, Inc. (A)
By: Jay W. Lorsch and Katharina Pick
Quickturn Design Systems, Inc. faces a hostile takeover bid from its competitor, Mentor Graphics. Mentor makes the bid at a moment when Quickturn's stock price is depressed and the company is defending against a patent suit filed by Mentor. The two companies have a... View Details
- July 1999 (Revised April 2001)
- Case
Quickturn Design Systems, Inc. (B)
By: Jay W. Lorsch and Katharina Pick
Supplements the (A) case. View Details
- July 1999
- Case
Quickturn Design Systems, Inc. (C)
By: Jay W. Lorsch and Katharina Pick
Supplements the (A) case. View Details
- July 1999 (Revised October 2001)
- Case
Quickturn Design Systems, Inc. (D)
By: Jay W. Lorsch and Katharina Pick
Supplements the (A) case. View Details
- July 1999
- Case
Quickturn Design Systems, Inc. (E)
By: Jay W. Lorsch and Katharina Pick
Supplements the (A) case. View Details
- July 1999 (Revised January 2000)
- Case
Yahoo!: Business on Internet Time
By: Jan W. Rivkin and Jay R. Girotto
In the wake of major competitive moves, CEO Tim Koogle and his senior team at Yahoo!, an Internet portal, must decide whether and how to adjust their strategy. Following deals between AOL and Netscape, Excite and @Home, Infoseek and Disney, and Snap and NBS, Yahoo!... View Details
- July 1999 (Revised December 2005)
- Case
Quickturn Design Systems, Inc. (F)
By: Jay W. Lorsch and Katharina Pick
Supplements the (A) case. View Details
- July 1999 (Revised December 2005)
- Case
Quickturn Design Systems, Inc. (G)
By: Jay W. Lorsch and Katharina Pick
Supplements the (A) case. View Details
- June 1999 (Revised October 1999)
- Case
Eli Lilly, 1998 (B): Emerging Global Organization
By: Michael Y. Yoshino and Thomas W. Malnight
Examines major issues faced by Eli Lilly as it evaluates the appropriateness of a focused matrix organization with extensive use of cross-functional teams. View Details
- June 1999 (Revised March 2001)
- Case
New Business Investment Company: October 1997
By: Josh Lerner, Lee Branstetter and Takeshi Nakabayashi
A quasi-government organization seeks to stimulate entrepreneurship in Japan by making venture capital investments. The organization of the fund, identification of transactions, and oversight of portfolio firms pose considerable challenges. View Details
- May 1999 (Revised November 2000)
- Case
AES Global Values
By: Lynn S. Paine
Members of the development team for the AES Corp.'s power plant project in India must decide what plant technology to specify in their application for techno-economic clearance from the government of India's Central Electric Authority. Their choice is between more... View Details
- May 1999 (Revised March 2001)
- Case
Marshall Industries
Confounding predictions that the Internet would "disintermediate" commerce, making "middle man" companies all but obsolete, Marshall Industries, a leading electronics distributor, used the Internet and digital technologies to reinvent itself. Marshall continued to sell... View Details
- May 1999
- Case
Susan Brown
A number of issues confront an associate in a venture capital firm. She has just learned that her senior partners are not yet willing to make her a general partner of the firm. She has several options and must decide what to do. View Details
- April 1999 (Revised November 1999)
- Case
ConAgra, Inc.: Across the Food Chain
By: Ray A. Goldberg, Carin-Isabel Knoop and Carlos A. A Gonzalez
Two years after taking over as CEO, Bruce Rohde must determine how best to deal with the changes affecting this major global agribusiness firm. He must reassess the direction of the company as well as determine in which industries it should participate. View Details
- March 1999
- Case
City of Charlotte (B)
By: Robert S. Kaplan
This case shows how two operating departments-transportation and police-translate the high-level corporate scorecard for the city into departmental balanced scorecards. The transportation department follows a highly structured approach designed to link initiatives... View Details