Publications
Publications
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- All HBS Web
(9,512)
- Faculty Publications (2,697)
- 1997
- Chapter
Negotiating Rationally: The Power and Impact of the Negotiator's Frame
By: M. A. Neale and M. H. Bazerman
- December 1996 (Revised June 1998)
- Case
Midnight Networks, Inc.
By: H. Kent Bowen and Marilyn Matis
Midnight Networks, Inc., is a small computer network validation company. This case describes how the five founders built their business from operations earnings and how they established "best practices" operational processes to run their firm successfully. Operational... View Details
- December 1996 (Revised February 1998)
- Case
Colorscope, Inc.
By: V.G. Narayanan and Joseph Cha
A small company in the graphic arts business faces severe price competition. The company must respond by cutting costs and making process improvements. View Details
- December 1996 (Revised October 1999)
- Case
Kidder, Peabody & Co.: Creating Elusive Profits
By: Robert L. Simons and Antonio Davila
On April 17, 1994, Kidder, Peabody & Co. announced a $350 million charge against earnings resulting from the discovery of false trading profits. That same day, the termination of Joseph Jett's employment with the company was made public. By illustrating the mechanics... View Details
- November 1996 (Revised September 1997)
- Case
BancZero New Product Development
By: Marco Iansiti and Alberto Moel
The Mexico City office of a large U.S. bank is asked by clients to develop currency swaps, a derivative financial product. This case deals with the new product development process in financial services, and the problems and issues that are raised in product development... View Details
- October 1996 (Revised April 2004)
- Case
Eric Wood (B)
By: Myra M. Hart
Describes Eric's purchase of the much larger Shaw Co. Describes the operating and financial problems that ensue, leaving Eric considering the option of bankruptcy. Issues include the overlap of business and personal finances, as well as the mechanics and implications... View Details
- October 1996 (Revised December 1996)
- Case
United Electric Controls
By: H. Kent Bowen, Jody H. Gittell and Sylvie Ryckebusch
United Electric Controls (UE) was a small, traditional family-owned manufacturing company when Dave Reis, the youngest member of the Reis family, took over the business. This case describes Reis's efforts to change UE's traditional work practices in order to make the... View Details
- October 1996 (Revised April 1997)
- Case
Team New Zealand (A)
By: Marco Iansiti and Alan D. MacCormack
The case describes the development process used by Team New Zealand to design their two yachts for the 1995 America's Cup. During development, the team makes extensive use of simulation and physical prototyping to improve the initial design concept. As they approach... View Details
- September 1996
- Case
Silicon Graphics, Inc. (B)
By: Marco Iansiti and Alan D. MacCormack
After the release of the "Challenge" computer in 1993, Silicon Graphics executives meet to discuss the follow-up project. Should they pursue an incremental improvement to the Challenge, or opt for a radically new design recently demonstrated at Stanford University? View Details
- September 1996 (Revised March 2002)
- Background Note
Project Management Manual
By: H. Kent Bowen
A descriptive manual for how to manage the process of project management. Major sections are: 1) define and organize the project, 2) plan the project, and 3) track and manage the project. 12 processes are described in detail. View Details
- September 1996 (Revised September 1999)
- Case
Mobil USM&R (A): Linking the Balanced Scorecard
By: Robert S. Kaplan
The CEO of the marketing and refining division of a major oil company is in the midst of implementing a profit turnaround. He transforms the strongly centralized, functionally-organized division into 17 independent business units and 14 internal service companies. The... View Details
- September 1996 (Revised April 1998)
- Case
Mobil USM&R (B): New England Sales and Distribution
By: Robert S. Kaplan
The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent... View Details
- July 1996 (Revised December 2001)
- Case
Becton Dickinson--Designing the New Strategic, Operational, and Financial Planning Process
By: Robert L. Simons, Antonio Davila and Afroze A Mohammed
Describes management's attempts to design and install a sophisticated planning and control system in an international company as it changes its strategy. Issues of strategy implementation, accountability, and performance measurement are at the core of the analysis, as... View Details
- June 1996 (Revised January 2000)
- Case
McKinsey & Co.: Managing Knowledge and Learning
Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate... View Details
- June 1996 (Revised March 1998)
- Case
Skandia AFS: Developing Intellectual Capital Globally
By: Christopher A. Bartlett and Takia Mahmood
Focuses on the measurement and management of organizational knowledge as a strategic asset, and on the deployment of information technology, organizational structure, and processes in leveraging that asset. View Details
- Article
Strategy Making as Iterated Processes of Resource Allocation
By: Joseph L. Bower and Tomo Noda
- May 1996 (Revised October 2001)
- Case
BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System
By: Lynda M. Applegate, H. James Nelson, Ramiro Montealegre and Carin-Isabel Knoop
Describes the negotiations between the City of Denver officials, airlines, consulting companies, and BAE for the construction of a backup baggage system to enable the Denver International Airport (DIA) to open. When DIA finally opens in February 1995, 16 months behind... View Details