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Publications
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(8,991)
- Faculty Publications (2,776)
- June 1991 (Revised February 1999)
- Case
Willow Creek Community Church (A)
Describes the historic evolution and current positioning of a Christian church which focuses on the attraction of "unchurched" individuals. Describes the church's strategic service vision and its current growth and leadership problems. View Details
- June 1991 (Revised June 1993)
- Case
Becton Dickinson (B): Global Management
By: Michael Beer
The president of Becton Dickinson (BD) and his top management team struggle with issues of: 1) how to manage the top of the organization, focusing on leadership style, the committee structure, and the role of sector presidents, and 2) how to manage a multinational... View Details
- June 1991
- Supplement
Philips Group--1990
Describes the strategic and organizational changes introduced by Cor Van Der Klugt as he becomes CEO. View Details
- June 1991 (Revised April 1995)
- Background Note
Corporate Strategy: A Conceptual Framework
By: David J. Collis
Provides a conceptual framework for the study of corporate strategy. First describes previous perspectives on corporate strategy and then develops a framework of four elements: resources, tasks, structure, and industries. This framework can be used to explain the value... View Details
- June 1991 (Revised April 1997)
- Background Note
Managing the Multibusiness Corporation
By: David J. Collis
Lays out some ideas on how to restructure a multibusiness corporation. Identifies sixteen elements of organization design, and then applies contingency theory to argue that these elements need to be aligned with the tasks the corporation uses to create value across its... View Details
- April 1991 (Revised November 1997)
- Case
Levi Strauss & Co. and the AIDS Crisis
- March 1991 (Revised May 1995)
- Case
Kraft General Foods: The Merger (A)
By: David J. Collis
Describes Philip Morris' acquisitions of General Foods in 1985 and Kraft, Inc. in 1989, focusing on the integration of Kraft and General Foods that forms a $30 billion food subsidiary. Details the steps required to merge these two large companies, emphasizing the... View Details
- March 1991 (Revised July 1993)
- Case
Kyocera Corp.
By: John P. Kotter
Examines the three factors critical to this company's remarkable success in the high tech field. The first factor is the founder, Dr. Inamori's powerful leadership. The second is the strong corporate culture or philosophy of the firm. The third element in Kyocera's... View Details
- February 1991 (Revised August 2001)
- Case
Ann Hopkins (A)
By: Joseph L. Badaracco Jr. and Ilyse Barkan
Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on business ethics, it encourages students to discuss what "fairness" and "diversity" mean when an organization is also... View Details
- February 1991 (Revised July 1993)
- Case
Cultural Change at Nissan Motors
By: John P. Kotter
Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the... View Details
- February 1991 (Revised February 1992)
- Case
Appex Corp.
By: Nitin Nohria
1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through... View Details
Keywords: Information Technology; Organizational Change and Adaptation; Organizational Design; Management Analysis, Tools, and Techniques; Organizational Culture; Mobile and Wireless Technology; Performance Productivity; Problems and Challenges; Management Practices and Processes; Business Divisions; Information Management; Information Technology Industry; Telecommunications Industry; United States
- January 1991 (Revised March 1992)
- Case
USA Today
By: Robert L. Simons
USA Today is a national newspaper struggling to achieve profitability. This case focuses on the use of management control systems to identify emerging opportunities and the formulation of new strategies. The interactive system used by top managers--the Friday... View Details
Keywords: Strategy; Competitive Advantage; Management Analysis, Tools, and Techniques; Managerial Roles; Forecasting and Prediction; Growth and Development Strategy; Risk Management; Labor and Management Relations; Organizational Change and Adaptation; Risk and Uncertainty; Journalism and News Industry; United States
- Article
Enfranchisement of Service Workers
By: Leonard A. Schlesinger and James Heskett
Enfranchisement is achieved through an integration of empowerment with methods of pay for performance. Evidence from Ito Yokado Group in Japan and Nordstrom in the US demonstrates the positive effects of enfranchisement. Successful efforts to enfranchise employees: 1.... View Details
- November 1990 (Revised September 1991)
- Case
The Transformation of IBM
By: Andrall E. Pearson and David B. Yoffie
John Akers, IBM's chairman, must confront how to transform a $60 billion, full line, global computer company that is the leader in every market it serves, yet losing share across the board. The case explores senior management's perspective on the process of... View Details
- October 1990 (Revised September 1993)
- Case
Changing the Culture at British Airways
By: John P. Kotter
In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981... View Details
- September 1990 (Revised March 1993)
- Case
General Electric Plastics: Organizing the Marketing Function
Describes the rapid growth of General Electric Plastics for over the last decade to a $5 billion (sales) company. The accompanying organizational transitions are described. The task is to design a marketing organization for the coming decade given the anticipated... View Details
- September 1990 (Revised January 1992)
- Case
Procter & Gamble Japan (A)
Ten years after entering Japan, P&G had accumulated over $250 million in operating losses on declining annual sales of $120 million by 1983. The decision facing the president of P&G International: exit, retrench or rebuild the operation? Ironically, the initial entry... View Details
- September 1990 (Revised November 1991)
- Supplement
Procter & Gamble Japan (C)
Updates the (A) case. The issues facing P&G were two-fold. 1) General manager, Japan--how to keep both the business and organization growing; 2) President, international--what role should the Japanese operation play in the P&G worldwide business? View Details
- September 1990 (Revised March 1991)
- Case
Mod IV Product Development Team
By: Anne Donnellon and Joshua D. Margolis
Focuses sharply on a crossfunctional product development team at Honeywell's Building Controls Division. Traces the history of teams at the division, which introduced them as a response to intensifying competition and the need for faster development. Reveals the... View Details