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      • July 1994 (Revised July 1995)
      • Case

      VeriFone: The Transaction Automation Company (A)

      By: Richard L. Nolan, Donna B. Stoddard and Hossam Galal
      Describes VeriFone's new organizational model and its role in catapulting VeriFone to a market leadership position. Examines the impact of information technology and information access on the ability to leverage global resources, market responsiveness, and... View Details
      Keywords: Leading Change; Leadership Development; Market Transactions; Information Technology; Organizational Design; Knowledge Use and Leverage; Organizational Structure; Information Management; Information Technology Industry
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      Nolan, Richard L., Donna B. Stoddard, and Hossam Galal. "VeriFone: The Transaction Automation Company (A)." Harvard Business School Case 195-088, July 1994. (Revised July 1995.)
      • June 1994 (Revised March 1995)
      • Background Note

      New Product Commercialization: Common Mistakes

      By: V. Kasturi Rangan
      Addresses the common mistakes made in new product development and launch. Many times customers' and suppliers' perceptions of the degree of product/market innovation do not match. One of them may view the innovations as a "breakthrough," but the other may view it only... View Details
      Keywords: Product Development; Product Launch; Problems and Challenges
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      Rangan, V. Kasturi. "New Product Commercialization: Common Mistakes." Harvard Business School Background Note 594-127, June 1994. (Revised March 1995.)
      • May 1994 (Revised October 1994)
      • Case

      Motorola Corp.: The View from the CEO Office

      By: Shoshana Zuboff and Janis Lee Gogan
      Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company's quality, cycle time, and growth. Much of this progress was attributed to a major... View Details
      Keywords: Competency and Skills; Leading Change; Management Analysis, Tools, and Techniques; Managerial Roles; Organizational Change and Adaptation; Organizational Structure; Corporate Strategy; Telecommunications Industry
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      Zuboff, Shoshana, and Janis Lee Gogan. "Motorola Corp.: The View from the CEO Office." Harvard Business School Case 494-140, May 1994. (Revised October 1994.)
      • May 1994 (Revised August 1994)
      • Case

      Motorola-Elma

      By: Shoshana Zuboff and Janis Lee Gogan
      Motorola's old automative electronics plant in Arcade, outside Buffalo, New York, faced the prospect of closure in the mid-1980s, but leading customers persuaded Motorola to give the plant a second chance. The new plant manager, Dennis Fiehn, recognized that existing... View Details
      Keywords: Factories, Labs, and Plants; Business Exit or Shutdown; Customers; Leading Change; Management Analysis, Tools, and Techniques; Organizational Structure; Competitive Strategy; Expansion; Telecommunications Industry; New York (state, US)
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      Zuboff, Shoshana, and Janis Lee Gogan. "Motorola-Elma." Harvard Business School Case 494-136, May 1994. (Revised August 1994.)
      • May 1994 (Revised August 1994)
      • Case

      Motorola-Penang

      By: Shoshana Zuboff and Janis Lee Gogan
      S.K. Ko managed Motorola's Penang, Malaysia factory, producing telecommunications components and equipment. As a female manager of a multi-ethnic and labor-intensive plant in Asia, Ko faced a number of challenges. She had already promoted quality circles and quality... View Details
      Keywords: Factories, Labs, and Plants; Transformation; Decision Making; Ethnicity; Gender; Training; Leading Change; Management Analysis, Tools, and Techniques; Problems and Challenges; Technology Industry; Malaysia
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      Zuboff, Shoshana, and Janis Lee Gogan. "Motorola-Penang." Harvard Business School Case 494-135, May 1994. (Revised August 1994.)
      • May 1994
      • Background Note

      Reorienting Channels of Distribution

      By: V. Kasturi Rangan
      Traditionally, distribution channels have been viewed as vertical marketing systems where responsibility was transferred from one layer to the next, like passing a baton in a relay race. Distribution channels in the future are likely to look more like horizontal... View Details
      Keywords: Distribution Channels; Customers; Supply and Industry; Alliances; Performance Efficiency; Performance Effectiveness; Change; Distribution Industry
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      Rangan, V. Kasturi. "Reorienting Channels of Distribution." Harvard Business School Background Note 594-118, May 1994.
      • April 1994 (Revised August 1996)
      • Case

      American Express (A)

