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Publications
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- Faculty Publications (539)
Beliefs
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- December 1994 (Revised October 2009)
- Case
AES Honeycomb (A)
By: Lynn S. Paine and Sarah C. Mavrinac
Senior managers of the AES Corp., an independent power producer, must decide whether to drop the company's emphasis on corporate values and revamp organizational controls as advised by investment analysts and outside counsel. The company is recovering from an incident... View Details
- September 1994
- Case
Leadership Problems at Salomon (A)
By: Lynn S. Paine and Michael Santoro
Deryck Maughan, a vice chairman and co-head of investment banking at Salomon Brothers, learns that his superiors have been less than candid about their knowledge of bidding improprieties by the firm's government trading desk. He must decide what, if anything, he should... View Details
- March–April 1994
- Article
Managing for Organizational Integrity
By: L. S. Paine
- February 1994
- Case
Kathryn McNeil (A)
Charles Foley, vice president of the computer retailing firm Sayer MicroWorld, must decide whether or not to fire his employee, Kathryn McNeil, a 37-year-old product manager who has been unable to work as many hours as her colleagues due to her status as a single... View Details
- January 1994 (Revised March 1995)
- Case
NovaCare, Inc.: Living the Vision
By: Lynn S. Paine
NovaCare's CEO is considering how further to institutionalize the company's espoused values and beliefs. One challenge is integrating two newly acquired businesses; another is better aligning the values of the company's managers with those of its front-line... View Details
- January 1994 (Revised June 1996)
- Case
Problems at InSpeech
By: Lynn S. Paine
InSpeech, Inc., the largest U.S. provider of speech, occupational, and physical therapists to nursing homes and hospitals, is faltering badly. The company is having trouble retaining its frontline employees--the clinicians who deliver its services--and its customers.... View Details
- October 1993 (Revised March 2023)
- Case
Conflict on a Trading Floor (A)
By: Joseph L. Badaracco Jr. and Jerry Useem
A junior salesperson on FirstAmerica Bank's trading floor is assisting a top salesperson, Linda, on a deal to finance the construction of a new cruise ship for Poseidon Cruise Lines. While the terms of the deal are being worked out, he realizes Linda has taken... View Details
- October 1993 (Revised July 1994)
- Case
A Brush with AIDS (A)
By: Joseph L. Badaracco Jr. and Jerry Useem
A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospitals report repeated instances of... View Details
- October 1993
- Case
Analyst's Dilemma (A), The
By: Joseph L. Badaracco Jr. and Jerry Useem
A young investment banker returns home one night to find that her roommate and best friend has been laid off from Universal Bank because Universal is shutting down its capital finance group. Her roommate makes her promise to keep this information confidential because... View Details
- April 1993 (Revised May 1994)
- Case
Prodigy Services Company (A)
By: Lynn S. Paine
Top executives of Prodigy Services Co. must decide how to respond when publicly accused of allowing anti-Semitic messages to be posted on the electronic bulletin boards of the company's interactive computer service. Can they defend free expression while at the same... View Details
- February 1992 (Revised September 2003)
- Supplement
Beech-Nut Nutrition Corporation (A-2)
By: Lynn S. Paine, Bronwyn Halliday and Michael Santoro
Beech-Nut's CEO must decide what to do. Asks students to consider how much evidence of impurity should be enough to trigger management's acknowledgment of a problem. What are the cognitive and attitudinal factors and pressures that lead people to persist in beliefs... View Details
- November 1991 (Revised July 1995)
- Case
Body Shop International
Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she... View Details
- July 1991 (Revised September 1992)
- Background Note
Company's Ethical Climate
Explains what a company's ethical climate is, describes the forces that shape it, and ways managers can work to alter a firm's ethical climate. View Details
- September 1990
- Article
Competition on Many Fronts: A Stackelberg Signaling Equilibrium
By: Jerry R. Green and Jean-Jacques Laffont
An economic agent, the incumbent, is operating in many environments at the same time. These may be locations, markets, or specific activities. He is informed of the particular conditions relevant to each situation. His action in each case is observable by another... View Details
- summer 1990
- Article
Retraining Mid-career Managers: Career History and Self-efficacy Beliefs
By: Linda A. Hill and J. Elias
- June 1990 (Revised March 1991)
- Case
Jonah Creighton (A)
By: Anne Donnellon and Joshua D. Margolis
How do you manage yourself and your interaction with others when you feel your personal values challenged? What should you be aware of as you proceed with sensitive, ethical issues? Jonah Creighton coordinates the company's fast-track training program, and when he... View Details
- March 1990 (Revised November 1999)
- Case
MCI Communications: Planning for the 1990s
By: Robert L. Simons and Hilary Weston
Concentrates on the evolution of MCI's strategy-setting process following a period of dramatic growth. Opportunistic strategies during MCI's early years have given top managers a dislike of formal strategic planning and a strongly-held belief in top down strategy... View Details
- December 1989
- Case
Managerial Decision Making and Ethical Values, Instructor's Manual
By: Mary C. Gentile, Kenneth E. Goodpaster and Thomas R. Piper
- December 1989
- Case
Managerial Decision Making and Ethical Values, Course Module
By: Kenneth E. Goodpaster and Thomas R. Piper
- September 1989 (Revised August 1990)
- Case
Don Burr
By: Shoshana Zuboff
Traces the career development of People Express founder Don Burr. Shows how an individual's evolving set of needs and values influences career choices and how each successive working environment meets these needs or spurs the individual to move on. Concludes as Burr is... View Details