Publications
Publications
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(8,802)
- Faculty Publications (2,643)
- April 1994 (Revised March 1995)
- Case
China (C): Energy and the Environment
Describes energy and environmental policy in China during the period 1980-1993. China has implemented ambitious plans for electrification and the substitution of fossil fuels (mostly coal) for biomass. The environmental consequences of these changes, at the local and... View Details
- March 1994
- Case
Intel Corp.: Leveraging Capabilities for Strategic Renewal
By: Christopher A. Bartlett and Ashish Nanda
Traces the history of Intel from its earliest days as a technology-driven memory company to its emergence as an increasingly market-focused microprocessor company with emerging systems capabilities. The focus is on the strategic, organizational, and management... View Details
- March 1994 (Revised December 2014)
- Case
Humana, Inc.: Managing in a Changing Industry
By: Stuart Gilson
Intensifying competition and change in the U.S. health care industry force a large integrated health-care provider to reassess its strategy of operating both hospitals and health insurance plans (HMOs). In an attempt to increase its stock price and operating... View Details
- February 1994 (Revised July 2008)
- Case
Banc One Corporation: Asset and Liability Management
By: Benjamin C. Esty, Peter Tufano and Jon Headley
Banc One's share price has been falling recently due to analyst and investor concern over the bank's heavy use of interest rate derivatives. Dick Lodge, chief investment officer in charge of the bank's investment and derivative portfolio, must recommend to the CEO a... View Details
- January 1994
- Case
ABC Sales and Service Division: A Case Study of Personal and Organizational Transformation
By: D. Quinn Mills, Brock W. Orwig, Janet M. Pumo, Todd C. Stilson and Richard C. Wei
In the midst of dramatic changes in the information systems industry and declining profits at the ABC Co., the vice president in charge of the sales and service division, Jeff, and his managers attempt to transform their division. The transformation gets off to a good... View Details
- January 1994 (Revised March 1995)
- Case
NovaCare, Inc.: Living the Vision
By: Lynn S. Paine
NovaCare's CEO is considering how further to institutionalize the company's espoused values and beliefs. One challenge is integrating two newly acquired businesses; another is better aligning the values of the company's managers with those of its front-line... View Details
- January 1994 (Revised June 1996)
- Case
Problems at InSpeech
By: Lynn S. Paine
InSpeech, Inc., the largest U.S. provider of speech, occupational, and physical therapists to nursing homes and hospitals, is faltering badly. The company is having trouble retaining its frontline employees--the clinicians who deliver its services--and its customers.... View Details
- spring 1994
- Article
Unilateral Commitments and the Importance of Process in Alliances
By: Ranjay Gulati, Tarun Khanna and Nitin Nohria
How the partners in an alliance view their joint venture can have much to do with its success or failure. Each partner fears that the other will get the larger payoff by acting opportunistically while it cooperates in good faith. The result is that both partners choose... View Details
- December 1993
- Case
Bay State Milling Co.
By: Ray A. Goldberg
Flour milling in recent years has had a great deal of consolidation. The fourth generation of a privately held firm is debating how to protect themselves in the industry as consumption, production, competition, logistics, technology, and patterns are all changing. View Details
- November 1993 (Revised September 2018)
- Case
Rudi Gassner and the Executive Committee of BMG International (A)
By: Linda Hill and Katherine Seger Weber
Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a... View Details
Keywords: Managerial Roles; Management Teams; Decision Making; Business Plan; Growth and Development Strategy; Global Strategy; Leadership Style; Organizational Culture; Business Subsidiaries; Business Conglomerates; Cost Management; Change Management; Music Industry; Media and Broadcasting Industry; Germany
- November 1993 (Revised March 1997)
- Case
Romeo Engine Plant
By: Amy P. Hutton and Robert S. Kaplan
A newly reopened automobile engine plant has been organized along total quality and teamwork principles. Employees now is to solve problems and ensure quality, rather than watch parts being produced. New operating and financial systems have been installed to promote... View Details
- November 1993 (Revised June 2007)
- Case
Jack Thomas
By: John P. Kotter and Andrew P. Burtis
This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing... View Details
- October 1993 (Revised November 1994)
- Case
Becton Dickinson & Co.: Multidivisional Marketing Programs
In response to a potential competitive inroad at a key account, managers at Becton Dickinson are considering a multidivisional marketing effort. View Details
- October 1993 (Revised February 1995)
- Case
MCI Vision (A) (Condensed)
Concerns the development, introduction, and first-year sales performance of Vision, a telecommunications service aimed at small- and medium-sized businesses. Introduced in 1990, Vision surpassed goals in that year, but was significantly below target in the first... View Details
- October 1993 (Revised April 1994)
- Case
Jack Welch: General Electric's Revolutionary
By: Joseph L. Bower and Jay Dial
Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company's portfolio through extensive dispositions and acquisitions and the company's culture through a mandated process called "work out."... View Details
- October 1993 (Revised September 1996)
- Case
BANC ONE - 1993
By: Hugo Uyterhoeven and Myra M. Hart
From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the... View Details
- September 1993
- Case
Manufacturing at ALZA: The Right Prescription? (A)
ALZA, a company specializing in drug delivery systems such as transdermal patches, considers manufacturing its own products. Until now, the company has conducted research and development on its patented system but has then licensed the technology to client-partner... View Details
- August 1993
- Background Note
Executing Change: Seven Key Considerations
By: Nitin Nohria and Rakesh Khurana
Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change--Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be... View Details
- August 1993
- Background Note
Managing Change: Course Overview--Introduction: Myths and Realities
By: Nitin Nohria
Keywords: Change Management