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- 2007
- Working Paper
Harnessing Our Inner Angels and Demons: What We Have Learned About Want/Should Conflicts and How That Knowledge Can Help Us Reduce Short-Sighted Decision Making
By: Katherine L. Milkman, Todd Rogers and Max H. Bazerman
Although observers of human behavior have long been aware that people regularly struggle with internal conflict when deciding whether to behave responsibly or indulge in impulsivity, psychologists and economists did not begin to empirically investigate this type of... View Details
- 2007
- Working Paper
Modularity, Transactions, and the Boundaries of Firms: A Synthesis
This paper constructs a unified theory of the location of transactions and the boundaries of firms. It proposes that systems of production can be viewed as networks of tasks. Transactions, defined as mutually agreed-upon transfers with compensation, are located... View Details
- August 2007 (Revised April 2008)
- Case
Texas Pacific Group--J. Crew
By: Michael J. Roberts, William A. Sahlman and Lauren Barley
Describes Texas Pacific Group's purchase and operation of J. Crew, the catalog and specialty clothing retailer. Highlights the issues involved in financing such a transaction, and then focuses on the operational challenges of turning around the business, and of TPG's... View Details
- August 2007
- Case
Manila Water Company
By: V. Kasturi Rangan, David Wheeler and Jane Comeault
In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an... View Details
- 2007
- Working Paper
A Taste For Obscurity: An Individual-Level Examination of 'Long Tail' Consumption
By: Anita Elberse
Because online retailers are often able to provide products in a more cost-efficient manner than bricks-and-mortar stores, online channels are characterized by a vast assortment of products. Proponents of the "long tail" principle recently argued that the demand for... View Details
- 1 Jul 2007
- Conference Presentation
The Secret of Commercial Microfinance's Sustainability: Turning Social Workers into Bankers or Bankers into Social Workers? Neither
By: Julie Battilana and Silvia Dorado
Keywords: Microfinance
- March 2007 (Revised May 2012)
- Case
PRG-Schultz International
By: Paul W. Marshall and James Weber
PRG-Schultz will run out of cash within a couple of months unless the new CEO can reduce costs and restructure the company's debt. PRG was the dominant market leader in the audit recovery industry. The industry consisted of firms which employed accounting professionals... View Details
- January 2007 (Revised December 2008)
- Case
Mercy Corps: Positioning the Organization to Reach New Heights
By: Allen S. Grossman and Caroline Joan King
Mercy Corps, the world's 5th largest international relief and development agency, is at a turning point. The nonprofit's opportunities to grow and serve a larger number of beneficiaries are unprecedented. By looking at the unique relationship between headquarters and... View Details
- December 2006 (Revised March 2010)
- Case
Bill Gates and Steve Jobs
By: Anthony Mayo and Mark Benson
Bill Gates and Steve Jobs, founders of Microsoft and Apple respectively, have revolutionized the relationship between the individual and computer technology. Once the exclusive domain of academia and research facilities, computers can now be found in every area of... View Details
- December 2006 (Revised January 2007)
- Case
Infosys in India: Building a Software Giant in a Corrupt Environment
By: Rawi E. Abdelal, Rafael M. Di Tella and Prabakar (PK) Kothandaraman
Shortly after Infosys was founded in 1981, its managers faced a major turning point when they made a decision to operate without giving in to the petty corruption rife in the Indian economy. Within just a few years, that decision had truly defined the company. Over the... View Details
- October 2006 (Revised November 2006)
- Case
Integrated Packaging Corporation: Struggling to Do the Right Thing (A)
By: Herman B. Leonard and Orson Watson
As a child, Al Fuller had seen his working-class, African-American neighborhood disintegrate as factory jobs moved away. He resolved to help inner-city communities do better when he grew up. Some years later, as an accomplished university graduate with several years... View Details
- September 2006 (Revised April 2007)
- Supplement
Tim Keller at Katzenbach Partners LLC (B)
By: Boris Groysberg, Christopher Marquis and Ayesha Kanji
Supplements the (A) case. The (B) case presents the final outcome of the events. Reveals how Keller is able to turn around perceptions about him and forge relationships with key decision makers. Includes reflections and lessons learned from all parties and Keller's... View Details
- June 2006
- Case
AtHoc: Dealing With Disruption
By: Lynda M. Applegate and Brian DeLacey
Follows the growth of an entrepreneur from his early startup activities. As the company evolves from 1998 to 2005, looks at key decisions and turning points as AtHoc's strategy adapts in response to changing market environments, business opportunities, and customer... View Details
- March 2006 (Revised October 2007)
- Case
The Parisian Revival
By: Rajiv Lal and Carin-Isabel Knoop
In mid-2005, George Jones had two jobs: head of Saks Inc.'s 41-store Parisian department store chain as well as president and CEO of the Saks Department Store Group (SDSG), an umbrella for seven chains with a total of 182 stores across the United States. In 2003 Jones... View Details
- 24 Mar 2006
- Conference Presentation
Turning Themselves in: Why Some Firms Self-disclose Regulatory Violations
- Article
The Information Technology Ecosystem: Structure, Health, and Performance
By: Marco Iansiti and Gregory L. Richards
A number of modern industries are organized as complex networks of firms whose integrated efforts are necessary to deliver value to end customers. The complexity of these networks, or business ecosystems, and the associated interdependencies among firms, make... View Details
- 24 Feb 2006
- Conference Presentation
Turning Themselves In: Why Some Firms Self-disclose Regulatory Violations
- 2006
- Book
Confidence: How Winning Streaks and Losing Streaks Begin and End
Is success simply a matter of money and talent? Or is there another reason why some people and organizations always land on their feet, while others, equally talented, stumble again and again? There's a fundamental principle at work—confidence—that makes the difference... View Details
Keywords: Social Psychology
- January 2006 (Revised July 2016)
- Case
Gordon Bethune at Continental Airlines
By: Nitin Nohria, Anthony Mayo and Mark Benson
A $385 million loss for the final months of fiscal year 1994 signaled Continental might go bankrupt. Could new CEO Gordon Bethune turn Continental around? Continental was in dire straits because the deregulation of the commercial airline industry in 1978 ushered in a... View Details