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- Faculty Publications (2,690)
- July 2003 (Revised August 2003)
- Case
Global Healthcare Exchange
By: Lynda M. Applegate and Jamie Ladge
Founded in March 2000 at the height of the dot-com bubble, Global Healthcare Exchange (GHX) was one of 90 online marketplaces in the health care industry. The company's founders were among the largest suppliers in the industry, including Johnson & Johnson, GE Medical,... View Details
- June 2003
- Case
In-N-Out Burger
By: Youngme E. Moon, Lucy Cummings, Sonali Sampat, Sam Thakarar and Kerry Herman
In-N-Out Burger is a fast-food chain with 171 company-owned locations in three states--California, Nevada, and Arizona. It has an extremely hardcore customer base and the company appears to be in good financial health. The primary issue in this case concerns expansion:... View Details
- June 2003 (Revised October 2006)
- Case
George McClelland at KSR (A)
By: Joshua D. Margolis, Ayesha Kanji and Wan Wong
George McClelland accepts a position as the chief administrative officer/chief operating officer at Kendall Square Research (KSR), a fledgling computer company that is taking its promising parallel computer technology to market. McClelland is a veteran of the computer... View Details
- June 2003 (Revised December 2004)
- Case
Molded Dimensions, Inc.
By: H. Kent Bowen, Virginia Fuller and Doren Spinner
Mike Katz, an MBA with several years of manufacturing management experience, talks about purchasing Molded Dimensions, Inc. (MDI), a Wisconsin-based plastics manufacturer, with his wife Linda, who also has a manufacturing background. The case describes at length... View Details
- June 2003 (Revised May 2006)
- Case
Cipla
By: Rohit Deshpande and Laura Winig
The head of Cipla, a $325-million-dollar Indian pharmaceutical company and seller of low-cost AIDS drugs to South Africa, must decide what to do about Cipla's future. With India poised to enforce international patents in only two years, much of Cipla's product line... View Details
- June 2003 (Revised July 2003)
- Case
Union City Schools: Sustaining The Turnaround
By: Rosabeth M. Kanter and Ryan Raffaelli
Under the leadership of Superintendent Thomas Highton, Union City Schools, New Jersey, underwent a 14-year turnaround. In 1989, the Union City School District was the second-worst-performing district in New Jersey. As Mr. Highton prepared to retire, 2002 student test... View Details
- June 2003 (Revised April 2004)
- Case
Mercy Corps: Global Social Entrepreneurship (A)
By: Christopher A. Bartlett and Daniel F. Curran
Neal Keny-Guyer, CEO of Mercy Corps International, built his organization by following the advice of Theodore Roosevelt: "Be smart enough to hire good people and have sense enough to get out of their way." For eight years, Keny-Guyer helped Mercy Corps grow in size and... View Details
- June 2003
- Case
Booker T. Washington High School
By: Rosabeth M. Kanter and Michelle Heskett
For over a decade, Principal Elsie Bailey has led a turnaround of this inner-city high school in Memphis. Although she's made progress, some problems have arisen for this "school of last resort" that deals with some of the more difficult student populations, and... View Details
- June 2003
- Case
Memphis City Schools
By: Rosabeth M. Kanter and Kevin Morris
Associate Superintendent Marieta Harris needs a plan for continuing the momentum of systemic change in this urban school district while facing shifts of leadership and curriculum philosophy, uneven progress on reforms, new tests that put a high proportion of schools on... View Details
- June 2003
- Case
Peabody Elementary School (A)
By: Rosabeth M. Kanter and Kevin Morris
A new principal, Marty Pettigrew, has just joined this inner-city optional school--which offers special programs in international studies to attract children from all over the city. Entering mid-way through the school year, he observes a number of areas of concern,... View Details
- May 2003 (Revised March 2004)
- Case
Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation
By: Allen S. Grossman and Daniel F. Curran
Geoffrey Canada, CEO of the Harlem Children's Zone, wanted his organization to grow dramatically to reach thousands of poor and underserved children in Harlem. The agency ran a variety of successful social service programs throughout New York City that were separately... View Details
- May 2003
- Case
Sun Hydraulics: Leading in Tough Times (A) (Abridged)
By: Linda A. Hill and Jennifer Suesse
Sun Hydraulics, 32-year-old global hydraulics engineering and manufacturing company headquartered in Sarasota, Florida; confronts tough choices due to the economic downturn in 2001. The company leadership debates how to maintain profitability and reduce labor costs... View Details
- May 2003 (Revised November 2005)
- Case
Marks & Spencer: The Phoenix Rises
By: Joseph L. Bower
The great U.K. retailer fell on hard times in 1998. In 2001, a new CEO was recruited who appears to have succeeded in turning around this world-renown company. This case examines the steps he took (strategic, structural, and recruiting key people) and highlights a... View Details
- 1 May 2003
- Conference Presentation
How Leaders Promote Learning in Interdisciplinary Action Teams
By: A. Edmondson
- April 2003
- Case
IBM Canada: Global Services (A)
By: Michael L. Tushman, David Kiron and Wendy Smith
IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous... View Details