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Publications
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(1,581)
- Faculty Publications (270)
- July 2003
- Case
De La Salle Academy
By: Thomas J. DeLong and David Ager
Brother Brian Carty, headmaster and founder of De La Salle Academy, a private school for academically talented, economically disadvantaged children in grades six to eight in New York City, is scheduled to meet with the school's board of directors to discuss how the... View Details
- June 2003 (Revised June 2003)
- Background Note
M & A Legal Context: Basic Framework for Corporate Governance
By: Carliss Y. Baldwin, Constance E. Bagley and James Quinn
Students are introduced to the basic framework for corporate governance. Begins by describing the complex role of the modern corporation, then proceeds by discussing the fiduciary duties to which a board of trustees is bound (duty of care, duty of loyalty, etc.), and... View Details
- May 2003
- Case
Renault-Nissan Alliance, The
By: Michael Y. Yoshino and Perry Fagan
On Wednesday, May 29, 2002, the board of directors of Renault-Nissan BV (RNBV) met for the first time to discuss the state of the alliance between Renault SA and Nissan Motors-two of the world's largest automakers. RNBV was a 50/50 joint venture company established in... View Details
- June 2002 (Revised January 2010)
- Case
Delphi Corporation (A)
By: Jay W. Lorsch, Rakesh Khurana and Sonya Sanchez
The Delphi Corp.'s board of directors faces a transition as lead director Thomas Wyman approaches mandatory retirement. Chairman and CEO J.T. Battenberg reflects on Delphi's history and its successful reinvention by Wyman and Battenberg when it separated from its... View Details
- May 2002 (Revised October 2002)
- Background Note
Incentive Strategy II: Executive Compensation and Ownership Structure
By: Brian J. Hall
This case analyzes incentive strategy from the perspective of a company's board of directors and owners. The focus is the role that executive compensation and ownership structure (the composition of, and financial structure between, a company's owners) play in... View Details
- October 2001 (Revised March 2006)
- Case
Chad-Cameroon Petroleum Development and Pipeline Project (A), The
By: Benjamin C. Esty and Carrie Ferman
On June 6, 2000, the World Bank's and IFC's board of directors was scheduled to vote on whether to approve funding for the $4 billion Chad-Cameroon Petroleum Development and Pipeline project. Although the project presented a unique opportunity to alleviate poverty in... View Details
- August 2001
- Case
Finnigan Corporation
By: Carliss Y. Baldwin and Barbara Feinberg
Finnigan Corp., headquartered in San Jose, CA, was the world's leading producer of mass spectrometers, holding a 45% market share of instruments used for chemical analysis in pharmaceutical product development, environmental testing, genetic testing, and other... View Details
- June 2001 (Revised July 2001)
- Case
Boston Lyric Opera
By: Robert S. Kaplan and Dennis Campbell
The Boston Lyric Opera was the fastest growing opera company in North America during the 1990s. Having successfully completed a move to a larger facility in 1999, the board and general director recognize the need to develop a formal strategic planning and governance... View Details
- March 2001 (Revised December 2003)
- Case
Circon (A)
By: Brian J. Hall, Guhan Subramanian and Christopher A Rose
In 1996, U.S. Surgical launched a hostile takeover bid against Circon Corp. After building the company for 20 years, CEO Richard Auhll takes a defensive stand that includes inviting an old HBS friend (George Cloutier) to join the fight as a director of Circon. A... View Details
- February 2001
- Case
PlanetFeedback: The Voice of One ... The Power of Many (A)
By: James L. Heskett
The management of PlanetFeedback in proposes a merger with Intelliseek. Their goal is to create a comprehensive C2B and B2B business focused on the generation and analysis for business clients of consumer feedback data via the Internet, Planet Feedback's board of... View Details
- 2000
- Other Unpublished Work
New Trading Practices and the Short-run Predictability of the S&P 500: Market Volatility and Investor Confidence, Report to the Board of Directors of the New York Stock Exchange, Inc.
By: André Perold
- November 1999 (Revised November 2000)
- Case
Cortlandt Town Center
By: William J. Poorvu and Arthur I Segel
CBL & Associates is trying to decide whether to go ahead with the development of a 790,000 square-foot power center with retailers such as Home Depot and Barnes & Noble. The costs are such that the developer needs to renegotiate its land acquisition price. Then the... View Details
- November 1999 (Revised June 2001)
- Case
Compaq Computer Corporation: The DEC Acquisition
By: Carliss Y. Baldwin and Barbara Feinberg
Compaq's board of directors is faced with responsibility for setting the price range and terms for the proposed acquisition of Digital Equipment Corp. The transaction is described in the context of the rapidly evolving markets and business models of the computer... View Details
- February 1998
- Case
Lyondell Petrochemical Company
By: Jay W. Lorsch and Daniel P. Erikson
In August 1994, Lyondell Petrochemical Co.'s corporate parent and largest single shareholder effectively shed its stock, resulting in the resignation of 5 of its 11 directors. The remaining outside directors immediately acted to overhaul the executive compensation plan... View Details
- October 1997 (Revised November 1997)
- Case
NAACP, The
By: James E. Austin, Paul Barese, Stephanie L. Woerner and Elaine V. Backman
In February 1995, the National Association for the Advancement of Colored People (NAACP), the largest civil rights organization in the United States, was in the midst of a crisis. The executive director had been fired due to financial improprieties amid charges of... View Details
- September 1997
- Case
Siam Cement Group, The: Corporate Philosophy (C)
By: Lynn S. Paine and Prompilai Khunaphante
In November 1996, the board of directors of Thailand's Siam Cement Group approves a policy spelling out the extent to which code of ethics shall be applied in joint venture and contractor relationships. View Details
- September 1997
- Case
Tri Valley Growers: A New Age Co-op
By: Ray A. Goldberg and Mollie H. Carter
Tri Valley Growers is a dominant co-operative in its industry and, yet, still suffers from poor returns. The board of directors worked with the new CEO to change the product, market, and financing focus of the co-op to assure a long and profitable future for its... 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
- December 1996 (Revised July 1997)
- Case
USG Corporation
By: Benjamin C. Esty and Tara L. Nells
In 1988, USG was the world's largest gypsum producer and one of the world's largest building-products companies. On May 2, 1988, USG's board of directors announced a proposed leveraged recapitalization plan to thwart a hostile cash tender offer by Desert Partners. With... View Details
- November 1996
- Case
Del Webb Corporation (B), The
By: Jay W. Lorsch and Samanta Graff
On November 16, 1987, the Del Webb board appointed Phil Dion chairman and CEO. This case outlines the development and implementation of a strategy to focus exclusively on real estate development and to liquidate all other assets. Discusses the appointment of two new... View Details