Publications
Publications
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(1,790)
- Faculty Publications (680)
- July 1995 (Revised September 1995)
- Background Note
Technology for Teams
By: Lynda M. Applegate and Geoffrey Bock
The importance of groups in organizations has long been recognized but, until recently, groups were always "tacked onto" organizations that were designed around individuals. It was not just the logic of classical organizational theory that perpetuated this focus on the... View Details
- April 1995 (Revised June 1996)
- Case
Choice Hotels International, 1995
By: Tarun Khanna and Israel Yellen Ganot
Illustrates the various ways in which Choice Hotels, the franchiser for seven mid-market hotel chains, can realize economies of scope across its multiple products. Also provides an opportunity to discuss the benefits and limitations of various organizational forms... View Details
- March 1995 (Revised March 1995)
- Case
Smashing the Cube: Corporate Transformation at CIBA-GEIGY Ltd.
By: David J. Collis and Elizabeth Wynne Johnson
CIBA-GEIGY is a large, diversified multinational corporation that transforms itself in the 1990s through a massive structural and cultural change. The case describes the changes implemented and the processes used to effect change in portfolio, people, and structures.... View Details
- January 1995
- Case
3M: Profile of an Innovating Company
By: Christopher A. Bartlett and Afroze A Mohammed
Traces the birth and development of 3M Corp., focusing in particular on the origins of its entrepreneurially-based ability to innovate. In particular, it highlights the role of CEO William L. McKnight in creating a unique set of values, policies, and structures to... View Details
- 1995
- Chapter
Regression to the Mean, Expectation Inflation, and the Winner's Curse in Organizational Contexts
By: J. R. Harrison and M. H. Bazerman
- 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 (Revised September 1994)
- Case
Acer Group, The: Vision for the Year 2000
By: D. Quinn Mills and Richard C. Wei
In the early 1990s, Acer, Inc. set two goals: to be a top-five PC company worldwide in 1995 and to be a global consortium of companies by the year 2000. The company identified potential obstacles concerning capital, image, number of experienced international managers,... View Details
Keywords: Mission and Purpose; Goals and Objectives; Management Analysis, Tools, and Techniques; Organizational Structure; Global Strategy; Multinational Firms and Management; Experience and Expertise; Marketing Strategy; Production; Rank and Position; Business Strategy; Capital; Computer Industry; Japan
- 1994
- Chapter
Beyond Strategy, Structure, and Systems to Purpose, Process, and People: Reflections on a Voyage of Discovery
By: C. A. Bartlett and S. Ghoshal
- August 1994 (Revised May 1995)
- Case
Engineering Inspection & Insurance Company
By: Robert H. Hayes
Engineering Inspection & Insurance Co. (EIIC) is a small but highly successful company that offers machinery and boiler inspection and insurance services. After years of above-average growth and profits, both are retreating toward the industry average, policy delivery... View Details
- July 1994
- Case
Microsoft: Multimedia Publications (A)
By: Marco Iansiti and Ellen Stein
Microsoft Corp. has built a highly successful business around computer software (both applications and system software) using a particular organizational structure. Now that the company has chosen to enter the consumer market with a CD-ROM product, how should Microsoft... View Details
- July 1994 (Revised March 1995)
- Case
Microsoft: Multimedia Publications (B)
By: Marco Iansiti and Ellen Stein
Microsoft is about to release an apparently successful CD-ROM baseball product. The company is trying to determine what product(s) should be developed next, how it should organize itself, and what role it should play in the development of such products. View Details
- July 1994 (Revised July 1995)
- Case
VeriFone: The Transaction Automation Company (A)
By: Richard L. Nolan, Donna B. Stoddard and Hossam Galal
Describes VeriFone's new organizational model and its role in catapulting VeriFone to a market leadership position. Examines the impact of information technology and information access on the ability to leverage global resources, market responsiveness, and... View Details
- July 1994
- Background Note
Note on Retail Organizations
By: David E. Bell
Describes a typical organizational structure for retailers and discusses duties of various individuals such as buyer, category manager, etc. View Details
- June 1994 (Revised August 1994)
- Case
Cunard Line Ltd.: Managing Integrated Marketing Communications
Cunard, the world's oldest luxury line company, is confronted with several key issues involving its marketing and marketing communications strategy. One concerns the balance between image/positioning advertising and short-term-oriented promotional... View Details
- June 1994 (Revised October 2001)
- Case
Mrs. Fields, Inc. (1988-1992)
By: Lynda M. Applegate, Keri O. Pearlson and Randi Wade Purchia
Continues the story of Mrs. Fields Cookies. Explores the new challenges the company faced managing its geographic growth and its expansion of products and markets through combination stores. Details the decision of Debbi and Randy Fields to delegate management... View Details
- June 1994
- Background Note
Scope and Challenge of Business-to-Business Marketing
Identifies six key linkages that distinguish business-to-business marketing; three with respect to the external environment (i.e., derived demand, complex buying process, and concentrated customer base) and three with respect to the internal organization (emphasis on... View Details
- May 1994 (Revised October 1994)
- Case
Motorola Corp.: The View from the CEO Office
By: Shoshana Zuboff and Janis Lee Gogan
Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company's quality, cycle time, and growth. Much of this progress was attributed to a major... View Details
- May 1994
- Background Note
Managing Market Complexity: A Three-Ring Circus
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three... View Details
- May 1994 (Revised August 1994)
- Case
Motorola-Elma
By: Shoshana Zuboff and Janis Lee Gogan
Motorola's old automative electronics plant in Arcade, outside Buffalo, New York, faced the prospect of closure in the mid-1980s, but leading customers persuaded Motorola to give the plant a second chance. The new plant manager, Dennis Fiehn, recognized that existing... View Details
- May 1994 (Revised July 1995)
- Case
Taco Bell--1994
Taco Bell CEO, John Martin, boldly proclaims a growth goal of 200,000 points of access by the year 2000 (the company had approximately 3,600 in 1991). To realize such growth, Martin embraces a philosophy of continual change. The implications for Taco Bell are dramatic... View Details
Keywords: Information Technology; Food; Organizational Structure; Organizational Culture; Human Resources; Brands and Branding; Organizational Change and Adaptation; Goals and Objectives; Change Management; Expansion; Business Growth and Maturation; Communication; Growth and Development Strategy; Retail Industry; Food and Beverage Industry; United States