Publications
Publications
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- All HBS Web
(1,684)
- Faculty Publications (362)
- July 2003 (Revised August 2003)
- Case
Global Healthcare Exchange
By: Lynda M. Applegate and Jamie Ladge
Founded in March 2000 at the height of the dot-com bubble, Global Healthcare Exchange (GHX) was one of 90 online marketplaces in the health care industry. The company's founders were among the largest suppliers in the industry, including Johnson & Johnson, GE Medical,... View Details
- May 2003 (Revised March 2004)
- Case
Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation
By: Allen S. Grossman and Daniel F. Curran
Geoffrey Canada, CEO of the Harlem Children's Zone, wanted his organization to grow dramatically to reach thousands of poor and underserved children in Harlem. The agency ran a variety of successful social service programs throughout New York City that were separately... View Details
- November 2002 (Revised February 2010)
- Case
Intel Corporation: 1968-2003
By: Ramon Casadesus-Masanell, David B. Yoffie and Sasha Mattu
Describes three stages in Intel's history: the initial success and then collapse in DRAMs and EPROMs, its transition to and dominance in microprocessors, and its move to become the main supplier of the building blocks for the Internet economy. Allows a rich discussion... View Details
- March 2002 (Revised June 2005)
- Case
AOL Time Warner, Inc.
By: Stephen P. Bradley and Erin Sullivan
AOL Time Warner, which has been billed as the "first fully integrated media and communications company of the Internet Century," raises the fundamental question of how value will be created and captured by the merger of AOL and Time Warner. This case describes just how... View Details
- 2001
- Working Paper
Airbus vs. Boeing in Superjumbos: Credibility and Preemption
By: Benjamin C. Esty and Pankaj Ghemawat
In December 2000, Airbus formally committed to spend $12 billion to develop and launch a 555-seat superjumbo plane known as the A380. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with... View Details
- October 2001 (Revised November 2002)
- Case
Herman Miller(B): Creating Innovation Streams
By: Sandra J. Sucher and Stacy McManus
In 1997, Mike Volkema faced the difficulty of attempting to revitalize a once dynamic organization. Volkema wondered how he could incorporate advances made within subsidiaries, such as Miller SQA's business model innovation, into the company as a whole while also... View Details
- April 2001 (Revised July 2001)
- Case
Zaplet, Inc.
By: Dorothy A. Leonard and Brian DeLacey
Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the... View Details
- March 2001 (Revised July 2007)
- Background Note
Power and Influence: Achieving Your Objectives in Organizations
By: Kathleen L. McGinn and Elizabeth Long Lingo
Power is the potential to mobilize energy. This rather neutral definition does not address the issues of how to exercise power or to what ends. The answers to these questions determine the ultimate value of an individual's power. This note is written to help readers... View Details
- March 2001 (Revised September 2002)
- Case
Merck Latin America (A)
By: Michael Beer and James Weber
Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American... View Details
- March 2001 (Revised May 2001)
- Case
Corning 1983-1996: Transition at the Top
By: Michael J. Roberts and Michael L. Tushman
Focuses on Jamie Houghton's efforts to revitalize Corning from 1983-1996, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman's rise to president, then chairman/CEO, and his drive to both change the business... View Details
- 2001
- Working Paper
Promoting Experimentation in Organizational Knowledge Creation: Effects of Status, Values and Rewards
By: Fiona Lee, Amy C. Edmondson, Stefan Thomke and Monica Worline
- January 2001
- Case
First Community Bank (B): Community Banking Group
By: Rosabeth M. Kanter and Daniel Galvin
After nine years of leading First Community Bank (FCB), BankBoston's unique venture targeting low- to moderate-income communities, and finally gaining recognition and respect for her efforts, Gail Snowden must once again faces the challenge of justifying FCB's value,... View Details
- October 2000 (Revised June 2017)
- Case
Vyaderm Pharmaceuticals: The EVA Decision
By: Robert Simons and Indra A. Reinbergs
In 2016, the new CEO of Vyaderm Pharmaceuticals introduces an Economic Value Added (EVA) program to focus the company on long-term shareholder value. The EVA program consists of three elements: EVA centers (business units), EVA drivers (operational practices that... View Details
- June 2000 (Revised January 2003)
- Case
Nissan Motor Company
By: Thomas R. Piper and Jeremy Cott
Senior executives of Nissan and Renault are considering a major investment in Nissan by Renault. An important consideration is whether a major restructuring of Nissan's operations will be possible, given the value placed on lifetime employment and the impact on... View Details
- October 1999
- Case
Royal Dutch/Shell in Transition (B)
By: Lynn S. Paine
This case describes the decisions made by Shell in response to the situation presented in the (A) case. View Details
- August 1999
- Background Note
Note on Property Types
By: William J. Poorvu and Daniel J. Rudd
Commercial real estate in the United States can be divided into five distinct property types: apartment, office, hotel, industrial, and retail. This note presents the important characteristics of each of these five property types and highlights the "value drivers" for... View Details
- April 1999 (Revised March 2002)
- Case
Gerald Weiss
By: Brian J. Hall and Carleen Madigan
Gerald Weiss left Wall Street for the promise of a CFO position at a well-established corporation. He was given a 10-year options package with a guaranteed floor of $12 million and unlimited upside. To ensure the entire package would be worth at least $12 million after... View Details
- November 1998 (Revised July 2000)
- Case
Deere & Company: Sustaining Value
By: Malcolm S. Salter and Marlowe Dayley
The question facing Deere & Co. is whether or not to adopt some of the organizational technologies of private equity investors (decentralized equity holdings, use of leverage to control the disposition of cash flows, the externalization of the capital budgeting... View Details
- August 1998 (Revised October 1998)
- Case
Disney's "The Lion King" (A): The $2 Billion Movie
By: Jeffrey F. Rayport, Carin-Isabel Knoop and Cate Reavis
In 1994, just 10 years after its filmed entertainment division lost $33 million, Disney's animated creation "The Lion King" became the second highest grossing film ever. In addition to drawing $740 million in worldwide box office sales, its merchandise sales exceeded... View Details