Publications
Publications
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(10,053)
- Faculty Publications (3,852)
- April 1993 (Revised November 1994)
- Case
Chiron Corp.
Pablo Valenzuela, vice president of R&D at Chiron Corp., faces several choices for how to allocate scarce resources across several promising projects. These choices will determine Chiron's position in several emerging biotechnology and diagnostic markets, including... View Details
- April 1993 (Revised May 1994)
- Case
General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A)
By: F. Warren McFarlan and Katherine Seger
Designed to generate discussion on the issues of outsourcing from the perspective of a firm thinking about turning over its IS activities to a third-party vendor. View Details
Keywords: Management Systems; Management Style; Information Technology; Job Cuts and Outsourcing; Business Strategy; Economic Systems; Business or Company Management; Organizational Change and Adaptation; Business Processes; Employment; Emerging Markets; Activity Based Costing and Management; Information Technology Industry; Consulting Industry
- April 1993 (Revised October 1995)
- Case
American Barrick Resources Corporation: Managing Gold Price Risk
By: Peter Tufano
Managing the risk of changing prices of gold is central to the business strategy of American Barrick Resources Corp., one of North America's largest and most successful gold-mining firms. The case contrasts this firm's hedging policies with those of its rivals that do... View Details
- April 1993 (Revised June 1993)
- Case
Bayerische Motoren Werke AG (BMW)
By: Robert J. Dolan
In 1992, BMW attempts to revive its position in the United States market. In 1991, unit sales had fallen to 53,000 from 88,000 in 1987. The new CEO of North America considers a multifaceted plan to turn around the situation. View Details
- April 1993 (Revised May 2009)
- Case
Aravind Eye Hospital, Madurai, India: In Service for Sight, The
Starting as a modest 20-bed hospital, Aravind had grown into a 1,400-bed hospital complex by 1992. It had by then screened 3.65 million patients and performed 335,000 cataract surgeries, nearly 70% of them free of cost for the poorest of India's blind population.... View Details
- March 1993
- Background Note
Stages Theory, The: A Framework for IT Adoption and Organizational Learning
By: Richard L. Nolan, David Croson and Katherine Seger
Describes Professor Richard Nolan's Stages Theory of Information Technology adoption by organizations. View Details
- March 1993
- Supplement
Burroughs Wellcome and AZT (B)
Describes Burroughs Wellcome's response to protests over the pricing of its AIDS drug AZT in September 1989. Also presents short-term reactions by government officials, AIDS activists, and investors to Burroughs Wellcome's strategy. View Details
- March 1993 (Revised April 1995)
- Case
IBM After-Sales Service
IBM has established a service delivery system to provide service and maintenance parts for its installed base of computers. The case outlines the competitive pressures IBM faces from alternative providers of maintenance services (e.g. other OEMs, third-party... View Details
- February 1993 (Revised March 1993)
- Case
Frito-Lay, Inc.: A Strategic Transition (A) (Updated)
The setting is a food manufacturing company that has stumbled in terms of its historic growth and profit achievements. In trying to recapture momentum, the president has used information technology as one element in his program of transition. The case focuses on the... View Details
- February 1993 (Revised March 2003)
- Case
India (A)
By: Richard H.K. Vietor, Waleed J. Iskandar and Max L. Weston
Outlines India's import substitution strategy and its planned development process. The effects of the difficult political and social context on economic development are analyzed. The failure of the system to achieve sustainable growth and improvement leads to attempts... View Details
Keywords: Strategy; Ethnicity; Development Economics; Trade; Economic Growth; Policy; Government and Politics; India
- January 1993 (Revised July 1993)
- Case
Frito-Lay, Inc.: A Strategic Transition (Consolidated)
The setting is a food manufacturing company that has stumbled in terms of its historic growth and profit achievements. In trying to recapture its momentum, the president has used information technology as one element in his program of transition. The case focuses on... View Details
- December 1992
- Case
Du Pont: Corporate Advertising for 1992
By: Stephen A. Greyser and Norman Klein
Describes Du Pont's 1992 corporate advertising campaign, and its objectives and key messages. The campaign is set in the context of Du Pont's historical corporate positioning ("better things for better living"). Includes target audiences, budget considerations, and the... View Details
- December 1992
- Exercise
Negotiation Exercise on Tradeable Pollution Allowances: Group B, Utility #1
Describes the position of Utility #1 in negotiating Group B with respect to 1) its SO emissions reduction requirements; 2) the costs of its alternative compliance strategies; and 3) the nature of its state regulatory environment. View Details
- November 1992 (Revised August 2001)
- Case
Eskimo Pie Corporation
In early 1991, Reynolds Metals, the makers of aluminum products, decided to sell its holding of Eskimo Pie, a marketer of branded frozen novelties. Reynolds had an offer from Nestle to acquire Eskimo Pie. However, Reynolds decided instead to make an initial public... View Details
- November 1992 (Revised December 1992)
- Case
Deere & Co. (A): The Computer Aided Manufacturing Services Division - A Window to the World (Abridged)
By: Robert H. Hayes
The Computer-Aided Manufacturing (CAM) Services Division of John Deere has just received approval to sell their software and computer systems to external customers. These tools, initially developed for internal use, have been widely used throughout Deere. Still,... View Details
- October 1992 (Revised September 1993)
- Case
Nopane Advertising Strategy
By: David E. Bell
Nopane is a proprietary drug that sells in much of the United States. It faces substantial competition. The brand manager is undertaking an experiment to determine whether ad copy should be emotional-based or rational-based. The data and associated regression results... View Details
- October 1992 (Revised September 1996)
- Case
McDonald's Corporation
By: David M. Upton and Joshua D. Margolis
McDonald's has over many years built an operating strategy based on consistency and quality through a limited product range. Competitive forces have drawn the company into a much wider variety of foods and services in order to maintain growth. Now, new competitors... View Details
- October 1992 (Revised December 1992)
- Case
American Connector Company (A)
By: Gary P. Pisano
American Connector Co. is forced to reexamine operations at its Sunnyvale plant when a Japanese competitor announces plans to build an "ultimate" plant in the United States. Case examines issues related to benchmarking a competitor's manufacturing capabilities and... View Details
- September 1992 (Revised November 1993)
- Supplement
Germany in the 1990s: Managing Reunification, Supplement Two
By: George C. Lodge
Designed to be handed out after discussion of Germany in the 1990s: Managing Reunification and its Supplement. View Details