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- July 1991 (Revised May 1993)
- Case
Fairfield Inn (B)
By: James L. Heskett
The manager of a Fairfield Inn located near a family entertainment center is requesting special consideration for a falling quality rating caused, in his opinion, by unusually high occupancy rates at his unit. The case raises questions about quality measurement,... View Details
- June 1991 (Revised October 1991)
- Case
General Electric: Reg Jones and Jack Welch
By: Francis Aguilar and Christopher A. Bartlett
When GE's retiring Reginald Jones turned the job of CEO over to Jack Welch on April 1, 1981, the Wall Street Journal reported that GE had "decided to replace a legend with a live wire." Some wondered if the young dynamo could fill the elder statesman's very large... View Details
- June 1991 (Revised April 1993)
- Case
General Electric: Jack Welch's Second Wave (A)
By the mid 1980's Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade. Welch insisted that his business units be number one or number two in their markets, and have the strength of... View Details
- June 1991 (Revised December 1997)
- Case
Takeover of the Norton Co., The
By: Thomas R. Piper
After a decade of mediocre performance, the Norton Co. enters 1990 with the prospect of increased sales in the next few years. Yet Norton is pursuing slow growth industries, and a lower than expected earnings announcement at the beginning of 1990 has depressed earnings... 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 (Revised March 1995)
- Case
Becton Dickinson (C): Human Resource Function
By: Michael Beer
The new vice president of Human Resources (HR) for Becton Dickinson must develop a strategy to reconceptualize the HR function as mandated by the CEO who has introduced formal strategic planning procedures in the organization. The teaching objective is to understand... 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
- April 1991 (Revised July 1994)
- Case
Southland Corp. (B)
Examines Southland's financial difficulties following the LBO in 1987 up to the first restructuring plan in July 1990. The teaching objectives are: to explore the complexities of a failed leverage buyout and the operating restrictions that result from financial... View Details
- spring 1991
- Article
Breaking the Cycle of Failure in Services
By: Leonard A. Schlesinger and James Heskett
Most managers recognize that good service is a direct result of having effective, productive people in customer contact positions. However, most service companies perpetuate a cycle of failure by tolerating high turnover and expecting employee dissatisfaction. This... View Details
- April 1991 (Revised December 1997)
- Case
Southland Corp. (A)
Examines the Thompson's $4.9 billion leveraged buyout of the Southland Corp. in 1987. As the original founders of Southland, the Thompsons were concerned about losing control over the company upon learning of the Belzberg family's acquiring interest. The teaching... View Details
- April 1991 (Revised February 1992)
- Teaching Note
Central Maine Power Co.: Goals and Objectives Program (A) and (B), Teaching Note
By: Robert L. Simons
- April 1991 (Revised July 1991)
- Supplement
RJR Nabisco Board: Guardians of the Gate? (B)
By: Jay W. Lorsch
The special committee of the RJR Nabisco board has extended the bidding deadline for the company by 10 days. The case explains the process by which Kohlberg Kravis Roberts and the management group bid against one another for ownership of RJR Nabisco. The board of... View Details
- March 1991 (Revised June 1993)
- Case
Chevron Corp.: Corporate Image Advertising
By: John A. Quelch
Describes a series of advertising research studies conducted by Chevron to monitor the effectiveness of its corporate advertising. Specific research approaches covered include the McCollum-Spielman and Communications Techniques. The Vals Typology developed by Stanford... 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
- March 1991
- Supplement
Zenith and High-Definition Television--1990, Video
By: Benjamin Gomes-Casseres and David B. Yoffie
Records a visit by Jerry Pearlman, Zenith CEO, to an MBA classroom. He is shown commenting on Zenith strategy and industrial policy issues and fielding student questions. 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 October 1991)
- Case
Fenchel Lampshade Co.
Describes the proposed purchase of a lampshade manufacturer by Steven and Michele Rogers, recent graduates of the Harvard Business School. Focuses on their plans to raise the capital necessary to buy the company. Among the issues raised are how to structure the deal... 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
- February 1991 (Revised November 2010)
- Case
Tennessee Controls: The Strategic Ranking Problem
By: Robert L. Simons and Dale Geiger
Tennessee Controls has instituted a new formal asset acquisition process to rank competing proposals. Judy Starnes, the new division manager, is asked to rank three proposals by using techniques to quantify economic returns, risk, as well as the credibility of the... View Details