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Show Results For
- All HBS Web
(1,223)
- People (6)
- News (334)
- Research (740)
- Multimedia (3)
- Faculty Publications (512)
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- September 2001 (Revised June 2005)
- Case
Stevenson Industries (A)
By: John A. Davis and Kacie LaChapelle
Simon Carlson, chairman of the board of his family's fourth-generation industrial company, must decide how to deal with his conflict with the company's nonfamily CEO. Hired by the board just 15 months earlier to pursue growth more aggressively, CEO Paul Steel has upset... View Details
Keywords: Family Business; Management Succession; Management Style; Governing and Advisory Boards; Management Teams; Rank and Position; Organizational Culture; Decision Making; Manufacturing Industry
Davis, John A., and Kacie LaChapelle. "Stevenson Industries (A)." Harvard Business School Case 802-086, September 2001. (Revised June 2005.)
- February 2000 (Revised March 2000)
- Case
Owens & Minor, Inc. (B)
By: V.G. Narayanan and Lisa Brem
After a manager at Owens & Minor, a national medical and surgical distribution company, proposes and develops a formalized activity-based pricing and activity-based management approach to sales and service provision, this case explore the outcome. View Details
Keywords: Activity Based Costing and Management; Logistics; Distribution; Price; Supply Chain Management; Sales; Outcome or Result; Management Style; Medical Devices and Supplies Industry; Distribution Industry
Narayanan, V.G., and Lisa Brem. "Owens & Minor, Inc. (B)." Harvard Business School Case 100-079, February 2000. (Revised March 2000.)
- August 2010 (Revised January 2012)
- Supplement
Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 2
By: Joseph L. Bower and Sonja Ellingson Hout
Sam Palmisano became CEO of IBM in 2002. He dramatically energized the organization through portfolio changes and a values driven approach to managing the company. View Details
Keywords: Transformation; Leadership; Leadership Style; Business or Company Management; Emerging Markets; Value
Bower, Joseph L., and Sonja Ellingson Hout. "Leaders Who Make a Difference: Sam Palmisano's Smarter IBM: Day 2." Harvard Business School Supplement 311-031, August 2010. (Revised January 2012.)
- September 2019
- Case
JTC: Stronger Together with Shared Ownership
By: Ethan Bernstein and Daniela Beyersdorfer
Nigel Le Quesne, CEO of Jersey-based financial services firm JTC, firmly believed that "shared ownership" was at the heart of his company’s successful track record. The firm had seen its revenues, profits, and number of clients and staff grow steadily throughout its... View Details
Keywords: Ownership; Employee Ownership; Leadership Style; Compensation and Benefits; Organizational Culture; Employee Stock Ownership Plan; Going Public; Mission and Purpose; Management Practices and Processes; Human Resources; Financial Services Industry; Channel Islands; Europe; United States
Bernstein, Ethan, and Daniela Beyersdorfer. "JTC: Stronger Together with Shared Ownership." Harvard Business School Case 420-008, September 2019.
- 07 Mar 2022
- Research & Ideas
Effective Leaders Share the Spotlight with Their Teams
impact on both employees and companies, new research shows. In fact, managers who elevate others like Bradway did are more likely to hold on to valued employees, according to a study by Yuan Zou, assistant professor of business... View Details
Keywords: by Pamela Reynolds
- September 2005
- Case
IBM Network Technology (A) (Abridged)
An unconventional manager within IBM leads the creation of a business unit with multibillion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. Exemplifies how organizational design and... View Details
- July 2010 (Revised November 2011)
- Supplement
Zensar: The Future of Vision Communities (B)
By: David A. Garvin and Rachna Tahilyani
Zensar is a rapidly growing, mid-sized Indian IT services company with a collaborative management philosophy and innovative HR policies. One of its practices, Vision Communities, is an inclusive forum for innovation and strategy formulation. As the company grows,... View Details
Keywords: Strategic Planning; Leadership Style; Employee Relationship Management; Decision Choices and Conditions; Information Technology; Collaborative Innovation and Invention; Business or Company Management; Expansion; Information Technology Industry; India
Garvin, David A., and Rachna Tahilyani. "Zensar: The Future of Vision Communities (B)." Harvard Business School Supplement 311-025, July 2010. (Revised November 2011.)
- August 1998 (Revised October 1998)
- Case
Lark International Entertainment Ltd. (A)
By: Linda A. Hill and Jennifer Suesse
Two HBS MBA's leave McKinsey and Morgan Stanley to become entrepreneurs in Hong Kong. Together they start up a cinema chain throughout Asia. This case describes the experiences of managing a team in their Wuhan, China cinema. Looks at the challenges of managing growth... View Details
Keywords: Entrepreneurship; Problems and Challenges; Business Growth and Maturation; Business Startups; Emerging Markets; Leadership Style; Leadership; Groups and Teams; Entertainment and Recreation Industry; Hong Kong; China; Asia
Hill, Linda A., and Jennifer Suesse. "Lark International Entertainment Ltd. (A)." Harvard Business School Case 499-023, August 1998. (Revised October 1998.)
