Publications
Publications
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(2,616)
- Faculty Publications (451)
- October 2006 (Revised March 2007)
- Case
Production I.G: Challenging the Status Quo
By: Andrei Hagiu, Tarun Khanna, Felix Oberholzer-Gee, Masako Egawa and Chisato Toyama
In July 2006, Mitsuhisa Ishikawa wondered how he could further enhance the success and visibility of his animation production company headquartered in Tokyo, Production I.G. For the year ended May 2006, Production I.G. had sales of 5,439 million yen ($47.3 million),... View Details
- July 2006 (Revised March 2008)
- Case
Changan Automobile Co., Ltd.
By: Dennis Campbell and Donglin Xia
Chairman Yin Jiaxu must communicate that the company's extraordinary reported performance in 2002 reflects Changan's unique strategy within the competitive dynamics of China's automobile industry. Changan's 2002 annual report demonstrated an extraordinary level of... View Details
- April 2006 (Revised April 2012)
- Background Note
The Company Sale Process
Lays out the steps, the timeline, and the process by which a company is sold. Focuses on the sale of companies with enterprise values greater than $100 million. These transactions are large enough to require the help of a financial adviser and attract both strategic... View Details
- April 2006 (Revised April 2020)
- Case
"The Case of Leadership Inertia"
The CEO of an international bank has raised the bank's performance by emphasizing a new culture of leadership that empowers people at all levels. Managers are rated both on their business results and their leadership—how they model new behaviors—but 12 senior managers... View Details
- February 2006 (Revised October 2006)
- Case
Veridian: Putting a Value on Values
By: Rakesh Khurana, Joel Podolny and Jaan Margus Elias
David Langstaff, the CEO of Veridian, a defense company, struggles with the decision of selling the company. Langstaff has concerned himself with inculcalating his organization with the values necessary for superior achievement over the long term. But as a fiduciary,... View Details
- December 2005 (Revised May 2014)
- Case
Walt Disney and the 1941 Animators' Strike
By: Nitin Nohria, Anthony Mayo and Bridget Gurtler
Focuses on the leadership lessons drawn from the events precipitating the Animator's Strike of 1941, depicting the growing pains of a company that was as much formed and changed by American culture as American culture was formed and changed by it. The tale of Walt... View Details
- March 2005 (Revised March 2006)
- Case
Sealed Air Corporation: Globalization and Corporate Culture (A) (Abridged)
By: Lynn S. Paine and Karen Wruck
Sealed Air Corp.'s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the... View Details
- February 2005 (Revised March 2009)
- Case
Arauco (A): Forward Integration or Horizontal Expansion?
By: Ramon Casadesus-Masanell, Jorge Tarzijan and Jordan Mitchell
Celulosa Arauco is a major Chilean producer of market pulp and wood products. Owning over 1.2 million hectares of forest in Chile, Argentina, and Uruguay, the company's key advantage is the ideal growing conditions in which the company's forests are located. As of... View Details
- January 2005 (Revised November 2009)
- Case
Tata Consultancy Services
By: Rohit Deshpande and Seth Schulman
As CEO of Tata Consultancy Services (TCS), S. "Ram" Ramadorai had grown the company into an emerging IT services powerhouse, with marquee clients such as General Electric, offices in 32 countries, and revenues of nearly $2 billion dollars. Now, he was about to steer... View Details
- December 2004 (Revised April 2006)
- Case
Managing a Public Image: Kevin Knight
By: Robin J. Ely and Ingrid Vargas
Kevin Knight recounts an uncomfortable situation he faced as an African-American student at Harvard Business School. Concerned with maintaining an image as a calm and rational person, he is appalled when he finds himself in a heated classroom exchange in defense of an... View Details
- October 2004
- Case
DNA Traceability at Maple Leaf Foods
By: Ray A. Goldberg, Joan McRobbie and Matthew L. Reisman
Maple Leaf Foods is concerned about the bovine spongiform encephalopathy (Mad Cow Disease) issue in Canada and the reputation of Canadian meat products in the domestic and global markets. DNA can now trace products from sow and piglets to consumer pork products.... View Details
- October 2004 (Revised March 2006)
- Background Note
Learning from Scandals: Responsibility of Professional Organizations
By: Ashish Nanda
This case comments on the responsibility of professional organizations to respond openly to public accusations of wrongdoing by its members. It briefly relates the circumstances of the sexual abuse scandal in the Boston archdiocese of the Roman Catholic Church and the... View Details
- August 2004 (Revised April 2007)
- Case
Intel Capital, 2005 (A)
By: David B. Yoffie, Barbara Mack, Adriana Boden and Lee Rand
All companies in a technology-intensive industry must worry about the development of their ecosystems and, in particular, the availability and cost of complementary assets. One strategy for promoting complements is to invest in them directly. Explores Intel's strategy... View Details
- August 2004
- Article
Inequality and Happiness: Are Europeans and Americans Different?
By: Rafael Di Tella, Alberto Alesina and Robert MacCulloch
We study the effect of the level of inequality in society on individual well-being using a total of 123,668 answers to a survey question about “happiness”. We find that individuals have a lower tendency to report themselves happy when inequality is high, even after... View Details
- July 2004 (Revised July 2020)
- Case
Hines Goes to Rio
By: Arthur I Segel and Ricardo Reisen De Pinho
The Torre Almirante office tower, Hines' newest project in Rio de Janeiro, was a 36-story, Class AA office tower with an adjoining 420-stall parking structure and a preserved 14-story historic facade. It was completely different from anything that had previously been... View Details
- January 2004 (Revised July 2006)
- Case
Executive Remuneration at Reckitt Benckiser plc
Reckitt Benckiser plc has developed an executive compensation system. This case outlines the structure of the system, its emphasis on performance-based pay and a global outlook, and explains the role of the human resources department, the board of directors, and... View Details
- January 2004 (Revised September 2004)
- Background Note
Confidentiality in Settlement Negotiations: Ethics & Law
By: Michael A. Wheeler, Dana Nelson and Gillian Morris
Legal policy has a long history of protecting confidentiality of negotiations that are designed to produce settlement. However, within the past several decades there has been a significant push toward openness. Compelling arguments support confidentiality: It helps... View Details
- December 2003 (Revised April 2005)
- Course Overview Note
Corporate Strategy: Course Note for Instructors
By: Bharat N. Anand
Introduces students to the concerns that impact a firm's choice of strategy, scope, and organization and assists in three central tasks that comprise the typical decision problem: diagnosing the sources of corporate advantage, evaluating the limits to such advantage,... View Details
Keywords: Corporate Strategy
- November 2003 (Revised April 2004)
- Case
Internal Governance and Control at Goldman Sachs: Block Trading
By: Malcolm S. Salter and Ratna Sarkar
Although the explicit problem presented in the case concerns pricing a block trade, the real issue involves the decision-making and oversight processes used to arrive at a price that is appropriate for both the client and Goldman Sachs. Asks students in assignment... View Details
- 2003
- Conference Paper
Follow the Money: What Really Drives Technology Innovation in Construction
By: John D. Macomber
Technology enthusiasts, academics, and software companies remain concerned about the slow pace of innovation in the construction industry. Tools are widely available that seem to provide eminently sensible and clearly apparent improvement to the process of design and... View Details