Publications
Publications
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(2,045)
- Faculty Publications (472)
- July 1997 (Revised December 1997)
- Case
Allentown Materials Corporation: The Electronic Products Division (A)
By: Michael Beer
A division of Allentown Materials Corp. has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction, and morale is low. The cause of these problems is found in a change in... View Details
- April 1997
- Case
Peoria Engine Plant (A): (Abridged)
By: Robert S. Kaplan and Amy P. Hutton
Describes the cost control system used at an automobile engine plant for labor and overhead costs. The finance staff prepares daily, weekly, and monthly variance reports against budgets. Department supervisors, finance staff, and the plant manager discuss the use and... View Details
- March 1997 (Revised October 1999)
- Case
Stone Container in Honduras (A)
By: James K. Sebenius and Hannah Bowles
Chicago-based Stone Container Corp., a leading producer of cardboard containers and paper bags, proposes a large-scale pine forest management and utilization program in the La Mosquitia region of Honduras. A framework agreement with the government is strongly endorsed... View Details
- February 1997 (Revised December 2012)
- Case
Jim Sharpe: Extrusion Technology, Inc. (A)
By: H. Kent Bowen and Barbara Feinberg
Jim Sharpe, 11 years after receiving his MBA from Harvard and working for others, has finally become his own boss and 100% owner of manufacturer of aluminum extrusions. After 10 months of an unfunded search, he acquires the business in an LBO and prepares to face his... View Details
Keywords: Acquisitions; Search Funds; Entrepreneurial Management; Entrepreneurs; Turnarounds; Bank Loan; Manufacturing; Metals Processing; Entrepreneurial Finance; Leveraged Buyouts; Labor Unions; Entrepreneurship; Financing and Loans; Crisis Management; Management Skills; Experience and Expertise; Borrowing and Debt; Manufacturing Industry
- May 1996
- Background Note
The GM's Operational Challenge: Managing Through People
By: Christopher A. Bartlett and Ashish Nanda
Highlights and explores how a general manager adds value to the firm at the operational level by managing through people. Discusses how assumptions about human motivation influence the employment contract that the general manager implicitly enters into with the workers... View Details
- April 1996 (Revised May 2008)
- Exercise
Adam Baxter Company/Local 190: 1978 Negotiation, Baxter Management Confidential Information
By: Kathleen L. McGinn and Victoria Medvec
Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing... View Details
- April 1996 (Revised May 2008)
- Exercise
Adam Baxter Company/Local 190: 1978 Negotiation, Local 190 Confidential Information
By: Kathleen L. McGinn and Victoria Medvec
Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing... View Details
- April 1996 (Revised May 2008)
- Exercise
Adam Baxter Company/Local 190: 1983 Negotiation, Baxter Management Confidential Information
By: Kathleen L. McGinn and Victoria Medvec
Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing... View Details
- April 1996 (Revised May 2008)
- Exercise
Adam Baxter Company/Local 190: 1983 Negotiation, Local 190 Confidential Information
By: Kathleen L. McGinn and Victoria Medvec
Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing... View Details
- April 1996 (Revised May 2008)
- Exercise
Adam Baxter Company/Local 190: 1985 Negotiation Baxter Management Confidential Information
By: Kathleen L. McGinn and Victoria Medvec
ncludes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing... View Details
- April 1996 (Revised May 2008)
- Exercise
Adam Baxter Company/Local 190: 1985 Negotiation, Local 190 Confidential Information
By: Kathleen L. McGinn and Victoria Medvec
Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing... View Details
- March 1995 (Revised April 1995)
- Case
UAL Corporation
By: Stuart C. Gilson and Jeremy Cott
In the largest attempted employee-buyout in history, a large U.S. commercial airline seeks substantial wage concessions from its employees in return for 53% stake in the airline's commmon stock and guaranteed seats on the board of directors. Management must convince... View Details
- March 1995
- Case
Donald Salter Communications, Inc.
By: Stuart C. Gilson and Jeremy Cott
A new CEO is hired to manage the turnaround of a family-owned newspaper publisher. In a departure from previous management, he implements a new compensation scheme that explicitly ties executive pay to market-value-based measures of firm performance. Because the... View Details
- May 1994 (Revised August 1994)
- Case
Motorola-Penang
By: Shoshana Zuboff and Janis Lee Gogan
S.K. Ko managed Motorola's Penang, Malaysia factory, producing telecommunications components and equipment. As a female manager of a multi-ethnic and labor-intensive plant in Asia, Ko faced a number of challenges. She had already promoted quality circles and quality... View Details
- January 1994
- Case
China (B): Polaroid of Shanghai Ltd.
By: Debora L. Spar
Examines the experience of Polaroid of Shanghai Ltd. (PSL), a joint venture between the U.S.-based Polaroid Corp. and the Shanghai Motion Picture Industry Co., within the framework of China's foreign investment climate. Discusses the evolution of foreign investment in... View Details
- January 1994 (Revised March 1995)
- Case
NovaCare, Inc.: Living the Vision
By: Lynn S. Paine
NovaCare's CEO is considering how further to institutionalize the company's espoused values and beliefs. One challenge is integrating two newly acquired businesses; another is better aligning the values of the company's managers with those of its front-line... 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
- March 1993 (Revised April 1995)
- Case
Singapore
By: Forest L. Reinhardt and Edward Prewitt
Since winning independence in 1965, Singapore achieved some of the world's highest rates of economic growth. A large part of GDP and employment came from direct investment by multinational companies in low-cost assembly work, but in the 1990s Singapore's rising wage... View Details