Publications
Publications
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(2,219)
- Faculty Publications (507)
- June 1995
- Case
Polaroid Corporation: European Distribution System
By: Janice H. Hammond and Afroze A Mohammed
Describes distribution operations in Polaroid Europe. In the late 1980s, Polaroid senior management in the United States proposed moving from a system of 12 decentralized warehouses to a centralized distribution system in which all inventory for European retailers... View Details
- January 1995
- Case
3M: Profile of an Innovating Company
By: Christopher A. Bartlett and Afroze A Mohammed
Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to... View Details
- January–February 1995
- Article
Changing the Role of Top Management: Beyond Structure to Processes
By: S. Ghoshal and C. A. Bartlett
- December 1994 (Revised March 1996)
- Case
Ciba Consumer Pharmaceuticals' Acutrim: Challenges and Opportunities in Today's Diet Industry
By: Nancy F. Koehn and Rebecca Voorheis
Since its introduction in 1983, Acutrim has been a major player in the U.S. appetite suppressant market and in the broader diet industry. This case focuses on the strategic, regulatory, marketing, and financial challenges this product and the rapidly changing diet... View Details
- September 1994 (Revised September 1994)
- Case
Acer Group, The: Vision for the Year 2000
By: D. Quinn Mills and Richard C. Wei
In the early 1990s, Acer, Inc. set two goals: to be a top-five PC company worldwide in 1995 and to be a global consortium of companies by the year 2000. The company identified potential obstacles concerning capital, image, number of experienced international managers,... View Details
Keywords: Mission and Purpose; Goals and Objectives; Management Analysis, Tools, and Techniques; Organizational Structure; Global Strategy; Multinational Firms and Management; Experience and Expertise; Marketing Strategy; Production; Rank and Position; Business Strategy; Capital; Computer Industry; Japan
- July 1994 (Revised July 1995)
- Case
VeriFone: The Transaction Automation Company (A)
By: Richard L. Nolan, Donna B. Stoddard and Hossam Galal
Describes VeriFone's new organizational model and its role in catapulting VeriFone to a market leadership position. Examines the impact of information technology and information access on the ability to leverage global resources, market responsiveness, and... View Details
- June 1994 (Revised October 2001)
- Case
Mrs. Fields, Inc. (1988-1992)
By: Lynda M. Applegate, Keri O. Pearlson and Randi Wade Purchia
Continues the story of Mrs. Fields Cookies. Explores the new challenges the company faced managing its geographic growth and its expansion of products and markets through combination stores. Details the decision of Debbi and Randy Fields to delegate management... View Details
- May 1994 (Revised October 1994)
- Case
Motorola Corp.: The View from the CEO Office
By: Shoshana Zuboff and Janis Lee Gogan
Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company's quality, cycle time, and growth. Much of this progress was attributed to a major... View Details
- May 1994
- Background Note
Managing Market Complexity: A Three-Ring Circus
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three... View Details
- May 1994 (Revised August 1994)
- Case
Motorola-Elma
By: Shoshana Zuboff and Janis Lee Gogan
Motorola's old automative electronics plant in Arcade, outside Buffalo, New York, faced the prospect of closure in the mid-1980s, but leading customers persuaded Motorola to give the plant a second chance. The new plant manager, Dennis Fiehn, recognized that existing... View Details
- May 1994 (Revised July 1995)
- Case
Taco Bell--1994
Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic... View Details
Keywords: Information Technology; Food; Organizational Structure; Organizational Culture; Human Resources; Brands and Branding; Organizational Change and Adaptation; Goals and Objectives; Change Management; Expansion; Business Growth and Maturation; Communication; Growth and Development Strategy; Retail Industry; Food and Beverage Industry; United States
- May 1994 (Revised November 1994)
- Case
PepsiCo: A View from the Corporate Office
Describes the three business segments of PepsiCo (beverages, snack foods, and restaurants). It then explores the competitive environment within each segment and the response of PepsiCo's businesses. It seeks to show how PepsiCo CEO, D. Wayne Calloway, in a very... View Details
- spring 1994
- Article
Unilateral Commitments and the Importance of Process in Alliances
By: Ranjay Gulati, Tarun Khanna and Nitin Nohria
How the partners in an alliance view their joint venture can have much to do with its success or failure. Each partner fears that the other will get the larger payoff by acting opportunistically while it cooperates in good faith. The result is that both partners choose... View Details
- November 1993 (Revised July 1994)
- Background Note
Adjusted Present Value Method for Capital Assets, The
By: Steven R. Fenster and Stuart C. Gilson
This case provides an explanation of the adjusted present value method for valuing capital assets. The authors believe this approach is generally simple and better for the complicated and changing capital structure found in restructuring. View Details
- October 1993 (Revised December 2003)
- Case
Bausch & Lomb: Regional Organization
By: John A. Quelch
The CEO of Bausch & Lomb is contemplating replacing an international division with three regional divisions to sustain the company's growth, especially in international markets, and to add value to customers. View Details
- October 1993 (Revised September 1996)
- Case
BANC ONE - 1993
By: Hugo Uyterhoeven and Myra M. Hart
From a small local bank, Banc One has grown to one of the largest and most profitable banks in the United States under the leadership of its CEO, John B. McCoy. It has an impressive track record of improving the performance of its acquisitions while retaining the... View Details
- August 1993
- Case
Nestle S.A.: International Marketing (B)
By: John A. Quelch
Describes organization changes announced by Nestle's chariman in 1991 and updates the description of Nestle's marketing organization. View Details
- July 1993 (Revised September 1994)
- Case
Goodyear: The Aquatred Launch
By: John A. Quelch
After many years of R&D, Goodyear has developed the Aquatred, an innovative new tire. However, the tire industry has matured and evolved, raising questions concerning the Aquatred's ability to gain support from Goodyear's independent tire dealers. Students must use... View Details
- May 1993 (Revised October 1995)
- Case
Connor Formed Metal Products
By: Lynda M. Applegate, Donna B. Stoddard and Melinda Conrad
Connor Formed Metal Products was a small, privately owned manufacturer of custom metal springs and stampings. Since becoming president in 1984, Bob Sloss had implemented many changes to the company's organizational structure, management control systems, and information... View Details
- March 1993 (Revised December 2011)
- Case
Crown Cork & Seal in 1989
Describes the structure and recent trends of the metal container industry, Crown's successful strategy for competing in the industry, and John Connelly's leadership over more than 20 years. In 1989, William Avery succeeded Connelly as CEO and is forced to consider new... View Details