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- October 2002 (Revised February 2006)
- Case
Nissan Motor Co., Ltd., 2002
By: Michael Y. Yoshino and Masako Egawa
Carlos Ghosn, a former executive vice president of Renault, became the COO of Nissan Motor Co., a troubled auto company in Japan when Renault bought 38% of the company in 1999. This case deals with how Ghosn turned the company around. Examines in considerable detail... View Details
- September 2002 (Revised December 2005)
- Case
DaimlerChrysler Post-Merger Integration (A)
By: Richard F. Meyer, Michael G. Rukstad, Peter J. Coughlan and Stephan A. Jansen
Describes the background, process, and aftermath of the merger between Daimler-Benz of Germany and Chrysler Corp. of America. Describes the economic structure and trends of the world automobile industry at the turn of the century as well as the individual histories and... View Details
- August 2002 (Revised May 2003)
- Case
New Wachovia (B), The
By: Carliss Y. Baldwin and Jeremy Swinson
On August 3, 2001, after a hotly contested proxy fight, Wachovia Corp.'s shareholders voted to merge with First Union Corp. The managers of the two banks then turned to face the challenges of integrating the two organizations. Their task was to implement a "merger of... View Details
- July 2002 (Revised August 2002)
- Case
Washington Hospital Center (A): Rescuing Emergency Medicine
By: Rosabeth M. Kanter and Michelle Heskett
Dr. Craig Feied and Dr. Mark Smith, recruited to turn around the Washington Hospital Center Emergency Department, prepare to roll out their most revolutionary change yet--an information system that could radically improve the practice of emergency medicine. A review of... View Details
- June 2002
- Background Note
Complexity Theory and Negotiation
By: Michael A. Wheeler and Gillian Morris
This case highlights an application of current thoughts in complexity science to negotiation theory. It emphasizes a provocative approach that questions much of traditional negotiation research thus far. The case explains the roots of complexity science and some broad... View Details
- May 2002 (Revised February 2004)
- Case
Innovation at Progressive (A): Pay-As-You-Go Insurance
By: Frances X. Frei and Hanna Rodriguez-Farrar
Consumer auto insurance is a price-sensitive industry in which customers rarely pay a premium to a provider even for additional service features. Progressive spends more on additional service features than its competitors do; consumers don't pay extra for these... View Details
- April 2002 (Revised September 2003)
- Case
Stephen Brown at John Hancock Financial Services
By: Robin J. Ely
Describes a major organizational transformation process at John Hancock Financial Services in which CEO Stephen Brown takes a series of measured steps to turn the old-line mutual insurance company into a competitive, performance-oriented financial services firm. At the... View Details
- December 2001
- Case
Cybersettle
By: Michael A. Wheeler and Gillian Morris
Cybersettle's management faced a dilemma: How could they turn their company, which provided confidential online settlement services for insurance claims, into a profitable enterprise? Having started during the heady days of Internet "dot-com fever," the company now had... View Details
- August 2001 (Revised November 2001)
- Case
Vicinity Corporation: Turning Web Traffic into Store Traffic
By: Frances X. Frei, David Margalit and Amanda Yelsh
Vicinity uses its Internet and m-commerce technology to help drive traffic into its customers' physical distribution outlets. The company has terrific technology and is seemingly successful in getting more consumers into its customers' stores, yet it is in a precarious... View Details
- March 2001 (Revised July 2001)
- Background Note
Making Sense of the Internet Business Landscape
Discusses the shift from the industrial to the information economy from a technological, business, and societal perspective. Compares the changes we are experiencing today with the changes experienced during the shift from the agrarian to the industrial age at the turn... View Details
- March 2001 (Revised April 2001)
- Case
MiCRUS: Activity-Based Management for Business Turnaround
By: Robert S. Kaplan, Jonathan B. Schiff and Stanley Abraham
MiCRUS is a new company, spun off from IBM as a joint venture between IBM and Cirrus Logic to produce semiconductor wafers at world-class costs for its two parent companies. The senior management team needs to overcome the bureaucratic, internally focused culture that... View Details
- 2001
- Chapter
Publicly Funded Science and the Productivity of the Pharmaceutical Industry
By: Rebecca Henderson and Ian Cockburn
U.S. taxpayers funded $14.8 billion of health related research last year, four times the amount that was spent in 1970 in real terms. In this paper we evaluate the impact of these huge expenditures on the technological performance of the pharmaceutical industry. While... View Details
- December 2000
- Background Note
Online Portals
By: Thomas R. Eisenmann and Sanjay Pothen
Describes the online portal business model. Analyzes the model, focusing on the tactics used to acquire new users, turn new users into repeat visitors, and monetize user traffic. Explains portals' revenue and cost drivers and their implications for pursuing aggressive... View Details
- August 2000 (Revised September 2000)
- Case
Extraprise
By: Srikant M. Datar, Krishna G. Palepu and Sarah S. Khetani
In the three years since it was founded, the Boston-based Internet strategy consulting firm, Extraprise, has changed its strategy three times. Jennifer Gabler, the CFO, considers what kinds of control systems she can put in place to ensure the company can continue to... View Details
- June 2000
- Case
Lifeline Systems, Inc. (A)
By: H. Kent Bowen and Marilyn Matis
Lifeline Systems provides emergency response equipment to the elderly who live at home. The company uses local hospitals to market, sell, and install these units in homes, while the hospital monitors and calls for aid to respond to emergency calls from the elderly... View Details
- 2000
- Working Paper
The Drivers of National Innovative Capacity: Implications for Spain and Latin America
By: Michael E. Porter, Jeffrey L. Furman and Scott Stern
In the past decade, both academic scholars and policymakers have focused increasing attention on the central role that technological innovation plays in economic growth. There are at least two distinct reasons for this increased interest. First, though economists have... View Details
- March 2000
- Case
Heartport, Inc.
By: Gary P. Pisano and Shoshana Dobrow
Heartport, an entrepreneurial medical device maker, has introduced several innovative systems for conducting less-invasive cardiac surgery. Despite initially high expectations, the company has struggled to get its technology adopted by cardiac surgeons. The company's... View Details
- February 2000 (Revised August 2000)
- Case
Priceline WebHouse Club
By: Thomas R. Eisenmann and Jon K Rust
Priceline empowered consumers to "name their own price" for airline tickets and hotel rooms; then it shopped these offers to marketers. Priceline's founder Jay Walker described the resulting transactions as a new ecosystem, that helped consumers realize lower prices... View Details
- December 1999
- Case
E Ink: Financing Growth
By: William A. Sahlman and Matthew C. Lieb
A set of financial and strategic decisions confront the management of a company trying to develop a technology for creating "electronic ink." If successful, the company will be able to create "radio paper," essentially turning a piece of paper into a computer monitor... View Details
- November 1999 (Revised March 2000)
- Case
Florida Department of Citrus
By: Ray A. Goldberg, Carin-Isabel Knoop and David Benedict Pearcy
The Florida Department of Citrus (FDOC) is a state agency responsible for the welfare of the Florida citrus industry. This case describes the FDOC's efforts to turn around grapefruit juice consumption. Using a health message, Dan Santangelo, the FDOC's new director,... View Details