Publications
Publications
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- All HBS Web
(2,893)
- Faculty Publications (725)
- September 2009 (Revised November 2010)
- Case
Endeavor: Creating a Global Movement for High-Impact Entrepreneurship
This case describes a critical inflection point in the growth of an international development "mentor capitalist" nonprofit, Endeavor. As Endeavor aims to scale its high-impact entrepreneurship model globally, founder Linda Rottenberg must determine what success looks... View Details
- September 2009
- Case
Intel NBI: Image Components Organization
By: Willy C. Shih and Thomas Thurston
The Image Components Organization (ICO) was an internal venture that was part of Intel's New Business Initiatives. It sought to initially develop and sell a high performance integrated CMOS image sensor module for cellular phones. ICO's opening assumptions were that it... View Details
- 2009
- Chapter
The Decline and Renewal of British Multinational Banking.
By: G. Jones and Lucy Newton
This chapter discusses the renaissance of British multinational banking from the 1990s. British commercial banks had pioneered multinational banking during the 19th century, but they were unable to build on this legacy during the new wave of global banking that began... View Details
- August 2009
- Case
Nomura's Global Growth: Picking Up Pieces of Lehman
By: C. Fritz Foley and Linnea Meyer
What issues commonly arise in international financial management? Kenichi Watanabe and Takumi Shibata, CEO and COO of Nomura Holdings Inc., one of the leading investment banks in Asia, have the opportunity to expand their firm internationally through the acquisition of... View Details
- July – August 2009
- Article
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
By: Sebastian Raisch, Julian Birkinshaw, Gilbert Probst and Michael Tushman
Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues that are fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through... View Details
- June 2009 (Revised April 2011)
- Case
Cincinnati Children's Hospital Medical Center
By: Anita L. Tucker and Amy C. Edmondson
The case describes an organization's use of the science of improvement to transform their process quality from below average to the top 10% in their industry. The case outlines the protagonist's strategy of developing internal experts who are trained in a common... View Details
- June 2009
- Journal Article
Taxes, Institutions and Foreign Diversification Opportunities
By: Mihir Desai and Dhammika Dharmapala
Investors can access foreign diversification opportunities through either foreign portfolio investment (FPI) or foreign direct investment (FDI). The worldwide tax regime employed by the U.S. potentially distorts this choice by penalizing FDI, relative to FPI, in... View Details
- April 2009 (Revised March 2010)
- Case
Nippon Steel Corporation
By: Srikant M. Datar and Akiko Kanno
Nippon Steel Corporation, the largest Japanese steel producer and second largest in the world faces challenges in pursuing strategy to become a true global player. Nippon Steel had long been the top Japanese company, however the emergence of a global player,... View Details
- April 2009 (Revised November 2018)
- Case
Sanctuary Soft: International Expansion Strategies
By: Boris Groysberg, Geoff Marietta, Tim Marshall and Adam Hartley
Sanctuary Soft CEO Elizabeth Smalley faced increasing pressure from her primary investor to expand operations internationally. If successful, the expansion could enlarge Sanctuary’s customer base and enable the firm to better serve existing clients’ overseas offices.... 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
- 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 November 2009)
- Case
WL Ross and Plascar
By: C. Fritz Foley and Linnea Meyer
How can distressed investors take advantage of the procedures governing an international bankruptcy? Wilbur L. Ross, chairman and CEO of the private equity firm WL Ross & Co., LLC, has the opportunity to bid for debt and equity claims on Plascar Industria e Comercio... View Details
- February 2009 (Revised June 2019)
- Case
Cleveland Clinic: Transformation and Growth 2015
By: Michael E. Porter and Elizabeth O. Teisberg
The Cleveland Clinic's health care services are internationally renowned for quality. In 2008, The Clinic began to restructure the organization into teams defined around patient needs, rather than traditional medical specialties. "Patients First!" takes shape as the... View Details
Keywords: Health; Health Care Operations; Health Care Quality; Health Care; Strategy And Leadership; Strategy Development; Health Care and Treatment; Leading Change; Goals and Objectives; Growth and Development Strategy; Measurement and Metrics; Service Delivery; Organizational Change and Adaptation; Outcome or Result; Health Industry; Cleveland
- 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 November 2011)
- Case
The Tip of the Iceberg: JP Morgan Chase and Bear Stearns (A)
By: Clayton S. Rose, Daniel Baird Bergstresser and David Lane
"Bear Stearns & Co. burned through nearly all of its $18 billion in cash reserves during the week of March 10, 2008, and an unprecedented provision of liquidity support from the Federal Reserve on Friday, March 13 was insufficient to reverse the decline in Bear's... View Details
- January 2009 (Revised February 2013)
- Case
Appellation Shanxi: Grace Vineyard
By: William C. Kirby, Michael Shih-ta Chen and Keith Chi-ho Wong
Grace Vineyard was a rare family-owned, private winery in China that was set on establishing itself as a world-renowned, quality vintner. Judy Leissner, the second-generation company leader, was at a crossroads in how she wanted to grow the business that her father... View Details
- January 2009
- Case
Xi'an International University: The Growth of Private Universities in China
By: William C. Kirby, Michael Shih-ta Chen, Keith Chi-ho Wong and Tracy Manty
Huang Teng founded Xi'an International University (XAIU) as a private institute of higher education in 1992. Throughout its ensuing years, the school filled a niche and met the demand of students who did not test into one of China's public institutions. In 2008, it was... View Details
- January 2009 (Revised February 2009)
- Case
Grupo Bimbo: Growth and Social Responsibility
By: V. Kasturi Rangan and Regina Garcia-Cuellar
Bimbo, headquartered in Mexico with 2008 sales of $7 billion, was one of the largest bakery companies in the world. Even as it had grown spectacularly in the last several decades, the company had earned a stellar reputation for its corporate social responsibility... View Details
- January 2009 (Revised July 2009)
- Case
Alibaba's Taobao (A)
By: Felix Oberholzer-Gee and Julie M. Wulf
This case examines the decision of Alibaba Group to diversify from an international business-to-business (B2B) exchange (Alibaba.com) into a B2C and C2C exchange (Taobao.com) for Chinese retailers and consumers. In China, Taobao had managed to displace the once... 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