Publications
Publications
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- All HBS Web
(10,337)
- Faculty Publications (3,094)
- May 2004 (Revised October 2007)
- Background Note
Best Practices: Decision Making Among Venture Capital Firms
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Describes investment decision-making processes, based on interviews with 56% of the top 38 venture capital firms in the country. Discusses some implications for the future growth of the industry. View Details
- May 2004 (Revised April 2005)
- Case
United States Army
By: Rajiv Lal and Laura Coleman
After three months of close collaboration, the Leo Burnett USA/Worldwide agency and partner Cartel and Images advertising/creative team were poised to unveil to senior Army officials at the Pentagon their replacement to the "Be All You Can Be" campaign to help increase... View Details
- May 2004 (Revised June 2004)
- Case
Sarvega
By: Paul A. Gompers and Vanessa del Valle Broussard
David Cowan, general partner at Bessemer Venture Partners, has taken the lead on Sarvega, a Bessemer-backed company that was recently orphaned by the departure of one of Bessemer's other general partners. Cowan must decide whether to reinvest in Sarvega and, if so,... View Details
- April 2004 (Revised May 2005)
- Case
Confronting a Necessary Evil: The Firing of Alex Robins (A)
A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. View Details
- April 2004 (Revised September 2004)
- Case
Hewlett-Packard-Compaq: The Merger Decision
By: Krishna G. Palepu and Jonathan Barnett
Hewlett-Packard's proposed $24 billion acquisition of rival Compaq marked the largest merger in the history of the computer industry. The merger was Hewlett-Packard's response to sweeping changes impacting the technology industry. The severity of the stock market's... 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
- March 2004 (Revised June 2006)
- Case
Journey to Sakhalin: Royal Dutch/Shell in Russia (A)
By: Rawi E. Abdelal
Operations of Royal Dutch/Shell in Russia included a strategic alliance with Gazprom, the country's natural gas monopoly, the development of the Salym oil fields in Siberia, and a small retail refilling network in St. Petersburg. Focuses on the Sakhalin II project.... View Details
- February 2004
- Case
Bradman and Tendulkar, LLC
By: Ananth Raman and Vishal Gaur
An investment firm is trying to project inventory turns for Radio Shack, a chain of consumer electronics stores. The investment firm has access to public financial data but not to internal operational metrics. It needs to project inventory turns because inventory... View Details
- February 2004 (Revised April 2005)
- Exercise
Necessary Evils: A Diagnostic Exercise
By: Joshua D. Margolis and Andrew Molinsky
Central to the work of leaders and professionals are tasks that entail harming one party to deliver benefits or advance valued and worthy goals. Sometimes a person must, as part of his or her job, perform an act that causes emotional, material, or physical harm to... View Details
- February 2004 (Revised March 2004)
- Case
Cartwright Lumber Company
By: Thomas R. Piper
The Cartwright Lumber Co. faces a need for increased bank financing due to its rapid sales growth and low profitability. A rewritten version of an earlier case. View Details
- February 2004 (Revised January 2005)
- Case
Hewlett-Packard: Culture in Changing Times
By: Michael Beer, Rakesh Khurana and James Weber
HP had been a highly successful and respected company for decades. It was well known for its company culture and management practices--the HP way--which emphasized both profits and people. Changing markets, strong competitors, and the growth of its computer business,... View Details
- January 2004 (Revised January 2005)
- Case
Delta Air Lines (A): The Low-Cost Carrier Threat
By: Jan W. Rivkin and Laurent Therivel
The top management of Delta Air Lines must decide how to respond to the threat posed by low-cost carriers such as Southwest and JetBlue. Among the options considered is the launch of a low-cost subsidiary by Delta itself. Prior efforts to launch a low-cost subsidiary,... View Details
- January 2004 (Revised May 2005)
- Case
Gold Hill Venture Lending
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
David Fischer is trying to raise $200 million for a first-time venture debt fund that will be affiliated with Silicon Valley Bank, a major technology lender. Despite his lengthy experience in venture lending, the process is proving difficult. He and his partners are... View Details
- December 2003
- Case
Antitrust Regulations in a Global Setting: The EU Investigation of the GE/Honeywell Merger
By: Mihir A. Desai, Belen Villalonga and Mark Veblen
Helps students understand the principles underlying competition and antitrust policy in the context of the proposed GE-Honeywell merger. The U.S. Department of Justice has already approved the transaction and it is being considered by the European Commission. The... View Details
- December 2003 (Revised May 2004)
- Case
Grove Street Advisors
By: G. Felda Hardymon, Josh Lerner, Ann Leamon and Frank Angella
Grove Street Advisors, a manager of customized private equity investment products, has been very successful in its first five years. To grow, the group must decide whether to target smaller organizations, revive its coinvestment efforts, or enter the highly competitive... View Details
- December 2003 (Revised February 2006)
- Case
Jamie Dimon and Bank One (B)
By: Paul W. Marshall and Todd H Thedinga
To distribute only after discussion of HBS case 9-804-107. Describes the decisions made by Jamie Dimon as the new CEO in July 2000 and summarizes the progress of his turnaround over the next three years. View Details
- December 2003
- Case
Manville Corporation Fiber Glass Group (C) (Abridged)
By: Lynn S. Paine
Manville Corp.'s senior managers are surprised when Japanese government officials advise them not to go forward with their plan to add a cancer warning label to diatomaceous earth (DE) products sold in Japan. The International Agency for Research on Cancer has ruled... View Details
- December 2003 (Revised October 2005)
- Case
High-Definition TV: The Grand Alliance
Describes political and economic forces that influenced the development of an all-digital, high-definition television (HDTV) standard in the United States between 1986 and 1996. Outlines the stakes for various government and industry participants in the... View Details
Keywords: Decision Choices and Conditions; Investment; Policy; Management Practices and Processes; Emerging Markets; Standards; Business and Government Relations; Networks; Research and Development; Technology Adoption; Entertainment and Recreation Industry; Technology Industry; Japan; Europe; United States
- December 2003
- Article
Focusing Failures in Competitive Environments: Explaining Decision Errors in the Monty Hall Game, the Acquiring a Company Problem, and Multiparty Ultimatums
By: Avishalom Tor and Max H. Bazerman
- November 2003 (Revised March 2004)
- Case
Drilling South: Petrobras Evaluates Pecom
By: Mihir A. Desai and Ricardo Reisen de Pinho
The Brazilian oil company, Petrobras, is evaluating the acquisition of an Argentine oil company, the Perez Companc Group (Pecom). The acquisition would increase Petrobras' oil reserves and expand its interests outside Brazil, a significant step for the largest company... View Details
Keywords: Mergers and Acquisitions; Forecasting and Prediction; Financial Crisis; Non-Renewable Energy; Cross-Cultural and Cross-Border Issues; Corporate Governance; Risk Management; Emerging Markets; State Ownership; Performance Evaluation; Risk and Uncertainty; Valuation; Energy Industry; Argentina; Brazil