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(718)
- News (124)
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- Faculty Publications (234)
Show Results For
- All HBS Web
(718)
- News (124)
- Research (499)
- Events (1)
- Multimedia (3)
- Faculty Publications (234)
- March 2013 (Revised May 2013)
- Case
Omar Ishrak: Building Medtronic Globally
By: Bill George and Natalie Kindred
Omar Ishrak, Medtronic's first non-American CEO, aims to reinvigorate the medical device maker's growth by focusing on emerging markets, therapy innovation, and creative business models. In 2012, budget constraints in mature economies, the lack of new medical therapies... View Details
Keywords: Healthcare; Medical Devices; Medtronic; Globalization; Innovation; Reverse Innovation; Leadership; Multinational Firms and Management; Globalized Markets and Industries; Management Teams; Business Model; Emerging Markets; Global Strategy; Health Care and Treatment; Acquisition; Innovation and Invention; Manufacturing Industry; Medical Devices and Supplies Industry; China
George, Bill, and Natalie Kindred. "Omar Ishrak: Building Medtronic Globally." Harvard Business School Case 413-065, March 2013. (Revised May 2013.)
- Research Summary
Strategy, Governance and Valuation
Professor Palepu's current research focuses on strategy and governance. In the area of strategy, his recent focus has been on the globalization of emerging markets, particularly India and China, and the resulting opportunities and challenges for western multinationals... View Details
- 14 Jul 2020
- Research & Ideas
Restarting Under Uncertainty: Managerial Experiences from Around the World
multinational chemical and materials company based in Belgium with 24,500 employees. While the company kept most plants operating during the COVID-19 crisis, it also started... View Details
- October 2016
- Case
The Quiet Ascension of LA Fitness
By: John R. Wells and Gabriel Ellsworth
In 2016, LA Fitness was the largest chain of non-franchised fitness clubs in North America, operating 676 clubs, serving 4.9 million members, and generating revenues of over $1.9 billion. Founded by Chinyol Yi, Louis Welch, and Paul Norris in 1984, the privately held... View Details
Keywords: LA Fitness; Health Clubs; Fitness; Gyms; Chain; Exercise; Personal Training; Retention; Bally Total Fitness; 24 Hour Fitness; Planet Fitness; Buildings and Facilities; Acquisition; Business Growth and Maturation; Business Model; For-Profit Firms; Customers; Customer Focus and Relationships; Customer Satisfaction; Demographics; Age; Gender; Income; Residency; Borrowing and Debt; Capital; Capital Structure; Cash; Cash Flow; Cost; Private Equity; Financial Condition; Financial Liquidity; Financing and Loans; Investment Return; Price; Profit; Revenue; Geographic Location; Geographic Scope; Multinational Firms and Management; Business History; Employees; Recruitment; Selection and Staffing; Human Capital; Contracts; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Market Entry and Exit; Operations; Service Operations; Leasing; Private Ownership; Problems and Challenges; Sales; Salesforce Management; Situation or Environment; Opportunities; Sports; Strategy; Business Strategy; Competition; Competitive Strategy; Competitive Advantage; Corporate Strategy; Expansion; Segmentation; Information Technology; Mobile Technology; Technology Platform; Health Industry; United States; California; Los Angeles
Wells, John R., and Gabriel Ellsworth. "The Quiet Ascension of LA Fitness." Harvard Business School Case 717-424, October 2016.
- 2014
- Working Paper
The Unfairness Trap: A Key Missing Factor in the Economic Theory of Discrimination
By: Jordan I. Siegel, Naomi Kodama and Hanna Halaburda
Prior evidence linking increased female representation in management to corporate performance has been surprisingly mixed, due in part to data limitations and methodological difficulties, and possibly to omission of a fairness factor in the economic theory of... View Details
Siegel, Jordan I., Naomi Kodama, and Hanna Halaburda. "The Unfairness Trap: A Key Missing Factor in the Economic Theory of Discrimination." Harvard Business School Working Paper, No. 13-082, March 2013. (Revised January 2014, June 2014.)
- February 2013 (Revised September 2013)
- Case
Elasto Therm: The Next Step
By: Jim Sharpe and James Weber
Julia and Nate Burstein were living their dream running their own business and balancing the demands between their work and family obligations while creating a company that was responsive to their employees' and their customers' needs. The Bursteins had joined a large... View Details
Keywords: Entrepreneurial Management; Entrepreneurs; Pricing; Pricing Policies; Pricing Strategy; Pricing Structure; Sales Force Management; Acquisitions; Work/family Balance; Family-owned Business; Entrepreneurship; Growth and Development Strategy; Expansion; Work-Life Balance; Manufacturing Industry; Rubber Industry; United States
Sharpe, Jim, and James Weber. "Elasto Therm: The Next Step." Harvard Business School Case 813-030, February 2013. (Revised September 2013.)
- July 2005 (Revised October 2006)
- Case
Recall 2000: Bridgestone Corp. (A) (Abridged)
By: Lynn S. Paine
In September 2000, the president of Bridgestone-Firestone, the U.S. subsidiary of Japan's Bridgestone Corp., was invited to appear before a U.S. congressional subcommittee investigating the August 2000 recall of more than 6.5 million tires made by the subsidiary. The... View Details
Keywords: Business or Company Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Product; Trade; Organizational Culture; Corporate Social Responsibility and Impact; Auto Industry; United States; Japan
Paine, Lynn S. "Recall 2000: Bridgestone Corp. (A) (Abridged)." Harvard Business School Case 306-020, July 2005. (Revised October 2006.)
