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Publications
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(120,372)
- Faculty Publications (2,689)
- September 1997 (Revised May 1998)
- Case
Mitsubishi Motor Manufacturing of America: The Quest for a Model Workplace
By: Lynn S. Paine and Dale Coxe
This case details the sexual harassment case brought against Mitsubishi Motor Manufacturing of America by nearly 300 female employees in April 1996. The recommendations developed for the company by former U.S. Labor Secretary Lynn Marten are presented. In response to... View Details
- August 1997
- Case
Orbital Sciences Corporation: ORBCOMM
By: Das Narayandas and John A. Quelch
In late 1993, Orbital Communications Corp. (OCC), a subsidiary of Orbital Sciences Corp., is developing a global two-way wireless data communications system, called "ORBCOMM," based on a 26-satellite constellation in low earth orbit. Service is scheduled to begin in... View Details
- August 1997 (Revised December 1997)
- Case
Harassment at Work?
By: Lynn S. Paine and Dale Coxe
Presents three scenarios involving behavior that could arguably be called sexual harassment. The first scenario is set in a medical supply company in an unnamed emerging market region. The second is set in a New York-based securities firm. The third is set in a U.S.... View Details
Keywords: Working Conditions; Organizational Culture; Problems and Challenges; Ethics; Moral Sensibility; Groups and Teams; Crime and Corruption; Attitudes; Behavior; Labor and Management Relations; Medical Devices and Supplies Industry; Financial Services Industry; New York (city, NY); United States
- June 1997 (Revised October 2001)
- Case
Elliot Lebowitz
By: Paul A. Gompers and Alexander Tsai
Elliot Lebowitz, president and CEO of BioTransplant, must decide on a strategy for this young biotechnology start-up. Among the issues to be resolved are focus of research and search for strategic alliance partners. View Details
- June 1997 (Revised February 2000)
- Case
Walker and Company: Profit Plan Decisions
By: Robert L. Simons and Ramsey Walker
Ramsey Walker, a second-year MBA student, must decide how to control a family business as an absentee owner. After providing background details on the publishing industry, the case requires the reader to: 1) make a product segmentation decision; 2) prepare a profit... View Details
- June 1997
- Teaching Note
Innovation in Action: Product Development Projects and Action-Based Learning, Instructor's Note
By: Marco Iansiti
As a project-based course, Managing Product Development has been carefully designed so that classroom discussion and students' project team activities infuse each other: learning from course materials enhances project activities, which in turn enrich subsequent... View Details
- June 1997 (Revised February 2012)
- Case
The Union Carbide Deal (Abridged)
By: Thomas J. DeLong
On November 3, 1986, after a three-hour board of directors meeting, Union Carbide decided to accept First Boston's proposal to embark on a $2.5 billion recapitalization program. Jameson and his associates' efforts had paid off. Jameson had reason to be excited: He had... View Details
- June 1997
- Article
Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption
By: Ranjay Gulati, James Westphal and Steve Shortell
- May 1997
- Teaching Note
Introduction and Overview: Managing Product Development, Instructor's Note
By: Marco Iansiti
The first module, comprising three cases and a team exercise, provides an impressionistic look at all the issues raised in greater detail in subsequent classes. It thus enables students, who come to the course with a range of experience and skills, to get up to speed... View Details
- May 1997
- Background Note
Institutional Perspective on Management
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
- May 1997
- Article
Positive Illusions About Oneself and One's Group: Antecedents and Consequences
By: J. Polzer, R. Kramer and M. Neale
- April 1997
- Case
Romeo Engine Plant (Abridged)
By: Robert S. Kaplan and Amy P. Hutton
A newly reopened automobile engine plant has been organized along total quality and teamwork principles. Employees now solve problems and ensure quality, rather than watch parts being produced. New operating and financial systems have been installed to promote... View Details
- March 1997 (Revised March 1997)
- Case
Business Teams at Rubbermaid, Inc.
By: Teresa M. Amabile and Dean Whitney
Rubbermaid, a consumer-products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team... View Details
- 1997
- Book
The Differentiated Network: Organizations Knowledge Flows in Multinational Corporations
By: N. Nohria and S. Ghoshal
- February 1997
- Article
Ultimatum Bargaining with a Committee: Underestimating the Importance of Decision Rule
By: D. M. Messick, D. A. Moore and M. H. Bazerman
- February 1997
- Supplement
WPP--Integrating Icons (Video)
By: Joseph L. Bower and Sonja Ellingson Hout
Interviews with Martin Sorrell, Chairman of WPP Group plc, and also with the heads of several companies that are owned with WPP. Discusses corporate culture, strategies for the future, and how the various companies interact. View Details
- January 1997 (Revised June 1997)
- Case
Corporate New Ventures at Procter & Gamble
By: Teresa M. Amabile and Dean Whitney
Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new-product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company's top executives form a small,... View Details
- 1997
- Chapter
Alliance Clusters in Multimedia: Safety Net or Entanglement?
By: D. A. Leonard and C. Gomes-Casseres
- 1997
- Chapter
Organizing and Leading 'Heavyweight' Development Teams
By: K. B. Clark and S. C. Wheelwright