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    • All HBS Web  (2,481)
      • Faculty Publications  (561)

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      • March 2001 (Revised May 2001)
      • Case

      Corning 1996-2000: Growing Corning

      By: Michael J. Roberts and Michael L. Tushman
      Focuses on Roger Ackerman's successful cultural change effort--growing Corning. Presents a detailed description of Ackerman's effort and the changes that transpired in the business, the culture, and the senior team. View Details
      Keywords: Organizational Change and Adaptation; Change Management; Management Teams
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      Roberts, Michael J., and Michael L. Tushman. "Corning 1996-2000: Growing Corning." Harvard Business School Case 401-035, March 2001. (Revised May 2001.)
      • January 2001
      • Case

      First Community Bank (B): Community Banking Group

      By: Rosabeth M. Kanter and Daniel Galvin
      After nine years of leading First Community Bank (FCB), BankBoston's unique venture targeting low- to moderate-income communities, and finally gaining recognition and respect for her efforts, Gail Snowden must once again faces the challenge of justifying FCB's value,... View Details
      Keywords: Mergers and Acquisitions; Valuation; Organizational Change and Adaptation; Problems and Challenges; Business and Community Relations; Banking Industry
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      Kanter, Rosabeth M., and Daniel Galvin. "First Community Bank (B): Community Banking Group." Harvard Business School Case 301-086, January 2001.
      • November 2000 (Revised November 2005)
      • Case

      Meg Whitman at eBay Inc. (A)

      By: Linda A. Hill and Maria Farkas
      Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture--its key success factors. A rewritten version of... View Details
      Keywords: Leadership Style; Change Management; Organizational Change and Adaptation; Growth Management; Organizational Culture; Success
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      Hill, Linda A., and Maria Farkas. "Meg Whitman at eBay Inc. (A)." Harvard Business School Case 401-024, November 2000. (Revised November 2005.)
      • October 2000 (Revised July 2001)
      • Case

      Avon Products (A)

      By: Lynn S. Paine and Greg Rogers
      The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first... View Details
      Keywords: Business or Company Management; Leading Change; Salesforce Management; Organizational Culture; Job Design and Levels; Gender; Management Teams; Cross-Cultural and Cross-Border Issues; Mexico
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      Paine, Lynn S., and Greg Rogers. "Avon Products (A)." Harvard Business School Case 301-059, October 2000. (Revised July 2001.)
      • July 2000
      • Case

      Dawn Riley at America True (C)

      By: Linda A. Hill and Kristin Doughty
      Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in August 1999 to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform.... View Details
      Keywords: Management Style; Leadership; Behavior; Groups and Teams; Organizational Culture; Problems and Challenges; Sports; Gender; Management Teams; New Zealand
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      Hill, Linda A., and Kristin Doughty. "Dawn Riley at America True (C)." Harvard Business School Case 401-008, July 2000.
      • May 2000 (Revised December 2018)
      • Case

      SMA: Micro-Electronic Products Division (A)

      By: Michael Beer and Michael Tushman
      The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in... View Details
      Keywords: Change Management; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Conflict and Resolution; Business Strategy
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      Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (A)." Harvard Business School Case 400-084, May 2000. (Revised December 2018.)
      • May 2000 (Revised December 2018)
      • Supplement

      SMA: Micro-Electronic Products Division (B)

      By: Michael Beer and Michael Tushman
      Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case. View Details
      Keywords: Change Management; Organizational Culture; Conflict Management; Corporate Strategy
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      Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (B)." Harvard Business School Supplement 400-085, May 2000. (Revised December 2018.)
      • April 2000 (Revised December 2005)
      • Case

      Garanti Bank: Transformation in Turkey

      By: Rosabeth M. Kanter, Maximilian Martin and Daniel Galvin
      Discusses the complete transformation and turnover in every division of Garanti Bank. Describes the multiple change projects managed and cross-cultural issues confronted during the 1990s and the organizational challenge of transforming Garanti Bank into one of Turkey's... View Details
      Keywords: Banks and Banking; Private Ownership; Restructuring; Business Divisions; Organizational Change and Adaptation; Organizational Culture; Culture; Change Management; Expansion; Corporate Strategy; Problems and Challenges; Projects; Banking Industry; Financial Services Industry; Turkey
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      Kanter, Rosabeth M., Maximilian Martin, and Daniel Galvin. "Garanti Bank: Transformation in Turkey." Harvard Business School Case 300-114, April 2000. (Revised December 2005.)
      • March 2000 (Revised July 2001)
      • Case

