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Show Results For
- All HBS Web
(619)
- News (136)
- Research (408)
- Events (1)
- Multimedia (5)
- Faculty Publications (269)
- October 1997 (Revised November 1997)
- Case
NAACP, The
By: James E. Austin, Paul Barese, Stephanie L. Woerner and Elaine V. Backman
In February 1995, the National Association for the Advancement of Colored People (NAACP), the largest civil rights organization in the United States, was in the midst of a crisis. The executive director had been fired due to financial improprieties amid charges of... View Details
Keywords: Crime and Corruption; Capital; Governance Controls; Resignation and Termination; Selection and Staffing; Rights; Leadership; Management; United States
Austin, James E., Paul Barese, Stephanie L. Woerner, and Elaine V. Backman. "NAACP, The ." Harvard Business School Case 398-039, October 1997. (Revised November 1997.)
- January 1996 (Revised September 1997)
- Case
Scott Paper Company
By: Stuart C. Gilson and Jeremy Cott
A professional turnaround manager attempts to implement a massive global downsizing program at the world's largest producer of consumer tissue products. The plan involves laying off almost one third of the company's 34,000 hourly and salaried employees and dramatically... View Details
Keywords: Assets; Global Strategy; Resignation and Termination; Goals and Objectives; Business and Stakeholder Relations; Sales; Value Creation; Pulp and Paper Industry
Gilson, Stuart C., and Jeremy Cott. "Scott Paper Company." Harvard Business School Case 296-048, January 1996. (Revised September 1997.)
- December 2010 (Revised September 2014)
- Background Note
Layoffs: Effects on Key Stakeholders
By: Sandra J. Sucher, Elana Sara Green, David Alberto Rosales and Susan J. Winterberg
From 2004-2009, almost 40,000 mass layoffs occurred in the US, representing over 7 million workers. This note describes the effects of layoffs on employees, firms, and communities. View Details
Keywords: Restructuring; Decisions; Employees; Resignation and Termination; Business and Stakeholder Relations; United States
Sucher, Sandra J., Elana Sara Green, David Alberto Rosales, and Susan J. Winterberg. "Layoffs: Effects on Key Stakeholders." Harvard Business School Background Note 611-028, December 2010. (Revised September 2014.)
- February 2003 (Revised March 2003)
- Case
Large Scale Change at The WSSC
By: Amy C. Edmondson and Corey B. Hajim
Describes the organizational transformation occurring at the Washington Suburban Sanitary Commission (WSSC), a public utility. Faced with the possibility of privatization after decades of providing service in the absence of competition or performance pressures, the... View Details
Keywords: Organizational Change and Adaptation; Mission and Purpose; Change Management; Restructuring; Privatization; Resignation and Termination; Utilities Industry
Edmondson, Amy C., and Corey B. Hajim. "Large Scale Change at The WSSC." Harvard Business School Case 603-056, February 2003. (Revised March 2003.)
- July 2002
- Case
Bradley Marquez: Reduction in Force (B)
By: Thomas J. DeLong and Vineeta Vijayaraghavan
Supplements the (A) case. View Details
DeLong, Thomas J., and Vineeta Vijayaraghavan. "Bradley Marquez: Reduction in Force (B)." Harvard Business School Case 403-007, July 2002.
- September 1992 (Revised August 2004)
- Case
Martin Marietta: Managing Corporate Ethics (A)
By: Lynn S. Paine
Senior managers at Martin Marietta are considering two questions: how to assess the company's seven-year-old ethics program; and how to deal with employees' fear of retribution--real or imagined--for alerting the corporate ethics office to potential problems. The case... View Details
Keywords: Ethics; Resignation and Termination; Employees; Law; Business or Company Management; Programs
Paine, Lynn S. "Martin Marietta: Managing Corporate Ethics (A)." Harvard Business School Case 393-016, September 1992. (Revised August 2004.)
- January 1985 (Revised March 2003)
- Case
Conex do Brasil
By: Christopher A. Bartlett and John Young
Describes interactions between Brazilian local, Latin American regional, and USA headquarters staff during the three years after establishing a manufacturing subsidiary in Sao Paulo. In a highly protected national environment, a market entry plan is developed to meet... View Details
Keywords: Cross-Cultural and Cross-Border Issues; Resignation and Termination; Goals and Objectives; Market Entry and Exit; Operations; Performance Expectations; Opportunities; Corporate Strategy; Latin America; United States; Brazil
Bartlett, Christopher A., and John Young. "Conex do Brasil." Harvard Business School Case 385-257, January 1985. (Revised March 2003.)
- April 2004 (Revised March 2008)
- Case
Precise Software
By: Paul A. Gompers and Sara Bergson
Yossi Sela, general partner at Gemini Venture capital, considers a new investment in Precise Software. The firm is at a crisis point, and Sela needs to decide whether he will fire the firm's chief executive officer. Conflicts between the American CEO and the Israeli... View Details
Keywords: Venture Capital; Investment; Resignation and Termination; Crisis Management; Managerial Roles; Conflict and Resolution; Israel; United States
Gompers, Paul A., and Sara Bergson. "Precise Software." Harvard Business School Case 204-157, April 2004. (Revised March 2008.)
- March 2012
- Background Note
Managing the Layoff Process: The United States
By: Sandra J. Sucher
This note is an overview of the context for managing layoffs in the United States. It describes the legal responsibilities of managers in conducting layoffs, recent unemployment trends, and the financial, health, training, job placement, and other benefits that... View Details
Keywords: Job Cuts and Outsourcing; Resignation and Termination; Compensation and Benefits; Ethics; Management; Employees; Governance Compliance; United States
Sucher, Sandra J. "Managing the Layoff Process: The United States." Harvard Business School Background Note 612-067, March 2012.
