Publications
Publications
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- All HBS Web
(2,137)
- Faculty Publications (308)
- January 2007 (Revised July 2013)
- Case
To JV or Not To JV? That Is the Question (for XTech in China)
By: Daniel J. Isenberg and Paul W. Marshall
XTech, a leading manufacturer of metal parts for the telecommunications industry, is being pushed by its large equipment vendor customers to establish a manufacturing operation in China. CEO Reinhold Hesse is debating several options: establishing a joint venture,... View Details
Keywords: Entrepreneurs; Entrepreneurship; Search; Global Ventures; Succession; Acquisitions; Private Equity; Negotiation; Partners and Partnerships; Expansion; Joint Ventures; Management Succession; Decision Choices and Conditions; Corporate Entrepreneurship; Financing and Loans; Global Strategy; Acquisition; Manufacturing Industry; Telecommunications Industry; China; United States
- December 2006 (Revised February 2007)
- Case
Opportunity International: Measurement and Mission
By: Herman B. Leonard, Marc J. Epstein and Melissa Tritter
After a "first career" in business, HBS graduate Christopher Crane becomes CEO of a worldwide microfinance network. The organization's twin challenges are: 1) developing metrics to give it an accurate picture of its situation and impacts, and 2) generating rapid... View Details
- November 2006 (Revised May 2007)
- Case
Hewlett-Packard Company: The War Within
By: Krishna G. Palepu, Jay W. Lorsch, Carin-Isabel Knoop and Eliot Sherman
In September 2006 it was revealed that the Hewlett-Packard Company (HP) had been carrying out an extended investigation of its own employees, board members, and journalists outside the company. The investigation was launched in response to a series of leaks to the... View Details
Keywords: Problems and Challenges; Employee Relationship Management; Corporate Accountability; Corporate Governance; Governing and Advisory Boards; Management Analysis, Tools, and Techniques; Corporate Social Responsibility and Impact; Communication Technology; Conflict and Resolution; Newspapers; Computer Industry; Information Technology Industry
- October 2006 (Revised May 2007)
- Case
King Arthur Flour
By: Thomas J. DeLong, James Holian and Joshua Weiss
Steve Voigt, the CEO of King Arthur Flour, must determine how the company can continue to grow, whilst preserving its unique culture. In 1996, the company was sold to employees in as ESOP transaction. The following decade saw significant growth, despite declining sales... View Details
- September 2006 (Revised November 2007)
- Case
Board of Directors of Medtronic, Inc.
By: Jay W. Lorsch and Alexis Chernak
The board of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman and CEO Bill George and the retirement of four long-time directors. The company had experienced rapid growth in... View Details
- April 2006 (Revised April 2007)
- Case
Endeca Technologies: New Growth Opportunities
By: Paul A. Gompers and Kristin Perry
Steve Papa, CEO of Endeca Technologies, must decide whether to expand into a new market with a new application of his company's technology. Endeca has experienced significant success with its information access software in the online retail industry, and in September... View Details
- March 2006 (Revised October 2007)
- Case
The Parisian Revival
By: Rajiv Lal and Carin-Isabel Knoop
In mid-2005, George Jones had two jobs: head of Saks Inc.'s 41-store Parisian department store chain as well as president and CEO of the Saks Department Store Group (SDSG), an umbrella for seven chains with a total of 182 stores across the United States. In 2003 Jones... View Details
- spring 2006
- Article
All's Fair in Love, War & Bankruptcy?: Corporate Governance Implications of CEO Turnover in Financial Distress
Prior discussions of management turnover during financial distress have examined bankrupt and non-bankrupt firms as distinct groupings with little overlap. Separately investigating rates of turnover in-bankruptcy and out-of-bankruptcy, without a direct comparison... View Details
- December 2005 (Revised May 2007)
- Case
Cynthia Fisher and the Rearing of ViaCell
By: Robert F. Higgins, Richard G. Hamermesh and Ingrid Vargas
Describes the start up of Viacord, a Boston-based medical services firm founded by Cynthia Fisher (HBS MBA) in 1993. Told from Fisher's perspective, the entrepreneur details the conceptualization and launch of the business and the many obstacles and expenses faced in... View Details
- November 2005 (Revised February 2009)
- Case
Publicis Groupe: Leading Creative Acquisitions
By: Rosabeth M. Kanter and Ryan Raffaelli
The CEO of a French-based advertising agency network led a series of high-profile acquisitions that created the world's 4th largest global communications company, after a failed strategic alliance taught him lessons about leadership and business relationships. View Details
- November 2005 (Revised August 2007)
- Case
ConAgra Foods: The Next Chapter
By: Ray A. Goldberg and Mary L. Shelman
In 2005, CEO Bruce Rohde has almost completed the integration of ConAgra Foods' collection of 90 independent operating companies into a focused, value-added firm and was beginning to think about his successor. ConAgra had become the second largest food company and No.... View Details
Keywords: Change Management; Corporate Strategy; Leading Change; Management Succession; Strategic Planning; Brands and Branding; Food; Agribusiness; Product Marketing; Management Teams; Transformation; Customer Focus and Relationships; Food and Beverage Industry; Agriculture and Agribusiness Industry; United States
- June 2005 (Revised May 2006)
- Case
Alex Montana at ESH Manufacturing Co.