      By: Jay W. Lorsch
      In January 1993, the American Express board met to decide who would succeed James D. Robinson, III as chairman and CEO. The board needed to act in the spotlight of intense media and investor scrutiny, and after leaks had revealed that there was a conflict among the... View Details
      Keywords: Decision Making; Corporate Governance; Resignation and Termination; Leadership; Management Succession; Performance Evaluation
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      Lorsch, Jay W. "American Express (A)." Harvard Business School Case 494-093, April 1994. (Revised August 1996.)
      • March 1994 (Revised May 1994)
      • Case

      Lisa Benton (A)

      By: Linda A. Hill
      Lisa Benton is in her fourth month as an assistant product manager at Houseworld, a leading consumer products company. She has been on the job since graduating from the Harvard Business School, and she has been frustrated from the start by a lack of responsibility, by... View Details
      Keywords: Problems and Challenges; Jobs and Positions; Power and Influence; Relationships; Consumer Products Industry
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      Hill, Linda A. "Lisa Benton (A)." Harvard Business School Case 494-114, March 1994. (Revised May 1994.)
      • February 1994 (Revised April 1995)
      • Case

      Asahi Glass Co.: Diversification Strategy

      By: David J. Collis
      Describes the history and diversification strategy of the Japanese manufacturer Asahi Glass Co. The company has diversified through internal growth, acquisition, and joint ventures from its origin in flat glass to a broad glass-materials, chemical, and electronics... View Details
      Keywords: Acquisition; Joint Ventures; Diversification; Expansion; Vertical Integration; Manufacturing Industry; Japan
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      Collis, David J. "Asahi Glass Co.: Diversification Strategy." Harvard Business School Case 794-113, February 1994. (Revised April 1995.)
      • January 1994 (Revised May 1996)
      • Background Note

      Leading for Integrity: Corporate Purpose and Responsibility

      By: Lynn S. Paine
      Outlines several differing conceptions of corporate purpose and responsibility that emerged in the 1970s and 1980s. View Details
      Keywords: Management; Corporate Social Responsibility and Impact; Performance Evaluation; Corporate Strategy
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      Paine, Lynn S. "Leading for Integrity: Corporate Purpose and Responsibility." Harvard Business School Background Note 394-144, January 1994. (Revised May 1996.)
      • November 1993 (Revised September 2018)
      • Case

      Rudi Gassner and the Executive Committee of BMG International (A)

      By: Linda Hill and Katherine Seger Weber
      Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a... View Details
      Keywords: Managerial Roles; Management Teams; Decision Making; Business Plan; Growth and Development Strategy; Global Strategy; Leadership Style; Organizational Culture; Business Subsidiaries; Business Conglomerates; Cost Management; Change Management; Music Industry; Media and Broadcasting Industry; Germany
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      Hill, Linda, and Katherine Seger Weber. "Rudi Gassner and the Executive Committee of BMG International (A)." Harvard Business School Case 494-055, November 1993. (Revised September 2018.)
      • October 1993
      • Case

      United Way of America: Governance in the Nonprofit Sector (A), The United Way

      By: Jay W. Lorsch
      Discusses the management practices of William Aramony at the United Way of America (UWA). First, the case describes the United Way movement, focusing on both the local chapters and the national organization. Second, it sets forth the Washington Post reports that lead... View Details
      Keywords: Corporate Governance; Nonprofit Organizations; Management Practices and Processes; Managerial Roles; Management Teams; Crisis Management; Public Administration Industry; United States
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      Lorsch, Jay W. "United Way of America: Governance in the Nonprofit Sector (A), The United Way." Harvard Business School Case 494-032, October 1993.
      • October 1993
      • Supplement

      United Way of America: Governance in the Nonprofit Sector (B), Kenneth W. Dam Becomes Interim President

      By: Jay W. Lorsch
      Analyzes the measures taken by the United Way of America (UWA) and its board of governors in response to the 1992 Washington Post reports that lead to the UWA scandal. View Details
      Keywords: Crime and Corruption; Governance; Governing and Advisory Boards; Newspapers; Nonprofit Organizations; United States
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      Lorsch, Jay W. "United Way of America: Governance in the Nonprofit Sector (B), Kenneth W. Dam Becomes Interim President." Harvard Business School Supplement 494-033, October 1993.
      • autumn 1993
      • Article

      Motivational Synergy: Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace

      By: T. M. Amabile
      The foundation for a model of motivational synergy is presented. Building upon but going beyond previous conceptualizations, the model outlines the ways in which intrinsic motivation (which arises from the intrinsic value of the work for the individual) might interact... View Details
      Keywords: Motivation and Incentives; Theory; Creativity; Situation or Environment; Organizational Culture
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      Amabile, T. M. "Motivational Synergy: Toward New Conceptualizations of Intrinsic and Extrinsic Motivation in the Workplace." Human Resource Management Review 3, no. 3 (autumn 1993): 185–201.
      • September 1993 (Revised June 1994)
      • Case