- 22 Dec 2009
- First Look
First Look: Dec. 22
Alfaro and Andrew Charlton Publication:American Economic Review 99, no. 5 (December 2009) Abstract We use a new firm-level dataset that establishes the location, ownership, and activity of 650,000 multinational subsidiaries. Using a... View Details
Keywords: Martha Lagace
- 25 Oct 2010
- HBS Case
Tesco’s Stumble into the US Market
poses its own obstacles for multinationals entering new geographies. Your recent case on Tesco highlights challenges faced by companies coming to do business in the United States. Tell us about the initial... View Details
- Program
Senior Executive Leadership Program—India
establish or expand presence in the India and South Asia region. Participants typically represent organizations including: Large, established companies Entrepreneurial ventures—either new companies or new... View Details
- 13 Feb 2007
- First Look
First Look: February 13, 2007
isolate the effects of channel expansion. We argue for advantages to using zip code level data for methodological and consumer data privacy reasons. Download the paper: http://www.hbs.edu/research/pdf/07-043.pdf Multinational Firms, FDI... View Details
Keywords: Martha Lagace
- December 2009
- Case
Philips versus Matsushita: The Competitive Battle Continues
Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive... View Details
Keywords: Competitive Strategy; Competitive Advantage; Organizational Culture; Multinational Firms and Management; Restructuring; Consumer Products Industry; Electronics Industry
Bartlett, Christopher A. "Philips versus Matsushita: The Competitive Battle Continues." Harvard Business School Case 910-410, December 2009.
- 10 Apr 2007
- First Look
First Look: April 10, 2007
of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman & CEO Bill George and the retirement of four long-time directors. The View Details
Keywords: Martha Lagace
- July 2021
- Teaching Note
Digital Transformation 2.0: CEO Elie Girard at Atos
By: Tsedal Neeley
Teaching Note for HBS Case No. 421-024. Elie Girard has taken the helm as CEO of multinational IT giant Atos to lead the company into the next era of digital transformation. Noticing that customers’ digital needs were evolving to become even more specialized and global... View Details
- 04 Jun 2013
- Working Paper Summaries
Prosocial Bonuses Increase Employee Satisfaction and Team Performance
- Program
Senior Executive Leadership Program—Middle East
companies, either private or state-owned Entrepreneurial ventures—either new companies or new ventures within established companies Growing family businesses Multinational... View Details
- November 2010 (Revised December 2012)
- Case
ABB: 'In China, for China'
By: J. Gunnar Trumbull, Elena Corsi and Elisa Farri
ABB, a power and automation Swiss engineering company had to decide if they wanted to be even more integrated into the Chinese economy, ABB's biggest market, or if they should instead increase their presence in other emerging markets such as India and Brazil. View Details
Keywords: History; Multinational Firms and Management; Engineering; Problems and Challenges; Competitive Strategy; Emerging Markets; Global Strategy; Growth and Development Strategy; Industrial Products Industry; China; India; Brazil
Trumbull, J. Gunnar, Elena Corsi, and Elisa Farri. "ABB: 'In China, for China'." Harvard Business School Case 711-044, November 2010. (Revised December 2012.)
- 2017
- Working Paper
A Historical Approach to Clustering in Emerging Economies
By: Valeria Giacomin
Clusters are defined as geographically concentrated agglomerations of specialized firms in a particular domain. The cluster concept in its broader meaning of industrial agglomeration has been the focus of longstanding debates in the social sciences. This working paper... View Details
Keywords: Industry Clusters; Research; Theory; Developing Countries and Economies; History; Analysis; Globalization
Giacomin, Valeria. "A Historical Approach to Clustering in Emerging Economies." Harvard Business School Working Paper, No. 18-018, August 2017.
- October 2013 (Revised January 2017)
- Case
Walmart around the World
By: Juan Alcácer, Abhishek Agrawal and Harshit Vaish
After reaching the limits of its successful expansion in the United States in the early 1990s, Walmart sought growth opportunities in markets abroad. This case describes Walmart's attempts to replicate its successful U.S. business model in Mexico, Canada, Brazil,... View Details
Keywords: Multinational Firms and Management; Success; Globalized Markets and Industries; Expansion; Market Entry and Exit; Failure; Retail Industry; Germany; China; Argentina; South Korea; Canada; Japan; Brazil; Africa; United Kingdom; United States; Mexico
Alcácer, Juan, Abhishek Agrawal, and Harshit Vaish. "Walmart around the World." Harvard Business School Case 714-431, October 2013. (Revised January 2017.)
- September 2006 (Revised March 2010)
- Case
Teva Pharmaceutical Industries, Ltd
By: Tarun Khanna, Krishna G. Palepu and Claudine Deborah Madras
How do companies develop a strategy that is both low-cost and differentiated without becoming squeezed in the middle? Describes how Teva, Israel's first and largest multinational, achieved its globally dominant position in generic pharmaceuticals, an industry that has... View Details
Keywords: Multinational Firms and Management; Emerging Markets; Rank and Position; Competitive Strategy; Pharmaceutical Industry; India; Israel
Khanna, Tarun, Krishna G. Palepu, and Claudine Deborah Madras. "Teva Pharmaceutical Industries, Ltd." Harvard Business School Case 707-441, September 2006. (Revised March 2010.)