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      Stakeholder ManagementRemove Stakeholder Management →

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      • October 1997 (Revised September 2003)
      • Case

      Eli Lilly and Company: Drug Development Strategy (A)

      By: Stefan H. Thomke, Ashok Nimgade and Paul Pospisil
      Describes how Eli Lilly and Co. tries to accelerate its new drug development process with the aid of "combinatorial chemistry"--a rapidly emerging and revolutionary approach to preclinical drug discovery. The product manager of a potential blockbuster migraine drug... View Details
      Keywords: Chemicals; Finance; Innovation and Invention; Time Management; Markets; Product Development; Organizations; Business Processes; Problems and Challenges; Business and Stakeholder Relations; Competition; Pharmaceutical Industry
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      Thomke, Stefan H., Ashok Nimgade, and Paul Pospisil. "Eli Lilly and Company: Drug Development Strategy (A)." Harvard Business School Case 698-010, October 1997. (Revised September 2003.)
      • May 1997
      • Background Note

      Institutional Perspective on Management

      By: Rosabeth M. Kanter
      Discusses the dimensions of the institutional environment surrounding business, including the role of stakeholders and the need for new collaborations in emerging markets; the key assumptions of the institutional perspective on businesses and markets, especially in... View Details
      Keywords: Economics; Management Analysis, Tools, and Techniques; Management Skills; Emerging Markets; Business and Stakeholder Relations; Perspective
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      Kanter, Rosabeth M. "Institutional Perspective on Management." Harvard Business School Background Note 897-185, May 1997.
      • January 1996 (Revised September 1997)
      • Case

      Scott Paper Company

      By: Stuart C. Gilson and Jeremy Cott
      A professional turnaround manager attempts to implement a massive global downsizing program at the world's largest producer of consumer tissue products. The plan involves laying off almost one third of the company's 34,000 hourly and salaried employees and dramatically... View Details
      Keywords: Assets; Global Strategy; Resignation and Termination; Goals and Objectives; Business and Stakeholder Relations; Sales; Value Creation; Pulp and Paper Industry
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      Gilson, Stuart C., and Jeremy Cott. "Scott Paper Company." Harvard Business School Case 296-048, January 1996. (Revised September 1997.)
      • August 1992 (Revised September 2002)
      • Case

      Star Distributors, Inc. (A)

      By: David A. Thomas
      Depicts the conflict and organizational problems that emerged in a franchise operation owned by Paul Logan, an African American, and John Heyman, a white American. Provides the opportunity to examine the ways in which race influences managerial behavior and... View Details
      Keywords: Conflict Management; Performance Effectiveness; Franchise Ownership; Race; Management Style; Conflict and Resolution; Business and Stakeholder Relations
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      Thomas, David A. "Star Distributors, Inc. (A)." Harvard Business School Case 493-015, August 1992. (Revised September 2002.)
      • April 1992 (Revised July 1993)
      • Case

      Conoco's: "Green" Oil Strategy (A)

      By: Malcolm S. Salter and Joseph L. Badaracco Jr.
      Conoco faces challenges in formulating a proactive environmental strategy for its proposed oil development in Ecuador's pristine tropical rain forest region. The case outlines the innovative process in which Conoco collaborated with a wide range of often conflicting... View Details
      Keywords: Decision Choices and Conditions; Ethics; Collaborative Innovation and Invention; Corporate Social Responsibility and Impact; Outcome or Result; Problems and Challenges; Business and Stakeholder Relations; Conflict Management; Ecuador
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      Salter, Malcolm S., and Joseph L. Badaracco Jr. Conoco's: "Green" Oil Strategy (A). Harvard Business School Case 392-133, April 1992. (Revised July 1993.)
      • July 1991 (Revised June 1993)
      • Background Note

      Conflicting Responsibilities

      By: Joseph L. Badaracco
      Presents a framework for resolving issues in which managers' responsibilities--to shareholders, employees, other stakeholder groups, and to their own values and commitments in life--conflict with each other. The framework analyzes these issues in terms of duties,... View Details
      Keywords: Ethics; Employees; Management Analysis, Tools, and Techniques; Management Practices and Processes; Organizational Structure; Personal Development and Career; Business and Shareholder Relations; Business and Stakeholder Relations
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      Badaracco, Joseph L. "Conflicting Responsibilities." Harvard Business School Background Note 392-002, July 1991. (Revised June 1993.)
      • 1989
      • Chapter

      Stakeholder Welfare, Managerial Ethics, and Management Buyouts

      By: L. S. Paine and Robert F. Bruner
      Keywords: Executive Compensation; Ethics; Conflict of Interests; Business and Stakeholder Relations
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      Paine, L. S., and Robert F. Bruner. "Stakeholder Welfare, Managerial Ethics, and Management Buyouts." In The Ethics of Organizational Transformation, edited by Robert Frederick, Michael W. Hoffman, and Edward S. Petry Jr.. New York: Quorum Books, 1989.
      • August 1988 (Revised August 1989)
      • Case

      Poletown Dilemma, The

      By: Thomas R. Piper
      Senior management of General Motors must select a site for a new assembly plant to replace two plants located in Detroit. The economics strongly favor a site in an adjacent state. However, a relocation would have substantial, negative impact on the existing work force,... View Details
      Keywords: Factories, Labs, and Plants; Business and Government Relations; Corporate Social Responsibility and Impact; Business Offices; Management Teams; Restructuring; Economics; Auto Industry; Michigan
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      Piper, Thomas R. "Poletown Dilemma, The." Harvard Business School Case 389-017, August 1988. (Revised August 1989.)
      • May 1982 (Revised May 1985)
      • Case

      Human Resources at Hewlett-Packard

      By: Michael Beer and Richard O. von Werssowetz
      Provides an overview of all the human resource policies and practices applied by Hewlett-Packard. As such, it is an opportunity to analyze Hewlett-Packard's practices in all four policy areas; stakeholder influence, flows, rewards, and work systems. View Details
      Keywords: Human Resources; Management Practices and Processes; Business and Stakeholder Relations; Working Conditions; Policy
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      Beer, Michael, and Richard O. von Werssowetz. "Human Resources at Hewlett-Packard." Harvard Business School Case 482-125, May 1982. (Revised May 1985.)
      • Research Summary

      Corporate transparency and information disclosure strategies

      By: Michael W. Toffel
      This research focuses on transparency and information disclosure strategies, a topic of growing importance in environmental sustainability, corporate strategy, stakeholder relations, and public policy.  My prior research in this area explored why... View Details
      Keywords: Transparency; Disclosure Strategy; Disclosure; Environment; Environmental Performance; Regulation; Supply Chain; Environmental Sustainability; United States
      • Research Summary

      Reflection

      By: Joseph L. Badaracco

      Corporations as Critical Social Institutions

      My current research examines the extent to which corporations are emerging as critical social institutions. Over the past century, and especially in recent decades, firms have taken on... View Details

      Keywords: Reflection
      • Research Summary

      The Ownership of Deep Metaphors

      By: Gerald Zaltman
      Deep metaphors are basic orienting structures of human thought. They guide in subtle and overt ways how customers and managers process information about any product, service, or activity and event. It is essential for a firm to understand deep metaphors as they are... View Details
      • Research Summary

      Winning Coalitions

      By: James K. Sebenius
      James K. Sebenius is examining the most effective ways to generate and sustain cooperation among a corporations many stakeholders. As the number of stakeholders grows, and management actions more often involve players outside the traditional chain of command and... View Details
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