Publications
Publications
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- All HBS Web
(1,806)
- Faculty Publications (696)
- 2005
- Class Lecture
Organizational Learning in the Face of Ambiguous Threats
By: Amy C. Edmondson, Michael A. Roberto and Richard M.J. Bohmer
- December 2004 (Revised April 2006)
- Case
Mavens & Moguls: Because Marketing Matters...
By: Myra M. Hart, Kristin Lieb and Victoria Winston
Mavens & Moguls is a virtual marketing-consulting firm of approximately 40 professionals. Examines the processes by which Paige Arnof-Fenn (an HBS grad with deep industry experience)draws on her experience and her network to create a high-quality marketing consulting... View Details
- October 2004 (Revised November 2004)
- Case
Mavens & Moguls: Creating a New Business Model
By: Myra M. Hart, Victoria Winston and Kristin Lieb
Mavens & Moguls is a "virtual" marketing-consulting firm of approximately 40 professionals. Examines the processes by which its founder, Paige Arnof-Fenn, learns the business, builds a power network of industry experts and potential customers, and uses this expertise... View Details
- August 2004 (Revised July 2005)
- Case
Allianz (D1): The Turnaround
By: Joseph L. Bower, Anders Sjoman and Sonja Ellingson Hout
Examines the acquisition of Dresdner Bank by Allianz--the deal of the year in 2002. Examines some of the challenges posed by the turnaround of Dresdner as seen by Michael Diekmann, the new CEO of Allianz. In working with Dresdner, Allianz needed to figure out what it... View Details
- August 2004
- Case
Microsoft.NET (Abridged)
By: Alan D. MacCormack and Kerry Herman
Set in the summer of 2000, following the unveiling of Microsoft's .NET initiative to the public. Three of the key figures in .NET's development are considering the next steps they would have to take to keep the initiative moving forward. Specifically, the challenges... View Details
- July/August 2004
- Article
Stakeholders and Environmental Management Practices: An Institutional Framework
By: Magali Delmas and Michael W. Toffel
Despite burgeoning research on companies' environmental strategies and environmental management practices, it remains unclear why some firms adopt environmental management practices beyond regulatory compliance. This paper leverages institutional theory by proposing... View Details
- March 2004 (Revised February 2006)
- Case
Salt Lake Organizing Committee, The: 2002 Olympics
By: H. Kent Bowen, Bryce LaPierre and Courtney Purrington
After two and a half years of effort, Fraser Bullock, COO of the 2002 Winter Olympics, faced projected deficits and post-9/11 security requirements only five months before the opening ceremony. Summarizes the organizational structure and processes put in place by... View Details
- February 2004
- Case
Note on Human Behavior: Reason and Emotion
By: Nitin Nohria and Bridget Gurtler
Human beings are driven by reasons and emotions. On the one hand, as rational choice theorists assert, human beings are resourceful and evaluative as they strive to maximize their own interests. An individual's interests can converge or diverge from the interests of... View Details
- February 2004
- Article
Launching a World-Class Joint Venture
By: James Bamford, David Ernst and David G. Fubini
More than 5,000 joint ventures, and many more contractual alliances, have been launched worldwide in the past five years. Companies are realizing that JVs and alliances can be lucrative vehicles for developing new products, moving into new markets, and increasing... View Details
- November 2003 (Revised July 2006)
- Case
STAR 2003
By: Thomas R. Piper
A shift in strategy from broadcasting standardized programs throughout its footprint to localized programming necessitates a review of STAR's organizational structure. Growing complexity and a need for local responsiveness point toward adoption of a country-based... View Details
- November 2003
- Supplement
P&G Japan: The SK-II Globalization Project
Paolo de Cesare and A.G. Lafley review the strategic and organizational challenges they face in deciding whether to make the prestigious Japanese beauty product, SK-II, a global brand. In a three-part videotaped interview, they discuss the challenges, reveal the... View Details
- October 2003 (Revised April 2005)
- Case
Innovation Corrupted: The Rise and Fall of Enron
Presents an historical overview of Enron's rise and fall and summarizes what is currently known about (1) the evolution of Enron's business model, (2) the organizational processes Enron officials relied on to drive and monitor the business, (3) emergent behavior... View Details
- August 2003 (Revised October 2003)
- Case
C&S Wholesale Grocers: Self-Managed Teams
By: Thomas J. DeLong, Tejal Mody and David Ager
Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that... View Details
- July 2003 (Revised October 2013)
- Case
Model N Inc.
By: Marco Iansiti and Alison Berkley Wagonfeld
The CEO of a Silicon Valley start-up needed to make organizational and product changes to deliver a new software solution to a Fortune 500 customer. He was wondering how he should structure the company to best meet the requirements for this particular customer, while... View Details
- June 2003 (Revised April 2004)
- Case
Mercy Corps: Global Social Entrepreneurship (A)
By: Christopher A. Bartlett and Daniel F. Curran
Neal Keny-Guyer, CEO of Mercy Corps International, built his organization by following the advice of Theodore Roosevelt: "Be smart enough to hire good people and have sense enough to get out of their way." For eight years, Keny-Guyer helped Mercy Corps grow in size and... View Details
- May 2003 (Revised March 2004)
- Case
Harlem Children's Zone, The: Driving Performance with Measurement and Evaluation
By: Allen S. Grossman and Daniel F. Curran
Geoffrey Canada, CEO of the Harlem Children's Zone, wanted his organization to grow dramatically to reach thousands of poor and underserved children in Harlem. The agency ran a variety of successful social service programs throughout New York City that were separately... View Details
- April 2003
- Case
IBM Canada: Global Services (A)
By: Michael L. Tushman, David Kiron and Wendy Smith
IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous... View Details
- April 2003
- Case
IBM Canada: Global Services (B)
By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
- April 2003
- Case
IBM Canada: Global Services (C)
By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
- March 2003 (Revised October 2003)
- Case
Campbell Soup Company: Transforming for the 21st Century
By: Lynda M. Applegate and Jamie Ladge
In July 2001, Campbell Soup's newly appointed CEO, Douglas R. Conant, addressed a group of Wall Street analysts and unveiled his plan to kick-start growth. His plan called for organizational renewal and revitalization, redesign of core customer-facing processes... View Details