Publications
Publications
Show Results For
- All HBS Web
(2,195)
- Faculty Publications (558)
- January 2007
- Article
Introducing the First Management Control Systems: Evidence from the Retail Sector
By: Tatiana Sandino
Focusing on a sample of US retailers, I study the management control systems (MCS) that firms introduce when they first invest in controls, and identify four categories of initial MCS, which are defined in terms of the purposes these MCS fulfill. The first category,... View Details
- December 2006 (Revised September 2007)
- Case
Ponsse: From Finland to Global
By: David E. Bell and Mary L. Shelman
Finland-based Ponsse Oyj, with 2005 turnover of $250 million, is the only dedicated forest equipment company of size that remained in a consolidating industry. Competitors included global giants such as John Deere and Komatsu. Since his arrival at Ponsse in 2004, CEO... View Details
- December 2006 (Revised March 2007)
- Case
Worldwide Orphans Foundation
By: Lynda M. Applegate and Susan Saltrick
How does a small non-profit build its organization, funding, & visibility to become sustainable? Traces the history of Worldwide Orphans Foundation from its early days as little more than the dream of its impassioned founder, Dr. Jane Aronson, to a thriving global... View Details
- 2006
- Working Paper
The Value of a 'Free' Customer
By: Sunil Gupta, Carl F. Mela and Jose M. Vidal-Sanz
Central to a firm's growth and marketing policy is the revenus and profit potential of its customer assets. As a result, there has been a recent proliferation of work regarding customer lifetime value. However, extant research in this area is silent regarding how to... View Details
- November 2006 (Revised November 2007)
- Case
Strategy in the Twenty First Century Pharmaceutical Industry: Merck & Co. and Pfizer Inc.
By: David J. Collis and Troy Smith
The global pharmaceutical industry has gone through substantial changes in the last few decades and pharmaceutical firms face major challenges including headline-grabbing litigation, imminent patent expirations, new technologies, rising drug development costs, generic... View Details
- October 2006 (Revised August 2007)
- Case
Calloway Laboratory: Pee for Profit
By: Richard G. Hamermesh and David Kiron
Describes the formation and rapid growth of a drug-testing company. The company needs to decide whether to enter the painkiller testing market, in addition to growing its drug treatment center business. View Details
- September 2006 (Revised October 2007)
- Module Note
Platform-Mediated Networks: Definitions and Core Concepts
Defines platform-mediated networks and introduces concepts central to their study. First, it defines networks and network effects; explains how network effects influence users' willingness-to-pay for network access; describes factors that determine the strength of... View Details
- August 2006 (Revised September 2008)
- Case
Duane Morris: Balancing Growth and Culture at a Law Firm
By: Boris Groysberg and Robin Abrahams
After nearly 100 years as a mid-size regional law firm, Duane Morris entered a period of spectacular growth led by CEO Sheldon Bonovitz. Originally founded by Quakers, the firm had a distinct organizational culture featuring a number of unique or unusual business... View Details
- May 2006 (Revised April 2009)
- Case
Cola Wars Continue: Coke and Pepsi in 2006
By: David B. Yoffie and Michael Slind
Examines the industry structure and competitive strategy of Coca-Cola and Pepsi over 100 years of rivalry. New challenges in 2006 include boosting flagging carbonated soft drink (CSD) sales and finding new revenue streams. Both firms also began to modify their... View Details
- March 2006 (Revised September 2006)
- Case
Irizar in 2005
By: Ramon Casadesus-Masanell and Jordan Mitchell
In June 2005, Koldo Saratxaga, the leader of Basque-based luxury coach manufacturer Irizar, decided to leave after 14 years at the helm of the worker-owned cooperative. Under Saratxaga's stewardship, Irizar was saved from near bankruptcy in 1991 and has become a highly... View Details
- March 2006 (Revised November 2006)
- Case
The Market and the Mountain Kingdom: Change in Lesotho's Textile Industry
By: Rawi E. Abdelal, Regina M. Abrami, Noel Maurer and Aldo Musacchio
In Maseru, the capital of the Kingdom of Lesotho, the stirrings of industrialization and modernization were promising, and more than 50,000 workers, mostly women, were employed in the textile sector; the figure reflected more than a threefold increase in just a few... View Details
Keywords: History; Labor Unions; Trade; Business and Stakeholder Relations; Financial Crisis; Globalized Markets and Industries; Business and Government Relations; Decision Choices and Conditions; Foreign Direct Investment; Developing Countries and Economies; Fashion Industry; Apparel and Accessories Industry; Lesotho
- 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
- Case
Jack Strang at SequenceLabs
By: Mukti Khaire, John J. Gabarro and Lynda M. Applegate
How can entrepreneur manage his firm if things go wrong despite having a great idea, a solid team, and financial backing? Jack Strang founded a biotech firm with his friend Peter Evans, to develop molecular pathway-based "cures" for metabolic disorders. The idea was... View Details
- Article
Competitiveness in a Globalised World: Michael Porter on the Microeconomic Foundations of the Competitiveness of Nations, Regions, and Firms
By: Michael E. Porter, Brian Snowdon and George Stonehouse
In this paper, we provide the text of an interview with Professor Michael Porter discussing his research and ideas relating to the microeconomic foundations of global competitiveness. The discussion provides a microeconomic perspective on some of the key issues... View Details
Keywords: Economics
- December 2005 (Revised May 2007)
- Case
Cynthia Fisher and the Rearing of ViaCell
By: Robert F. Higgins, Richard G. Hamermesh and Ingrid Vargas
Describes the start up of Viacord, a Boston-based medical services firm founded by Cynthia Fisher (HBS MBA) in 1993. Told from Fisher's perspective, the entrepreneur details the conceptualization and launch of the business and the many obstacles and expenses faced in... View Details
- December 2005 (Revised July 2006)
- Case
Bunge: Poised for Growth
By: David E. Bell and Mary L. Shelman
As CEO of the world's largest oilseed processor, Alberto Weisser of Bunge must not only decide how quickly to expand in fast-growing markets of Eastern Europe and Asia, but also how best to leverage the firm's global footprint and leadership position. The firm is... View Details
- November 2005 (Revised March 2007)
- Case
Leadership Development at Goldman Sachs
By: Boris Groysberg, Scott A. Snook and David Lane
In November 1999, 11 of Goldman Sachs' finest gathered to put the final touches on a revolutionary leadership development plan. Following Goldman's explosive growth during the 1990s and its eventual IPO in 1999, a diverse group of leaders from across the firm were... View Details
- October 2005 (Revised August 2006)
- Case
Perelson Weiner LLP
By: Thomas J. Steenburgh and Das Narayandas
Perelson Weiner LLP, a successful accounting firm in New York City, is re-evaluating its incentive strategy as it makes plans to grow its business. View Details
- September 2005 (Revised April 2007)
- Case
Spyder Active Sports - 2004
By: Belen Villalonga, Dwight B. Crane and James Quinn
David Jacobs founded a high-end ski apparel company in 1978. He successfully built and grew the company, establishing a major international brand that appealed to ski racers and other active skiers. In 1995, he sought external financing to support further growth of the... View Details
- August 2005 (Revised January 2012)
- Case
McKinsey and the Globalization of Consultancy
By: Geoffrey G. Jones and Alexis Lefort
Considers McKinsey's strategy during the first stage of the globalization of the management consultancy industry between the 1950s and 1973. Briefly reviews the history of management consulting before considering the factors that led McKinsey to open its first... View Details