Publications
Publications
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- All HBS Web
(1,249)
- Faculty Publications (378)
- November 2002 (Revised January 2004)
- Case
Gary Rodkin at Pepsi-Cola North America (B)
By: David A. Thomas, Gina Carioggia and Ayesha Kanji
After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment,... View Details
- November 2002 (Revised January 2004)
- Case
Gary Rodkin At Pepsi-Cola North America (B) (Abridged)
By: David A. Thomas, Gina Carioggia and Ayesha Kanji
After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment,... View Details
- October 2002 (Revised August 2004)
- Case
Canary Wharf
By: William J. Poorvu, Arthur I Segel and Camille Douglas
On September 25, 2002, Peter Anderson was due to meet with Morgan Stanley in ten minutes. Anderson had been the finance director of Canary Wharf Group (CWG) since Paul Reichmann and a group of investors had repurchased Canary Wharf in 1995. Anderson had joined Olympia... View Details
- October 2002 (Revised July 2003)
- Case
Gary Rodkin at Pepsi-Cola North America (A)
By: David A. Thomas, Gina Carioggia and Ayesha Kanji
After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment,... View Details
- September 2002 (Revised March 2006)
- Case
Environmental Power Corporation: Changing Manure Into Gold?
By: Ray A. Goldberg and Laure Mougeot Stroock
In 2002, Environmental Power Corp. (EPC), a small company developing renewable energy projects, was attempting to commercialize its "digester," a facility that extracted methane from manure, reduced manure's environmental impact, and generated electricity. The company... View Details
- September 2002
- Background Note
Note on WTO Disputes: Five Major Cases
By: David A. Moss and Nick Bartlett
Summarizes five major trade disputes before the World Trade Organization (WTO): (1) the Brazil-Canada aircraft dispute, (2) the European Union/United States foreign sales corporation dispute, (3) the Asian/United States shrimp and sea turtle dispute, (4) the United... View Details
Keywords: Trade; Conflict Management; Negotiation; Brazil; Canada; European Union; Asia; United States
- July 2002 (Revised August 2003)
- Case
EXP Systems
By: Malcolm S. Salter and Alison Berkley Wagonfeld
Discusses selecting investors and avoiding board-level conflicts of interest in start-ups. Using the "term sheet" in third-round financing as a negotiation over future governance and control rights. A rewritten version of an earlier case. View Details
- January 2002
- Background Note
A Note on Incentives in the NFL
By: Brian J. Hall and Jonathan Lim
This case describes compensation and incentive issues in one of the major U.S. professional sports leagues, the National Football League (NFL). It first provides some background information on the labor market for players and the salary cap and then describes incentive... View Details
- December 2001
- Case
Cybersettle
By: Michael A. Wheeler and Gillian Morris
Cybersettle's management faced a dilemma: How could they turn their company, which provided confidential online settlement services for insurance claims, into a profitable enterprise? Having started during the heady days of Internet "dot-com fever," the company now had... View Details
- November 2001 (Revised September 2002)
- Case
International Management Group (IMG)
By: Bharat N. Anand and Kate Attea
In 2001, International Management Group (IMG) is the dominant company in the sports management industry. Its founder and CEO, Mark McCormack, is credited with having created the industry of sports management in the early 1960s. Over the next 40 years, IMG's expansion... View Details
- November 2001 (Revised December 2002)
- Case
Tracking Stocks at Genzyme (A)
Genzyme, a tracking stock pioneer, has used its innovative capital structure as a way to frame and grow its R&D-intensive business. Facing the question of how best to integrate a new acquisition into its tracking stock structure, Genzyme's top management is forced to... 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
- Background Note
Financial Reporting Environment, The
Provides a framework for understanding the role of financial reporting and various intermediaries as mechanisms for reducing both adverse selection and moral hazard problems in capital markets. Financial reports reduce adverse selection by providing basic information... View Details
- August 2001 (Revised June 2002)
- Case
IBM Software Solutions (A)
By: Michael L. Tushman, Charles A. O'Reilly III and Robert Chapman Wood
Executives and managers of key IBM software units struggle to make IBM a top player in the post-mainframe era. When one software unit introduces a visionary product with potential to create a new leadership position for the firm, the result is an epic conflict in the... View Details
- July 2001
- Background Note
Ethics in Venture Capital
By: Ashish Nanda
Discusses potential conflicts of interest that venture capitalists face in dealing with entrepreneurs. Critiques arguments that such conflicts are easily managed and unproblematic. Suggests four ways to address potential conflicts. View Details
- July 2001
- Case
Paula Evans and the Redesign of the Cambridge Rindge and Latin School (A)
By: Linda A. Hill, Kristin Doughty and Ellen Pruyne
Paula Evans is in her second year as principal of the only high school in Cambridge, MA. Her mandate when she arrived was to redesign the high school so that long-standing inequities in academic achievement rates across race and socioeconomic class were removed. In her... View Details
- July 2001 (Revised October 2002)
- Case
Centra Software
By: John A. Deighton and Laetitia Pouliquen
Centra is a pioneer in software eLearning. It is debating how to modify its go-to-market strategy, adding telesales to improve sales force productivity. At the same time, its market is evolving, and management thinks it may be about to "cross the chasm" in Geoffrey... View Details
- June 2001
- Case
GE's Early Dispute Resolution Initiative (A)
By: Michael A. Wheeler and Gillian Morris
GE's chief litigation counsel sought to rationalize litigation flow by viewing it as a manufacturing process. By applying the principles of Six Sigma, P.D. Villareal created an Early Dispute Resolution (EDR) system that enabled both lawyers and managers to work... View Details
- June 2001 (Revised November 2001)
- Case
Plum Creek Timber (B)
By: Max H. Bazerman, Jack Troast, Hannah Bowles and Nicole Nasser
Plum Creek Timber Co. decides to go ahead with negotiations for a Habitat Conservation Plan (HCP) on its Pacific Northwest properties. HCP represents a new form of public-private-sector collaboration and innovation to improve upon command-and-control environmental... View Details
- May 2001
- Case
Free Trade vs. Protectionism: The Great Corn-Laws Debate (Abridged)
By: David A. Moss
Examines the extended conflict between free traders and protectionists in 19th century Britain. It culminates with Prime Minister Sir Robert Peel's decision at the end of 1845 about whether to repeal the Corn Laws, a series of acts that had protected British... View Details