Publications
Publications
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- Faculty Publications (793)
- 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
- July 2004 (Revised July 2005)
- Case
Activision: The 'Kelly Slater's Pro Surfer' Project
By: Alan D. MacCormack, Enrico D"Angelo and Kerry Herman
Mike Ward, the producer in charge of developing the Kelly Slater's Pro Surfer game for Activision, must decide whether to launch the game in time for the 2002 Christmas season. Complicating his decision are the lukewarm response from consumers to TV test spots of the... 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 April 2004)
- Case
Transforming Mitsubishi Corporation, 2004
By: Michael Y. Yoshino and Haruki Umezawa
A leading Japanese general trading company with an extensive global presence is in the process of transformation. For some time, in response to the rapidly changing business environment, the company has made serious efforts to transform itself from an organization... View Details
- March 2004 (Revised September 2005)
- Case
Newell Rubbermaid: Strategy in Transition
By: Cynthia A. Montgomery, Rhonda Kaufman and Carole Winkler
Describes the transformation of a company's corporate-level strategy. Begins by laying out the strategy that brought the Newell Co. stunning success for nearly three decades. The highly integrated, internally consistent strategy was tailored for manufacturing and... View Details
- February 2004
- Case
New HP, The: The Clean Room and Beyond
By: Leslie A. Perlow and Elizabeth Kind
When the $19 billion merger of Silicon Valley legend Hewlett-Packard and Houston-based PC giant Compaq Computer Corp. legally closed on May 3, 2002, both companies had already devoted an immense amount of time preparing for the challenges that lay ahead. Chief among... View Details
- January 2004
- Background Note
Beyond the IT Monolith
By: Marco Iansiti and Gregg Rotenberg
Leading companies are employing a radical new approach to IT--an approach that points the way to a new model of software architecture and deployment. These companies' successes seem to indicate that the problems IT critics have correctly identified are not, in fact,... View Details
- December 2003 (Revised March 2004)
- Case
FIRA: Confronting the Mexican Agricultural Crisis
By: James E. Austin, Michael Chu and Cate Reavis
In fall 2003, Mexico's agriculture sector was facing a crisis brought on largely by a surge in cheap U.S. imports resulting from NAFTA and inaccessible and/or expensive terms of credit for Mexican agricultural producers. It was getting harder for Mexican producers to... View Details
- December 2003 (Revised April 2004)
- Case
Dragon's Teeth Vineyards
By: Alan D. MacCormack, Marius Leibold, Sven Voelpel and Kerry Herman
Dragon's Teeth Vineyards (DTV) is a South African wine producer that is considering whether to use genetically modified organisms (GMOs) in its wine-making process. GMOs promise to lower the costs of wine production significantly through increased yields and reduced... View Details
- Article
Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change
By: A. Tucker and A. Edmondson
The importance of hospitals learning from their failures hardly needs to be stated. Not only are matters of life and death at stake on a daily basis, but also an increasing number of U.S. hospitals are operating in the red. This article reports on in-depth qualitative... View Details
- November 2003 (Revised February 2004)
- Case
Richmond Events
By: Amy C. Edmondson and Kristin Lieb
The managers of British business forum planner, Richmond Events, are struggling to expand their conference offerings into new territories. At the same time, they are trying to decide how product managers, who are critical to event success, should be hired, trained,... View Details
- November 2003 (Revised August 2005)
- Case
First Commonwealth Financial Corporation
By: Robert S. Kaplan
First Commonwealth Financial Corp., a financial institution in central and southwestern Pennsylvania, implemented the Balanced Scorecard for describing and implementing its new customer-focused strategy. Its founder and chairman decided that the Balanced Scorecard also... View Details
- November 2003 (Revised March 2004)
- Supplement
GE's Talent Machine: The Making of a CEO
CEO Jeff Immelt, ex-CEO Jack Welch, and HR Chief Bill Conaty discuss how GE has made talent development a source of sustainable competitive advantage. Immelt describes GE's deeply embedded philosophy around its people and how it has allowed the company to add value... View Details
- October 2003 (Revised November 2003)
- Module Note
Organizing to Learn Module Note
By: Amy C. Edmondson
Teaches a framework for managing in dynamic or uncertain organizational contexts, designed for either MBA or Executive Education courses. Offers a new perspective on how managers can help stimulate and guide a collective learning process in their organizations. The... View Details
- September 2003 (Revised November 2005)
- Case
Best Buy Co., Inc. (A): An Innovator's Journey
By: Dorothy A. Leonard and Brian DeLacey
The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as... View Details
- August 2003 (Revised June 2005)
- Case
Royal Bank of Scotland, The: Masters of Integration
By: Nitin Nohria and James Weber
Describes the acquisition of Nat West by Royal Bank of Scotland. Describes the strategic rationale for the acquisition and the process by which the integration of the two banks was accomplished. The acquisition is remarkable for how successful it was, given the typical... View Details
- August 2003
- Case
Mercury Computer Systems: The Evolution from Integrated Technology to Open Standard
By: Rebecca Henderson and Nancy Confrey
For 20 years, Mercury Computer Systems has thrived, providing products and services that support ultrafast processing of real time data. Now Jay Bertelli, the CEO, faces a critical question: How can the firm compete once the standards on which its products are based... View Details
- August 2003
- Case
BRAC and Aarong Commercial Brands, The
By: John A. Quelch
BRAC is the world's largest NGO and has recently initiated a number of successful profit-making commercial enterprises, ranging from dairy processing to vegetable exports, as well as a university. Explores the tensions and benefits of a major nonprofit entering the... View Details
- July 2003
- Case
CARE USA
By: John A. Quelch
CARE USA is spearheading a rebranding process for the organization. Examines the process and components of the rebranding strategy and its impact on CARE USA's direct mail strategy. Includes color exhibits. View Details
- May 2003
- Module Note
Managing Product Development
By: Stefan H. Thomke
Introduces students to the managerial aspects critical to conceiving, designing, and developing innovative products and services. Considers the full range of activities required: learning about customer needs, understanding and managing experimentation and problem... View Details