Publications
Publications
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(119,515)
- Faculty Publications (283)
- March 2006 (Revised November 2007)
- Case
Manchester Bidwell Corporation (A)
By: James L. Heskett
The head of Manchester Bidwell Corp. ponders what it will take to replicate its social services in 100 cities across North America and internationally--an effort that ultimately would cost several hundred million dollars. View Details
- March 2006 (Revised September 2006)
- Case
Irizar in 2005
By: Ramon Casadesus-Masanell and Jordan Mitchell
In June 2005, Koldo Saratxaga, the leader of Basque-based luxury coach manufacturer Irizar, decided to leave after 14 years at the helm of the worker-owned cooperative. Under Saratxaga's stewardship, Irizar was saved from near bankruptcy in 1991 and has become a highly... View Details
- February 2006 (Revised November 2006)
- Case
GE's Growth Strategy: The Immelt Initiative
Follows the actions of GE CEO, Jeff Immelt, as he implements a growth strategy for the $150 billion company in a tough business environment. In four years, he reinvigorates GE's technology, expands its services, develops a commercial focus, pushes developing countries,... View Details
- December 2005 (Revised May 2009)
- Case
C.R. Smith and the Birth of American Airlines
By: Anthony Mayo and Laura Gaie Singleton
Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged... View Details
- December 2005 (Revised April 2011)
- Case
General Electric's 20th Century CEOs
By: Nitin Nohria, Anthony Mayo and Mark Benson
General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company's research lab to design and manufacture new and... View Details
- December 2005 (Revised March 2007)
- Case
Leerink Swann & Co.: Creating Competitive Advantage
By: Boris Groysberg and Andrew N. McLean
In the spring of 2005, CEO Jeff Leerink has called a meeting of the executive committee to formulate Leerink Swann's growth strategy over the next five years so that it accomplishes three goals: expand into a new business, reinforce the firm's legacy businesses, and... View Details
- October 2005 (Revised February 2006)
- Case
Reactivity: A Case of Re-Invention
By: Myra M. Hart and Sylvia Sensiper
By the time Glenn Osaka joined Reactivity as its new CEO in January 2001, the Internet bubble had burst, the financial markets had turned, and the company's core businesses were drying up. He was not hired to lead a turnaround, but Osaka found that the firm's future... View Details
- September 2005 (Revised February 2007)
- Case
Angels and Devils: Best Buy's New Customer Approach (A)
In November 2004, The Wall Street Journal reported that consumer electronics retailer Best Buy's new customer approach was to shun the "devils" among its customers. The "customer centricity" initiative, which was led by Best Buy's CEO Brad Anderson, was based on an... View Details
- September 2005
- Case
IBM Network Technology (A) (Abridged)
An unconventional manager within IBM leads the creation of a business unit with multibillion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. Exemplifies how organizational design and... View Details
- August 2005 (Revised December 2005)
- Case
Coach Knight: The Will to Win
By: Scott A. Snook, Leslie A. Perlow and Brian DeLacey
Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various... View Details
- June 2005 (Revised January 2008)
- Case
Corey Robinson at Sprint Corporation (A)
By: Linda A. Hill, Anthony Mayo and Lisa Pode
Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A... View Details
- March 2005 (Revised May 2007)
- Compilation
Abraham Lincoln and the Civil War
By: Nancy F. Koehn
Analyzes Abraham Lincoln's leadership during America's greatest crisis, the 1861-1865 Civil War. Using Lincoln's own words, the case traces the development of the 16th president's leadership philosophy, ethics, and skills in the years leading up to war. View Details
- September 2004 (Revised June 2005)
- Case
QUALCOMM, Inc. 2004
By: David B. Yoffie, Pai-Ling Yin and Elizabeth Kind
QUALCOMM, Inc. had transitioned from a fledgling startup into a Fortune 500 wireless technology leader. Its CDMA technology was considered the preeminent technology and was the world's fastest growing wireless communications technology. CEO Irwin Jacobs had a number of... View Details
- September 2004 (Revised June 2005)
- Case
Hancock Land Company and Hancock Lumber Company (A)
By: John A. Davis, Dwight B. Crane and Kelly M. Mulderry
After inheriting the leadership of their family's land and lumber companies, Matt and Kevin Hancock struggled with how to revise their internally focused governance system. View Details
- August 2004 (Revised December 2005)
- Case
Li Ka-Shing
By: Nitin Nohria and Bridget Gurtler
From his humble beginnings in China as a teacher's son, a refugee, and later as a salesman, Li provides a lesson in integrity and adaptability. Through hard work, and a reputation for remaining true to his internal moral compass, he was able to build a business empire... View Details
- May 2004 (Revised July 2004)
- Case
Clarence Saunders: The Comeback King
By: Nitin Nohria and Bridget Gurtler
Follows the rise and fall of the founder of the modern supermarket, Clarence Saunders. Prior to 1915, all staple shopping took place in the market or general store, where a clerk behind a counter pulled items from shelves for customers , measured them from a barrel, or... View Details
- April 2004 (Revised May 2005)
- Case
ING DIRECT
By: James L. Heskett
The CEO of ING Direct (U.S.) has to decide: (1) whether and how to coordinate his organization's branding effort with its parent, ING Group, and (2) how fast to grow the business. Includes color exhibits. View Details
- October 2003
- Case
Henry Tam and the MGI Team
By: Jeffrey T. Polzer, Ingrid Vargas and Hillary Anger Elfenbein
Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up... View Details