      Hewlett-Packard: Singapore (A)

      By: Dorothy A. Leonard
      In the over 20 years since Hewlett-Packard (HP) set up a manufacturing site in Singapore to produce calculators, HP has invested managerial talent and resources in developing its licensor into a technology development partner. The case details the growth of high-volume... View Details
      Keywords: Information Technology; Multinational Firms and Management; Market Entry and Exit; Competency and Skills; Research and Development; Cross-Cultural and Cross-Border Issues; Product Development; Computer Industry; Singapore
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      Leonard, Dorothy A. "Hewlett-Packard: Singapore (A)." Harvard Business School Case 694-035, September 1993. (Revised June 1994.)
      • July 1993 (Revised June 2000)
      • Case

      Harlequin Romances-Poland (A)

      By: John A. Quelch
      Harlequin Enterprises, the world's leading publisher of series romances, has been particularly successful in Poland. The case explores some of the challenges/opportunities of doing business in Eastern Europe and the marketing mix elements necessary for success. View Details
      Keywords: Globalized Firms and Management; Brands and Branding; Publishing Industry; Poland
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      Quelch, John A., and Nathalie Laidler. "Harlequin Romances-Poland (A)." Harvard Business School Case 594-017, July 1993. (Revised June 2000.)
      • July 1993 (Revised November 1993)
      • Case

      European Bank for Reconstruction and Development: Marketing Strategy for the Debut Bond Offering

      By: Jeffrey F. Rayport
      The European Bank for Reconstruction and Development, the first supranational financial institution of the post-Cold War era, is planning its debut in the international capital markets through a bond issuance of $500 million. The bank must determine its marketing... View Details
      Keywords: Bonds; Marketing Strategy; Capital Markets; Banks and Banking; Banking Industry; Europe
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      Rayport, Jeffrey F. "European Bank for Reconstruction and Development: Marketing Strategy for the Debut Bond Offering." Harvard Business School Case 594-005, July 1993. (Revised November 1993.)
      • April 1993 (Revised October 1995)
      • Case

      ALZA and Bio-Electro Systems (A): Technological and Financial Innovation

      By: Josh Lerner and Peter Tufano
      To develop the next generation of risky products, ALZA, a mature and profitable biotechnology firm specializing in drug delivery systems, must raise $40 million. Organizational constraints and competitive concerns demand that the work be done inside the firm. However,... View Details
      Keywords: Risk and Uncertainty; Technological Innovation; Business Subsidiaries; Decision Choices and Conditions; Corporate Finance; Biotechnology Industry; Medical Devices and Supplies Industry
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      Lerner, Josh, and Peter Tufano. "ALZA and Bio-Electro Systems (A): Technological and Financial Innovation." Harvard Business School Case 293-124, April 1993. (Revised October 1995.)
      • February 1993 (Revised March 1995)
      • Case

      Bernd Sterzel at the IVth Medizinische Klinik (A)

      By: Linda A. Hill
      After 10 years of running a small laboratory at Yale Medical School, Dr. R. Bernd Sterzel assumes leadership of a nephrology clinic in Nurnberg and Erlangen, Germany. In his ambitious efforts to transform the clinic into a leading academic research institution, he... View Details
      Keywords: Change Management; Organizational Change and Adaptation; Problems and Challenges; Cross-Cultural and Cross-Border Issues; Health Industry; Germany; Connecticut
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      Hill, Linda A. "Bernd Sterzel at the IVth Medizinische Klinik (A)." Harvard Business School Case 493-059, February 1993. (Revised March 1995.)
      • February 1993 (Revised March 2003)
      • Case

      India (A)

      By: Richard H.K. Vietor, Waleed J. Iskandar and Max L. Weston
      Outlines India's import substitution strategy and its planned development process. The effects of the difficult political and social context on economic development are analyzed. The failure of the system to achieve sustainable growth and improvement leads to attempts... View Details
      Keywords: Strategy; Ethnicity; Development Economics; Trade; Economic Growth; Policy; Government and Politics; India
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      Vietor, Richard H.K., Waleed J. Iskandar, and Max L. Weston. "India (A)." Harvard Business School Case 793-112, February 1993. (Revised March 2003.)
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