Publications
Publications
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(3,135)
- Faculty Publications (520)
- March 2006 (Revised March 2010)
- Teaching Note
Peer-to-Peer File Sharing and the Market for Digital Information Goods (TN)
By: Ramon Casadesus-Masanell, Andres Hervas-Drane and Jordan Mitchell
Keywords: Information Technology
- February 2006 (Revised August 2006)
- Case
Auctioning Morningstar
By: Malcolm P. Baker and James Quinn
Morningstar, a publisher of data and ratings for mutual fund investors, is considering an auction-based approach to the company's upcoming IPO, with management weighing the risks and benefits of the auction approach vs. a traditional underwritten offering. View Details
- January 2006 (Revised March 2010)
- Case
Peer-to-Peer File Sharing and the Market for Digital Information Goods
By: Ramon Casadesus-Masanell, Andres Hervas and Jordan Mitchell
We study competitive interaction between two alternative models of digital content distribution over the Internet: peer-to-peer (p2p) file sharing and centralized client-server distribution. We present microfoundations for a stylized model of p2p file sharing where all... View Details
Keywords: Price; Profit; Distribution; Competition; Internet and the Web; Information Infrastructure
- January 2006 (Revised April 2007)
- Case
General Electric Healthcare, 2006
By: Tarun Khanna and Elizabeth Raabe
In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell's shoes as CEO of GE Healthcare, the world's leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham... View Details
Keywords: Corporate Entrepreneurship; Cost vs Benefits; Growth and Development Strategy; Mergers and Acquisitions; Machinery and Machining; Global Range; Multinational Firms and Management; Product Design; Technological Innovation; Expansion; Value Creation; Business Subsidiaries; Health Industry; Medical Devices and Supplies Industry
- January 2006 (Revised October 2007)
- Background Note
Managing Networked Businesses: Course Overview for Students
Provides an overview for students of the MBA elective course Managing Networked Businesses (MNB). MNB focuses on management challenges in businesses that exhibit network effects. The first section of the note explains that such businesses comprise a large and growing... View Details
- October 2005 (Revised February 2007)
- Case
Red Flag Software Co.
By: Felix Oberholzer-Gee, Tarun Khanna, David Lane and Elizabeth Raabe
In 2005, just five years after its formal launch, Beijing-based Red Flag Software was the world's second-largest distributor of the Linux operating system and was expecting its first annual profit. On a unit basis, Red Flag led the world in desktops (PCs) shipped with... View Details
- October 2005 (Revised September 2006)
- Case
Museum of Fine Arts Boston
By: V. Kasturi Rangan and Marie Bell
One of Boston's main cultural attractions, the Museum of Fine Arts (MFA), has experienced a steady decline of its core audience over the last decade. The museum's executive director attempted to bridge the shortfall by staging new, innovative, special exhibitions,... View Details
- 2005
- Working Paper
Aggregate Corporate Liquidity and Stock Returns
By: Robin Greenwood
Aggregate investment in cash and liquid assets as a share of total corporate investment is negatively related to subsequent U.S. stock market returns between 1947 and 2003. The share of cash in total investment is a more stable predictor of returns than scaled price... View Details
- February 2005 (Revised June 2007)
- Case
Unilever in India: Hindustan Lever's Project Shakti--Marketing FMCG to the Rural Consumer
By: V. Kasturi Rangan and Rohithari Rajan
With liberalization of India's economy and the opening up of markets to foreign multinationals such as Procter & Gamble, the Indian subsidiary of Unilever--Hindustan Lever Ltd. (HLL)--was under pressure to grow revenues and profits. HLL had a long and stellar record of... View Details
- February 2005
- Article
Managing the Ecosystem
By: Marco Iansiti
The days of the corporate lone wolf are over. In our increasingly interconnected world, standing alone is no longer a viable business model. Instead, smart companies rely heavily on networks of partners, suppliers, and customers to achieve market success and sustain... View Details
- January 2005 (Revised June 2005)
- Case
Zipcar: Influencing Customer Behavior
By: Frances X. Frei and Hanna Rodriguez-Farrar
At Zipcar, customers share the use of cars and, as a result, rely on each other for their service experience. Customers are required to keep the car clean and the gas tank full and to return the car on time. Told from the perspective of two customers: Sal Fishman, who... View Details
- January 2005 (Revised August 2005)
- Case
Apple Computer, 2005
By: David B. Yoffie and Barbara Mack
Apple has reaped the benefits of its innovative music player, the iPod. However, its PC and server business continue to hold small market share relative to the worldwide computer market over the past few years. Will the iPod lure new users to the Mac? Will Apple be... View Details
- 2005
- Working Paper
Pseudo Market Timing and Predictive Regressions
By: Malcolm Baker, Ryan Taliaferro and Jeffrey Wurgler
A number of studies claim that aggregate managerial decision variables, such as aggregate equity issuance, have power to predict stock or bond market returns. Recent research argues that these results may be driven by an aggregate time-series version of Schultz's... View Details
- October 2004 (Revised March 2005)
- Case
Bright Dairy & Food Co., Ltd
By: David E. Bell and Hal Hogan
Bright Dairy has been growing rapidly since becoming a public company. The Chinese market for milk products is still wide open. What should it be doing to make sure it captures a significant share of the potential market? View Details
- June 2004 (Revised September 2005)
- Case
Cox Communications, Inc.
By: Thomas R. Eisenmann and Jonathan Gibbons
Cox Communications, the third largest U.S. cable television system operator, is confronting strategy decisions in mid-2004. Cox managers must decide whether to speed its deployment of Voice over Internet Protocol (VoIP), which offers capital and operating costs savings... View Details
- June 2004 (Revised June 2006)
- Case
Scientific-Atlanta, Inc.
Scientific-Atlantia (S-A), a leading manufacturer of cable TV equipment, is confronting strategic challenges in mid-2004. For decades, cable operators have faced high switching costs that have locked them into exclusive supply relationships with either S-A or its... View Details
- June 2004
- Article
Market Liquidity as a Sentiment Indicator
By: Malcolm Baker and Jeremy Stein
We build a model that helps to explain why increases in liquidity-such as lower bid-ask spreads, a lower price impact of trade, or higher turnover-predict lower subsequent returns in both firm-level and aggregate data. The model features a class of irrational... View Details
- May 2004 (Revised April 2006)
- Case
Ultra: The Quest for Leadership (A)
By: Dwight B. Crane and Ricardo Reisen de Pinho
Ultra is one of a small group of competing Brazilian petrochemical companies, each of which buys raw material and is a minority owner of Copene, a "cracking" company that provides ethylene and other materials. Because of an industry restructuring, an auction of shares... View Details
- February 2004 (Revised September 2006)
- Case
Apax Partners and Xerium S.A.
By: Josh Lerner, G. Felda Hardymon and Ann Leamon
In 2002, Apax Partners had to decide whether to accept a less-than-perfect offer for one of its portfolio companies or to refinance it. This company, a maker of paper industry consumables with a global presence, had been purchased in 1999 and performed extremely well... View Details
- February 2004
- Case
Czech Mate: CME and Vladimir Zelezny (A)
By: Mihir A. Desai, Alberto Moel and Kathleen Luchs
This case examines how insiders can expropriate value from shareholders in emerging markets when property rights are ill-defined. As such, it provides a platform for considering how institutions and legal rules impact financing patterns and economic outcomes. CME,... View Details