By: Thomas J. DeLong and Michael Kernish
Alex Montana sat at his desk pondering the career decision before him. Alex was director of the North American division of ESH Manufacturing, a $4.6 billion, Cleveland-based company with operations on three continents. ESH's CEO had just offered Montana a promotion to... View Details
- June 2005 (Revised May 2006)
- Case
Covisint (A): The Evolution of a B2B Marketplace
By: Lynda M. Applegate and Elizabeth Collins
Ford Motor Co., General Motors, and DaimlerChrysler--the three original equipment manufacturers (OEMs) that dominated the automotive industry throughout the 20th century--launched Covisint in February 2000 as an industry supply chain exchange that would drive out cost... View Details
- February 2005 (Revised March 2008)
- Case
Shinhan Financial Group (A)
By: Rosabeth M. Kanter and Ryan Raffaelli
Mr. Young Hwi Choi, president and CEO of Shinhan Financial Group, embarked on an unconventional post-merger integration strategy with recently acquired Chohung Bank. The strategy focused on integrating traditional operations while attending to employees' reactions to... View Details
- August 2004 (Revised September 2005)
- Case
Stanley O'Neal at Merrill Lynch (A)
By: David A. Thomas and Ayesha Kanji
In the late 1970s, Stanley O'Neal joined Merrill Lynch as an investment banker. Profiles O'Neal's ascent at Merrill to CEO. O'Neal put Merrill through a comprehensive restructuring program, cutting costs and significantly reducing the work force. As CEO, O'Neal faces... View Details
- May 2004 (Revised April 2006)
- Case
Ultra: The Quest for Leadership (A)
By: Dwight B. Crane and Ricardo Reisen de Pinho
Ultra is one of a small group of competing Brazilian petrochemical companies, each of which buys raw material and is a minority owner of Copene, a "cracking" company that provides ethylene and other materials. Because of an industry restructuring, an auction of shares... View Details
- April 2004 (Revised June 2004)
- Case
Entrepreneurship Goes Global: ResMed's Gamble
By: Christopher A. Bartlett, Andrew N. McLean and Meg Glinska
On the basis of its innovative medical device for treating sleep apnea, CEO Peter Farrell has made Australian-born ResMed a successful global company. But the company is struggling to implement a strategy to expand the device from its focused core market to a much... View Details
- March 2004 (Revised September 2005)
- Case
Newell Rubbermaid: Strategy in Transition
By: Cynthia A. Montgomery, Rhonda Kaufman and Carole Winkler
Describes the transformation of a company's corporate-level strategy. Begins by laying out the strategy that brought the Newell Co. stunning success for nearly three decades. The highly integrated, internally consistent strategy was tailored for manufacturing and... View Details
- January 2004 (Revised June 2004)
- Case
Citigroup 2003: Testing the Limits of Convergence (A)
Examines Citigroup's strategic transition and highlights issues that its newly announced CEO Charles Prince will face as he assumes leadership of this global financial corporation upon the retirement of its charismatic CEO, Sandy Weill. View Details