      Microsoft: Competing on Talent (A)

      By: Christopher A. Bartlett and Meg Wozny
      Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and... View Details
      Keywords: Human Resources; Retention; Recruitment; Competitive Advantage; Motivation and Incentives; Business Startups; Talent and Talent Management
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      Bartlett, Christopher A., and Meg Wozny. "Microsoft: Competing on Talent (A)." Harvard Business School Case 300-001, March 2000. (Revised July 2001.)
      • 2000
      • Chapter

      Market-Focused Organizational Transformation in China

      By: Rohit Deshpandé and John U. Farley
      Focuses on a study which investigated the organizational transformation of companies in China and how it affected their success. Conceptual background and hypothesis; Corporate culture of Chinese and other Asian firms; How organizational culture, climate, innovation... View Details
      Keywords: Organizational Change and Adaptation; Performance; Success; China
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      Deshpandé, Rohit, and John U. Farley. "Market-Focused Organizational Transformation in China." In Greater China in the Global Market, edited by Yigang Pan, 7–35. New York: Haworth Press, 2000.
      • December 1999
      • Case

      Sun Microsystems, Inc. (A): An Enterprise of Change

      By: Rosabeth M. Kanter and Jane Roessner
      In 1999, Sun Microsystems, Inc., was claiming a leadership position in the burgeoning world of e-commerce and networking computers. Its goal: "to dot-com the world." What was it about Sun's culture that made it so conducive to innovation and entrepreneurship? And how... View Details
      Keywords: Business Ventures; Leading Change; Innovation Leadership; Information Infrastructure; Corporate Entrepreneurship; Business Growth and Maturation; Growth and Development Strategy; Global Strategy; Experience and Expertise; Technology Industry; Computer Industry
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      Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A): An Enterprise of Change." Harvard Business School Case 300-074, December 1999.
      • December 1999 (Revised May 2000)
      • Case

      Morgan Stanley: Becoming a "One-Firm Firm"

      By: M. Diane Burton, Thomas J. DeLong and Katherine Lawrence
      John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. Mack and his senior team undertake initiatives in order to transform the culture and working style... View Details
      Keywords: Human Resources; Goals and Objectives; Organizational Change and Adaptation; Organizational Culture; Performance Evaluation; Competitive Strategy
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      Burton, M. Diane, Thomas J. DeLong, and Katherine Lawrence. Morgan Stanley: Becoming a "One-Firm Firm". Harvard Business School Case 400-043, December 1999. (Revised May 2000.)
      • December 1999
      • Case

      Sun Microsystems, Inc. (A5): Solaris 7: Rich Green on Product Strategy and Culture Change

      By: Rosabeth M. Kanter and Jane Roessner
      Solaris, Sun Microsystems' version of the UNIX operating system, was an amorphous collection of capabilities that had accumulated over the years, a product the company vaguely wished it could market and sell better. Developing and marketing Solaris 7 would help... View Details
      Keywords: Digital Platforms; Applications and Software; Organizational Change and Adaptation; Product Positioning; Growth and Development Strategy; Organizational Culture; Success; Change; Diversification; Technology Industry; Computer Industry
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      Kanter, Rosabeth M., and Jane Roessner. "Sun Microsystems, Inc. (A5): Solaris 7: Rich Green on Product Strategy and Culture Change." Harvard Business School Case 300-079, December 1999.
      • December 1999
      • Article

      Changes in the Work Environment for Creativity during Downsizing

      By: T. M. Amabile and Regina Conti
      This study examined the work environment for creativity at a large high-technology firm before, during, and after a major downsizing. Creativity and most creativity-supporting aspects of the perceived work environment declined significantly during the downsizing but... View Details
      Keywords: Organizational Culture; Situation or Environment; Creativity; Resignation and Termination; Employees; Business or Company Management; Motivation and Incentives; Management Practices and Processes; Crisis Management; Groups and Teams; Communication; Announcements; Interpersonal Communication
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      Amabile, T. M., and Regina Conti. "Changes in the Work Environment for Creativity during Downsizing." Academy of Management Journal 42, no. 6 (December 1999): 630–640.
      • October 1999
      • Case

