Publications
Publications
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(1,804)
- Faculty Publications (668)
- May 2009
- Case
Global Health Partner: Obesity Care
By: Michael E. Porter, Zayed Muhammed Yasin and Jennifer F Baron
Global Health Partner (GHP) was founded in 2006 as a privately owned health care provider in Sweden serving both public and private paying patients. In contrast to most providers in the country, GHP organized around specific service lines where it saw the potential to... View Details
- April 2009 (Revised July 2010)
- Case
Corporate Solutions at Jones Lang LaSalle (2001)
By: Ranjay Gulati and Lucia Menzer Marshall
Peter Barge, CEO of the newly created Corporate Solutions Group of Jones Lang LaSalle (JLL), is executing a restructuring of the U.S. corporate real estate services division that will enable the company to offer its clients integrated solutions. Barge has created an... View Details
- April 2009 (Revised October 2010)
- Case
Planned Parenthood Federation of America in 2008
By: Allen S. Grossman, Thomas J. Steenburgh, Lauren Susan Mehler and Matthew Benjamin Oppenheimer
As with many national non-profits, Planned Parenthood is organized as 100 separate 501(c)3 organizations. What is the best structure for Planned Parenthood to fulfill its mission? View Details
- April 2009
- Case
SAP AG: Orchestrating the Ecosystem
By: Marco Iansiti and Karim R. Lakhani
Business ecosystems require careful orchestration and strategic choices regarding make/buy/partner decisions and membership access. This case examines the strategic and technological issues related to managing SAP's thriving ecosystem of user communities, software... View Details
- 2009
- Working Paper
Taking a 'Deep Dive': What Only a Top Leader Can Do
By: Howard H. Yu and Joseph L. Bower
Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the... View Details
- March 2009 (Revised July 2010)
- Case
IBM: The Corporate Service Corps
By: Christopher Marquis and Rosabeth M. Kanter
Describes the conception, development, and implementation of the Corporate Services Corps (CSC), an international community service assignment for high-potential IBM employees. The year 2008 was the pilot year of the CSC program, and 100 of IBM's best global employees... View Details
- March 2009 (Revised July 2014)
- Case
PNC Financial: Grow Up Great (A)
By: Christopher Marquis, V. Kasturi Rangan and Alison Comings
In 2003, PNC Financial focused its corporate citizenship and philanthropic resources on a ten-year, $100 million investment in early childhood education called PNC Grow Up Great. The case tracks the origination of Grow Up Great, how it was developed and implemented... View Details
- February 2009 (Revised September 2011)
- Case
Big Spaceship: Ready to Go Big?
By: Boris Groysberg and Michael Slind
Big Spaceship, a digital marketing agency, faced a rather big challenge: How to scale the distinctive culture that was essential to its competitive strategy? Renowned for the cutting-edge websites that it developed to market major Hollywood movies and leading consumer... View Details
- January 2009 (Revised June 2014)
- Supplement
CityCenter (B): Economics and Delivery
By: A. Eugene Kohn, John D. Macomber and Ben Creo
Bill Smith is informed by his general contractor that a key component of the Aria Resort is going to be delayed. Aria is the centerpiece of CityCenter: a $9 billion complex and a bet-the-firm decision for MGM Mirage. Smith must make a decision as to whether to force... View Details
- January 2009 (Revised May 2009)
- Case
Innovation at Mahindra & Mahindra (A)
By: Stefan H. Thomke and Briana Doerr Luthra
Describes the Mahindra & Mahindra Group's approach to innovation. The Group is among the top industrial houses in India and its managing director Anand Mahindra has put innovation at the core of its growth strategy. Emphasis is placed on managing the balance between... View Details
- January 2009 (Revised June 2010)
- Case
Cisco Business Councils (2007): Unifying a Functional Enterprise with an Internal Governance System
By: Ranjay Gulati
In response to the 2001 market downturn, Cisco Systems implemented a major restructuring that transformed the company from a decentralized to centralized organization. While recognizing that a centralized, functional structure was necessary to avoid product and... View Details
- January 2009 (Revised June 2010)
- Case
Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture
By: Ranjay Gulati
Customer centricity has been an important part of the culture at Cisco Systems since its inception. While part of this is attributable to values put in place by the founders and retained by subsequent management, it is also closely interwoven with its organizational... View Details
- 2009
- Other Unpublished Work
Organizational Alignment in Professional Services
By: John J. Gabarro, Thomas J. DeLong and Robert Lees
- December 2008 (Revised December 2010)
- Case
Hema Hattangady and Conzerv (A)
By: Michael L. Tushman and David Kiron
This case describes the evolution of a fast-growing Indian energy firm. It illustrates both leadership change as Hema is evolving as a leader, as well as how organization architecture (culture, systems, incentives, and human resources) is evolving. The case highlights... View Details
- November 2008 (Revised October 2009)
- Case
American Cancer Society: Access to Care
By: Robert L. Simons and Kathryn Rosenberg
CEO John Seffrin decides to radically change the strategy of the American Cancer Society. The new Access to Care strategy relies on advocacy to change public policy and increase the number of Americans eligible for cancer prevention and treatment. The new strategy... View Details
- November 2008 (Revised January 2010)
- Case
Stone Finch, Inc.: Young Division, Old Division
By: Richard G. Hamermesh and Elizabeth Collins
CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc., which comprises an older division that fabricates products like piping and tanks for water and wastewater processing plants, and a much newer division that develops biochemical... View Details
Keywords: Organizational Behavior; Human Resource Management; Motivation; Business Growth; Motivation and Incentives; Leadership; Business Subsidiaries; Innovation Strategy; Resource Allocation; Organizational Structure; Organizational Culture; Retention; Operations; Recruitment; Integration; Business Growth and Maturation; Mergers and Acquisitions; Growth and Development Strategy; Manufacturing Industry
- October 2008 (Revised December 2010)
- Case
Intel NBI: Intel Corporation's New Business Initiatives (A)
By: Willy C. Shih and Thomas Thurston
For Intel Corporation, the processes and priorities that have made it so successful are difficult to overcome as the company tries to diversify away from its core. The case examines the history and evolution of the New Business Initiatives (NBI) group, as the leader... View Details
- Article
Strong Leadership and Teamwork Drive Culture and Performance Change: Ohio State University Medical Center 2000–2006
By: Leonard A. Schlesinger, Fred Sanfilippo, Neeli Bendapudi and Anthony Rucci
Several characteristics of academic health centers have the potential to create high levels of internal conflict and misalignment that can pose significant leadership challenges.
In September 2000, the positions of Ohio State University (OSU) senior vice... View Details
- August 2008 (Revised June 2013)
- Background Note
Note on the Nonprofit Coherence Framework
By: Allen S. Grossman and Stacey Childress
This note presents the Nonprofit Coherence Framework. It helps nonprofit leaders identify the key elements that support an organizational strategy focused on attaining high performance, bring those elements into a coherent relationship with the strategy and each other,... View Details