- 04 Jun 2013
- First Look
First Look: June 4
case: http://hbr.org/search/713074-PDF-ENG Harvard Business School Case 413-099 Transitions Asia: Managing Across Cultures The director of an interim executive search firm, Chee Lung Tham, faced a clash of culture and View Details
Keywords: Sean Silverthorne
- 21 Mar 2019
- HBS Case
The Ferrari Way
comfortable car on the market, but the best combination of the two...” When Thomke, who teaches and writes about the management of innovation, received an email from Ferrari out of the blue asking if he wanted to study the company, he... View Details
- July 2010 (Revised August 2012)
- Case
Assistant Professor Jo Worthington (A)
A relatively inexperienced professor struggles with managing a case discussion in a class based on numeric analysis. The class is lethargic and time is tight; she considers both a number of possible reasons for their disinterest and different teaching strategies to... View Details
Keywords: Education; Teaching; Strategy; Communication Strategy; Training; Leadership Style; Education Industry
Leonard, Dorothy A. "Assistant Professor Jo Worthington (A)." Harvard Business School Case 911-404, July 2010. (Revised August 2012.)
- November 2005 (Revised March 2006)
- Case
Genentech - Capacity Planning
By: Daniel C. Snow, Steven C. Wheelwright and Alison Berkley Wagonfeld
While facilitating a complex clinical approval process over the next two to three years for a family of new cancer drugs, Genentech must develop a long-term capacity plan for a major class of new cancer products. Adding to the complexity and uncertainty is the fact... View Details
Keywords: Factories, Labs, and Plants; Growth and Development Strategy; Management Style; Management Teams; Time Management; Product; Product Development; Business Processes; Performance Capacity; Planning; Risk and Uncertainty; Complexity; Pharmaceutical Industry
Snow, Daniel C., Steven C. Wheelwright, and Alison Berkley Wagonfeld. "Genentech - Capacity Planning." Harvard Business School Case 606-052, November 2005. (Revised March 2006.)
- March 1995
- Background Note
Gender Differences in Managerial Behavior: The Ongoing Debate
Do men and women have distinct leadership styles? Do they approach management differently? This note summarizes the two perspectives that have dominated the ongoing debate on gender differences in organizational leadership and management behavior. Psychological... View Details
Ibarra, Herminia M., and Kristin Daly. "Gender Differences in Managerial Behavior: The Ongoing Debate." Harvard Business School Background Note 495-038, March 1995.
- 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
Simons, Robert L. "American Red Cross Blood Services: Northeast Region." Harvard Business School Case 190-078, January 1990. (Revised March 1991.)
- October 1999
- Case
Overhead Reduction Task Force, The
By: J. Richard Hackman, Ruth Wageman and John J. Gabarro
A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team... View Details
Hackman, J. Richard, Ruth Wageman, and John J. Gabarro. "Overhead Reduction Task Force, The." Harvard Business School Case 400-026, October 1999.
- February 1992 (Revised October 1996)
- Case
CUC International, Inc. (A)
By: Krishna G. Palepu and Paul M. Healy
The case series examines the role of financial reporting and corporate finance policies as vehicles for communication between managers and outside investors. This case describes management's concern that the company's stock is undervalued because analysts viewed the... View Details
Keywords: Financial Reporting; Stocks; Financial Management; Decisions; Economic Slowdown and Stagnation; Management Style; Management Practices and Processes; Business and Shareholder Relations; Value; Financial Services Industry
Palepu, Krishna G., and Paul M. Healy. "CUC International, Inc. (A)." Harvard Business School Case 192-099, February 1992. (Revised October 1996.)
- June 2005 (Revised January 2008)
- Case
Corey Robinson at Sprint Corporation (A)
By: Linda A. Hill, Anthony Mayo and Lisa Pode
Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A... View Details
Keywords: Leadership Style; Management Skills; Management Teams; Organizational Change and Adaptation; Performance Effectiveness; Personal Development and Career; Power and Influence; Telecommunications Industry
Hill, Linda A., Anthony Mayo, and Lisa Pode. "Corey Robinson at Sprint Corporation (A)." Harvard Business School Case 405-094, June 2005. (Revised January 2008.)
- March 2001 (Revised February 2009)
- Case
HDFC (A)
By: Lynn S. Paine, Carin-Isabel Knoop and Suma Raju
The top management team at India's leading home finance company must decide how to deal with the emergence of intense competition at the end of the 1990s. Having founded the industry and dominated it for nearly 20 years, the well-respected company faces a bevy of new... View Details
Keywords: Values and Beliefs; Management Style; Management Teams; Competition; Financial Services Industry; India
Paine, Lynn S., Carin-Isabel Knoop, and Suma Raju. "HDFC (A)." Harvard Business School Case 301-093, March 2001. (Revised February 2009.)
- July 1999 (Revised October 2001)
- Case
Corbin-Pacific
By: John A. Davis and Christina L. Darwall
Reviews the history of Mike Corbin's entrepreneurial career and describes in detail the successful organization he has created. Explores his management philosophy and leadership. Explores the usefulness of continuing family involvement in this business. View Details
Keywords: Entrepreneurship; Leadership Style; Business or Company Management; Management Practices and Processes; Management Teams; Success; Family Ownership; Business Strategy; Manufacturing Industry; Motorcycle Industry
Davis, John A., and Christina L. Darwall. "Corbin-Pacific." Harvard Business School Case 800-022, July 1999. (Revised October 2001.)
- November 1992 (Revised May 1993)
- Case
BW/IP International, Inc.
By: Timothy A. Luehrman and Andrew D. Regan
Less than a year after completing a leveraged buyout of their own company, the managers of BW/IP International were presented with an attractive acquisition candidate. To buy the target company, however, BW/IP would have to borrow more money and take on more... View Details
Keywords: Leveraged Buyouts; Leadership Style; Valuation; Resource Allocation; Capital; Public Ownership
Luehrman, Timothy A., and Andrew D. Regan. "BW/IP International, Inc." Harvard Business School Case 293-058, November 1992. (Revised May 1993.)