Publications
Publications
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(10,215)
- Faculty Publications (3,136)
- December 2001
- Case
Sarah Vickers-Willis: Career Decisions (B)
By: Myra M. Hart, Lynda M. Applegate, Sarah Harden and Susan Saltrick
Supplements the (A) case. View Details
- December 2001 (Revised February 2006)
- Background Note
An Options-led Approach to Making Strategic Choices
By: Jan W. Rivkin
Summarizes some of the pitfalls of conventional strategic planning processes and proposes an alternative approach to making strategic choices. View Details
- December 2001
- Case
SinoSecurities.com
By: F. Warren McFarlan and Fred Young
Describes a complex software project that has run into difficulties. Students must decide whether to press forward, stop the project, or reconfigure it. Illustrates many of the similarities to challenges facing U.S. and Chinese companies in this difficult arena. View Details
- December 2001 (Revised February 2008)
- Case
Borealis
By: Robert S. Kaplan and Bjorn N. Jorgensen
When Borealis, a European producer of plastics, used a traditional, time-consuming budgeting process, the budget was quickly out of date in a competitive environment characterized by continually changing input and output prices and dynamic market conditions. This case... View Details
- 2001
- Book
Appendix to 'Strategic Asset Allocation: Portfolio Choice for Long-Term Investors'
By: Luis M. Viceira and John Y. Campbell
- 2001
- Chapter
Enlarging the Pie by Accepting Small Losses for Large Gains
By: J Baron and Max Bazerman
Keywords: Cost vs Benefits
- 2001
- Working Paper
When Does the Market Matter? Stock Prices and the Investment of Equity Dependent Firms
By: Malcolm Baker, Jeremy Stein and Jeffrey Wurgler
We use a simple model of corporate investment to determine when investment will be sensitive to non-fundamental movements in stock prices. The key cross-sectional prediction of the model is that stock prices will have a stronger impact on the investment of firms that... View Details
- November 2001 (Revised April 2002)
- Case
Taking Charge at Dogus Holding (A)
By: Rakesh Khurana, Gina Carioggia and Simon Johnson
Describes 37-year-old Ferit Sahenk's challenges in taking over his father's traditionally managed $14 billion Turkish conglomerate in a period of economic instability. Leading the large holding company into the 21st century will require the establishment of a more... View Details
- November 2001
- Case
Gold Kist Inc.
By: Ray A. Goldberg and Stephanie Oestreich
An oversupply of poultry causes a major decrease in margins for the company and the industry. How does the only cooperative in the industry respond to short-term and long-term economic pressures? View Details
- November 2001 (Revised September 2002)
- Case
Four Products: Predicting Diffusion
One of the critical tasks in the marketing of new innovations is predicting demand and rates of diffusion for those products. Focuses on four innovative products from different domains. Although one can speculate on the scope and rate of diffusion for each of these... View Details
- November 2001 (Revised August 2005)
- Case
BigEast Bank (A): Credit Card Approval
By: Frances X. Frei and Dennis Campbell
BigEast is considering adopting a relationship-centric view in its credit card approval process. This would shift the bank's current practice of analyzing applications based on the merits of a single product to one where the customer's existing relationship is... 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
- October 2001 (Revised February 2002)
- Case
Acme Investment Trust: January 2001
By: Josh Lerner
The managers of a large corporate pension fund must decide whether to invest in a private equity fund that is offering a guaranteed rate of return of 20% on part of its portfolio. The background behind and implications of the guarantee are explored. View Details
- October 2001 (Revised March 2002)
- Background Note
Implicit Predictors of Consumer Behavior
By: Gerald Zaltman, Nancy Puccinelli, Kathryn A. Braun and Fred W Mast PHD
An important distinction is drawn in psychology between explicit and implicit knowledge. Explicit knowledge refers to consciously held beliefs about an individual or object that often draws on the remembering of experiences in the past. In contrast, implicit knowledge... View Details
- October 2001 (Revised October 2017)
- Case
Pilgrim Bank (A): Customer Profitability
By: Frances X. Frei and Dennis Campbell
Provides a context in which students can explore managerial decision making that is critically informed by data analysis. The setting is a retail bank and the decision making relates to the bank's policy toward online banking. The management team is evaluating whether... View Details
- October 2001
- Background Note
A Note on Team Process
By: Linda A. Hill and Maria Farkas
When tasks are highly complex, demand a diversity of skills, or require a commitment from the involved parties, teams are usually the most effective way to approach them. But a group of people working together does not automatically equally a team, and groups are often... View Details
- September 2001
- Case
Charitableway
By: James E. Austin and Elizabeth Kind
In early 2001, Charitableway, an ePhilanthropy application service provider that enabled the collection of charitable donations online; faced major strategic decisions relating to its alliance with United Way of America to foster workplace giving online. One of the... View Details
- September 2001 (Revised April 2002)
- Case
Ocean Carriers
By: Erik Stafford, Angela Chao and Kathleen Luchs
In January 2001, Mary Linn, vice president of finance for Ocean Carriers, a shipping company with offices in New York and Hong Kong, was evaluating a proposed lease of a ship for a three-year period, beginning in early 2003. The customer was eager to finalize the... View Details