- December 1981 (Revised July 2007)
- Case
Eric Weiss
Eric Weiss, Harvard MBA '77, was fired only three months after joining the company. To be used with Eric Weiss (B). View Details
Sathe, Vijay V., and Jay A. Conger. "Eric Weiss." Harvard Business School Case 482-059, December 1981. (Revised July 2007.)
- September 1999 (Revised May 2003)
- Case
Deloitte & Touche (A): A Hole in the Pipeline
By: Rosabeth M. Kanter and Jane Roessner
Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan... View Details
Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States
Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (A): A Hole in the Pipeline." Harvard Business School Case 300-012, September 1999. (Revised May 2003.)
- 19 Jan 2010
- Sharpening Your Skills
Sharpening Your Skills: Managing the Economic Crisis
companies lose when they cut corporate giving? How Do I Lead In A Crisis? 7 Lessons for Navigating the Storm Leading in crisis requires a combination of skills and behaviors—personal and professional—that... View Details
Keywords: by Staff
- 10 Feb 2003
- Research & Ideas
Commodity Busters: Be a Price Maker, Not a Price Taker
Business is about making money, not measuring macho. The scrap heap of business disasters is littered with managers whose ego drive overwhelmed good business sense. Founder and former chief executive Ray Noorda had a wonderful business in... View Details
Keywords: by Benson P. Shapiro
- Article
Five Ways to Bungle a Job Change
By: Boris Groysberg and Robin Abrahams
The article focuses on career development and job change. The challenges, transaction costs, and risks associated with job moves are discussed. The authors' research with executives is noted. The mistakes in career development that job hunters make are not doing enough... View Details
Keywords: Change; Resignation and Termination; Job Search; Managerial Roles; Personal Development and Career; Strategic Planning
Groysberg, Boris, and Robin Abrahams. "Five Ways to Bungle a Job Change." Harvard Business Review 88, nos. 1/2 (January–February 2010): 137–140.
- September 1999 (Revised May 2003)
- Case
Deloitte & Touche (B): Changing the Workplace
By: Rosabeth M. Kanter and Jane Roessner
Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different... View Details
Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States
Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (B): Changing the Workplace." Harvard Business School Case 300-013, September 1999. (Revised May 2003.)
- July 1997 (Revised April 1998)
- Case
Chase Manhattan Corporation: The Making of America's Largest Bank
By: Stuart C. Gilson and Cedric Escalle
Chase Bank and Chemical Bank intend to merge, producing the largest commercial bank in the United States, the fourth largest in the world. Projected financial benefits under the merger reflect significant planned reduction in operating costs, including 17,000 employee... View Details
Keywords: Commercial Banking; Profit; Corporate Strategy; Value Creation; Restructuring; Negotiation; Mergers and Acquisitions; Risk and Uncertainty; Resignation and Termination; Revenue; Banking Industry; United States
Gilson, Stuart C., and Cedric Escalle. "Chase Manhattan Corporation: The Making of America's Largest Bank." Harvard Business School Case 298-016, July 1997. (Revised April 1998.)
- March 2008 (Revised October 2008)
- Supplement
Lisa Sherman (B)
By: Bill George and Jens Audenaert
The case of Lisa Sherman (B) describes a highly successful executive at Verizon, who decides to leave the company because of the negative views of gays and lesbians expressed at a diversity training workshop, and her final meeting with Verizon CEO Ray Smith to describe... View Details
Keywords: Business or Company Management; Personal Development and Career; Retention; Resignation and Termination; Diversity; Government and Politics
George, Bill, and Jens Audenaert. "Lisa Sherman (B)." Harvard Business School Supplement 408-116, March 2008. (Revised October 2008.)
- September 2019
- Exercise
Difficult Conversations (B)
By: Shikhar Ghosh and Shweta Bagai
The exercises can be used as a follow-up to the Yesware (A) case (#816-039), or in conjunction with any case that involves replacing a founding team member (and/or providing feedback to a top executive). This is a role-playing exercise, and has been carried out in the... View Details
Keywords: Firing; Feedback; Founders; Culture; Values; Neuroscience; Business Startups; Organizational Culture; Resignation and Termination; Communication; Emotions; Trust; Human Resources; Entrepreneurship
Ghosh, Shikhar, and Shweta Bagai. "Difficult Conversations (B)." Harvard Business School Exercise 820-056, September 2019.
- August 2009 (Revised August 2012)
- Case
Cabot Pharmaceuticals, Inc.
By: Frank V. Cespedes and John T. Gourville
Traces the 12-year career of a pharmaceutical salesperson, Bob Marsh, from recruitment to termination. Marsh has had an uneven career with Cabot Pharmaceuticals and eventually is asked to resign. Following his termination, a number of Marsh's former customers complain... View Details
Keywords: Customer Relationship Management; Employees; Resignation and Termination; Performance Evaluation; Salesforce Management; Alignment; Pharmaceutical Industry
Cespedes, Frank V., and John T. Gourville. "Cabot Pharmaceuticals, Inc." Harvard Business School Case 510-030, August 2009. (Revised August 2012.)
- August 2010 (Revised August 2011)
- Supplement
Erik Peterson at Biometra (D)
By: John J. Gabarro, Thomas J. DeLong and Jevan Soo
Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he resign, go directly to his division's executive vice-president to seek relief, or attempt to clarify the situation within the company? A redisguised and... View Details
Keywords: Employee Relationship Management; Resignation and Termination; Leadership; Management; Product Launch; Problems and Challenges
Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (D)." Harvard Business School Supplement 411-034, August 2010. (Revised August 2011.)