      Royal Dutch/Shell in Transition (A)

      By: Lynn S. Paine
      After the Brent Spar episode and the 1995 events in Nigeria, Shell undertakes an intensive review of its values and business principles. At the same time, it conducts the largest multi-stakeholder consultation in its history in an effort to better understand society's... View Details
      Keywords: Corporate Governance; Corporate Accountability; Corporate Social Responsibility and Impact; Social Issues; Public Opinion; Moral Sensibility; Values and Beliefs; Transformation; Environmental Accounting; Energy Industry
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      Paine, Lynn S. "Royal Dutch/Shell in Transition (A)." Harvard Business School Case 300-039, October 1999.
      • September 1999 (Revised May 2003)
      • Case

      Deloitte & Touche (A): A Hole in the Pipeline

      By: Rosabeth M. Kanter and Jane Roessner
      Deloitte & Touche was losing talented women, and CEO Mike Cook wanted to stop the loss, especially as the accounting and consulting fields became more competitive. The firm commissioned an analysis of the situation; now it had to consider the results and develop a plan... View Details
      Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States
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      Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (A): A Hole in the Pipeline." Harvard Business School Case 300-012, September 1999. (Revised May 2003.)
      • September 1999 (Revised May 2003)
      • Case

      Deloitte & Touche (B): Changing the Workplace

      By: Rosabeth M. Kanter and Jane Roessner
      Deloitte & Touche women's initiative changed the workplace culture at the firm, solved retention problems, and brought external benefits. Now a new CEO must decide how to take this a step further as competition for talent was even stronger, young people had different... View Details
      Keywords: Strategic Planning; Organizational Culture; Accounting; Gender; Organizational Change and Adaptation; Loss; Change Management; Jobs and Positions; Resignation and Termination; Accounting Industry; United States
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      Kanter, Rosabeth M., and Jane Roessner. "Deloitte & Touche (B): Changing the Workplace." Harvard Business School Case 300-013, September 1999. (Revised May 2003.)
      • September 1999
      • Case

      Trisha Wilson of Wilson & Associates

      By: Teresa M. Amabile and Sarah S. Khetani
      Texan entrepreneur Trisha Wilson has founded an interior design firm and watched it grow into one of the most successful firms in the hospitality design services industry. After 20 years of building a company that is truly a reflection of her own personality, Wilson... View Details
      Keywords: Entrepreneurship; Employees; Innovation and Management; Management; Business or Company Management; Management Succession; Organizational Culture; Strategy; Service Industry; Texas
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      Amabile, Teresa M., and Sarah S. Khetani. "Trisha Wilson of Wilson & Associates." Harvard Business School Case 800-001, September 1999.
      • March 1999
      • Case

      Merck & Co., Inc.: Corporate Strategy, Organization and Culture (A)

      By: Michael Beer and Perry Fagan
      In the early 1990s, Merck faced a series of challenges because of significant changes in its competitive and regulatory environment (e.g., growth in power of pharmaceutical buyers like managed care organizations led to price pressures and President Clinton's review of... View Details
      Keywords: Organizational Change and Adaptation; Business or Company Management; Organizational Culture; Problems and Challenges; Management Practices and Processes; Competitive Strategy; Management Teams; Health Care and Treatment; Governing Rules, Regulations, and Reforms; Situation or Environment; Alignment; Pharmaceutical Industry; United States
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      Beer, Michael, and Perry Fagan. "Merck & Co., Inc.: Corporate Strategy, Organization and Culture (A)." Harvard Business School Case 499-054, March 1999.
      • March 1999
      • Case

      Hans Fritz at Novartis Thailand (A): The First Month

      By: Michael Y. Yoshino and Carin-Isabel Knoop
      Dr. Hans Fritz is 37 years old when he arrives in Bangkok on March 1, 1998 to assume his position as general manager of Novartis Thailand. Novartis is the world's largest pharmaceutical company. He had lobbied to transition from a staff position to this line management... View Details
      Keywords: Management Teams; Organizational Structure; Transition; Organizational Change and Adaptation; Working Conditions; Organizational Culture; Growth and Development Strategy; Crisis Management; Decision Making; Pharmaceutical Industry; Thailand
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      Yoshino, Michael Y., and Carin-Isabel Knoop. "Hans Fritz at Novartis Thailand (A): The First Month." Harvard Business School Case 399-123, March 1999.
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