Publications
Publications
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- All HBS Web
(9,026)
- Faculty Publications (2,717)
- January 1990 (Revised March 1991)
- Case
American Red Cross Blood Services: Northeast Region
By: Robert L. Simons
Recounts the financial difficulties and management changes experienced by American Red Cross Blood Services: Northeast Region (NER) during the 1980s. After summarizing industry-wide changes in the collection, testing, and distribution of blood and blood products, the... View Details
Keywords: Change Management; Budgets and Budgeting; Financial Management; Restructuring; Health; SWOT Analysis; Social Enterprise; Marketplace Matching; Management Style; Organizational Culture; Organizational Change and Adaptation; Medical Devices and Supplies Industry; Health Industry; North and Central America
- December 1989
- Background Note
Note on How Organizations Can be Structured
By: D. Q. Mills
Describes four basic organizational forms--hierarchy, division, matrix, and cluster. Diagrams of each are included. Their strengths and weaknesses under different business environment conditions are detailed. There is a table comparing the forms on several key... View Details
- December 1989 (Revised February 1993)
- Case
Frito-Lay, Inc.: A Strategic Transition (C)
In 1989, Frito-Lay designed an information technology infrastructure to support time-based competition and organizational restructuring. The company planned to provide timely flexible information to all major decision makers at all levels. This case describes the... View Details
- November 1989 (Revised February 1992)
- Case
Ford Motor Co.: Dealer Sales and Service
Since Henry Ford founded Ford Motor Co., Ford vehicles have been sold and serviced the same way. By the late 1980s Ford began to consider making changes in its sales and service process. Two developments forced Ford to reconsider these processes. First, Ford found... View Details
- November 1989 (Revised November 1991)
- Case
Transformation at Ford
By: Leonard A. Schlesinger and Richard Pascale
In 1980 Ford was near disaster. The company lost billions of dollars between 1980 and 1982. By 1988 the company had been transformed into one of the most successful corporations in the United States. Describes what happened and then examines how it happened. The major... View Details
- November 1989
- Teaching Note
H.J. Heinz Co.: The Administration of Policy (A), (B), (C), and (D), Teaching Note
By: Kenneth E. Goodpaster and Thomas R. Piper
Teaching Note for (9-382-034, 035, 036, and 037). View Details
- September 1989 (Revised July 1991)
- Case
Caterpillar, Inc.: George Schaefer Takes Charge
For over half a century, Caterpillar, Inc. (CAT) had been a world leader in the manufacture of earthmoving and construction machinery. In 1982, just months after it recorded the highest sales and profits in its history, CAT experienced its greatest crisis. Demand fell... View Details
Keywords: Machinery and Machining; Crisis Management; Labor Unions; Demand and Consumers; Management Teams; Problems and Challenges; Competitive Strategy; Business Strategy; Organizational Change and Adaptation; Manufacturing Industry; Agriculture and Agribusiness Industry; Industrial Products Industry
- August 1989 (Revised January 1992)
- Case
Prospect Hill
By: William J. Poorvu and Katherine Sweetman
Bill Hassett, a partner in the Nelson Companies, has to make some important decisions regarding the expansion of Prospect Hill Executive Office Park in Waltham, Massachusetts. The pre-development issues concerning him about the Hillside Building include how to position... View Details
- August 1989
- Article
Organizational Frame-Bending: Principles for Managing Reorientations
By: D. Nadler and Michael Tushman
- February 1989 (Revised October 1994)
- Case
Asahi Breweries Ltd.
Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer... View Details
- 1989
- Book
Planning and Power in Iran: Ebtehaj and Economic Development under the Shah
By: Geoffrey Jones
This book provides a biography of Abol Hassan Ebtehaj, who headed Iran's central bank and Plan Organization during the 1940s and 1950s. It provides a wide-ranging survey of the problems of modernization and economic planning in Iran. Ebtehaj was at the center of... View Details
- January 1989
- Background Note
Managing Information Technology: Organization and Leadership
By: James I. Cash Jr. and Thomas H. Davenport
Describes the organizational components of the typical IT organization in a large corporation. Points out common problems and issues for each component of the organization. Also addresses the leadership issues for the IT function, and focuses specifically on the Chief... View Details
- November 1988 (Revised July 1997)
- Case
Technology Transfer at a Defense Contractor
By: Linda A. Hill
At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp., faces a delay in a costly defense project due to the inability of one of his subordinates to gain the cooperation of engineers at Parsons'... View Details
- September 1988 (Revised September 1993)
- Case
Mrs. Fields Cookies
Mrs. Fields Cookies is a small company selling freshly baked goods through privately owned specialty stores (each store sells only Mrs. Fields products). The company has about 8,000 employees worldwide and less than 150 information systems people for a unique leverage... View Details
- August 1988 (Revised April 1998)
- Case
IBM 360: Giant as Entrepreneur
By: Joseph L. Bower
Presents the ingredients that went into a major entrepreneurial shift by IBM--investing $5 billion into a new product line that would obsolete any existing computer product line offered by the competition, or by IBM itself. The economic and technical challenges of this... View Details
- August 1988 (Revised August 1989)
- Case
Poletown Dilemma, The
By: Thomas R. Piper
Senior management of General Motors must select a site for a new assembly plant to replace two plants located in Detroit. The economics strongly favor a site in an adjacent state. However, a relocation would have substantial, negative impact on the existing work force,... View Details