Publications
Publications
Show Results For
- All HBS Web
(3,398)
- Faculty Publications (897)
- July 2006 (Revised March 2008)
- Case
Changan Automobile Co., Ltd.
By: Dennis Campbell and Donglin Xia
Chairman Yin Jiaxu must communicate that the company's extraordinary reported performance in 2002 reflects Changan's unique strategy within the competitive dynamics of China's automobile industry. Changan's 2002 annual report demonstrated an extraordinary level of... View Details
- July 2006
- Case
Citigroup: Euro Zone Bond Trading (A)
By: Lynn S. Paine, Christopher Bruner and Aldo Sesia
Describes the development and execution of a bond trading strategy by a London-based team of Citigroup eurozone bond traders. The trades, which involved two of Europe's leading electronic trading platforms, gave rise to a European-wide controversy over the traders'... View Details
- June 2006 (Revised April 2007)
- Case
Nephila: Innovation in Catastrophe Risk Insurance
By: Kenneth A. Froot and Michael Heinrich
At the cross-section of capital markets and the catastrophe insurance space stands the hedge fund Nephila. Nephila must decide how best to take advantage of the newly presented market opportunities post hurricanes Katrina, Wilma, and Rita. Nephila has a plethora of... View Details
- April 2006 (Revised March 2007)
- Case
Drexel Burnham Lambert (A): "The Smartest People on Wall Street Can be Had"
By: Boris Groysberg, Anahita Hashemi and Brendan Reed
In February 1990, Drexel Burnham Lambert declared bankruptcy amid a slew of scandals. Equities chief Arthur Kirsch hoped to keep his high-performing 600-person team intact. Could he find a company that would take on such a massive group hire? Competitors were already... View Details
- spring 2006
- Article
All's Fair in Love, War, & Bankruptcy: Corporate Governance Implications of CEO Turnover in Financial Distress
Prior discussions of management turnover during financial distress have examined bankrupt and non-bankrupt firms as distinct groupings with little overlap. Separately investigating rates of turnover in-bankruptcy and out-of-bankruptcy, without a direct comparison... View Details
- March 2006 (Revised November 2010)
- Background Note
Protecting Foreign Investors
Describes the emergence of several kinds of efforts to assure the safety of foreign investment in emerging markets: international arbitration, expanded official political risk insurance, credit from government agencies, and intervention by investors' home governments.... View Details
- March 2006 (Revised September 2006)
- Case
Irizar in 2005
By: Ramon Casadesus-Masanell and Jordan Mitchell
In June 2005, Koldo Saratxaga, the leader of Basque-based luxury coach manufacturer Irizar, decided to leave after 14 years at the helm of the worker-owned cooperative. Under Saratxaga's stewardship, Irizar was saved from near bankruptcy in 1991 and has become a highly... View Details
- March 2006 (Revised November 2006)
- Case
The Market and the Mountain Kingdom: Change in Lesotho's Textile Industry
By: Rawi E. Abdelal, Regina M. Abrami, Noel Maurer and Aldo Musacchio
In Maseru, the capital of the Kingdom of Lesotho, the stirrings of industrialization and modernization were promising, and more than 50,000 workers, mostly women, were employed in the textile sector; the figure reflected more than a threefold increase in just a few... View Details
Keywords: History; Labor Unions; Trade; Business and Stakeholder Relations; Financial Crisis; Globalized Markets and Industries; Business and Government Relations; Decision Choices and Conditions; Foreign Direct Investment; Developing Countries and Economies; Fashion Industry; Apparel and Accessories Industry; Lesotho
- March 2006 (Revised August 2006)
- Case
Putnam Investments: Rebuilding the Culture
By: Nitin Nohria and Charles Nichols
Charles "Ed" Haldeman Jr. is promoted CEO of Putnam Investments after the firm was badly damaged by a series of improper trading practices. He is charged with the task of managing the crisis, repairing the company culture, and putting the firm back into a pattern of... View Details
- March 2006 (Revised April 2015)
- Case
China: To Float or Not To Float? (B)- Timeline of Changes Relevant to the Chinese Renminbi
By: Laura Alfaro and Rafael M. Di Tella
On July 21, 2005 China revalued its decade-long quasi-fixed exchange rate of approximately 8.28 yuan per U.S. dollar by 2.1% to 8.11% and, at the same time, introduced a more market-based exchange rate system. Many analysts and economists were disappointed with what... View Details
Keywords: Currency; Exchange Rate; China; Macroeconomics; Trade; Currency Exchange Rate; Governance Controls; Policy; China; United States
- March 2006 (Revised April 2010)
- Case
China: To Float or Not To Float? (A)
By: Laura Alfaro, Rafael M. Di Tella and Ingrid Vogel
On July 21, 2005 China revalued its decade-long quasi-fixed exchange rate of approximately 8.28 yuan per U.S. dollar by 2.1% to 8.11 and, at the same time, introduced a more market-based exchange rate system. Many analysts and economists were disappointed with what... View Details
- spring 2006
- Article
All's Fair in Love, War & Bankruptcy?: Corporate Governance Implications of CEO Turnover in Financial Distress
Prior discussions of management turnover during financial distress have examined bankrupt and non-bankrupt firms as distinct groupings with little overlap. Separately investigating rates of turnover in-bankruptcy and out-of-bankruptcy, without a direct comparison... View Details
- January 2006
- Case
Negotiating for the Motion Picture Association of America and the Motion Picture Association: Jack Valenti (A)
By: James K. Sebenius, Ellen Knebel and Erin Egan
Summarizes the background and career highlights of Jack Valenti, longtime head of the Motion Picture Association of America and the Motion Picture Association. Sets up three difficult negotiation challenges facing Valenti over a rating system for movies, the financial... View Details
- January 2006 (Revised July 2016)
- Case
Gordon Bethune at Continental Airlines
By: Nitin Nohria, Anthony Mayo and Mark Benson
A $385 million loss for the final months of fiscal year 1994 signaled Continental might go bankrupt. Could new CEO Gordon Bethune turn Continental around? Continental was in dire straits because the deregulation of the commercial airline industry in 1978 ushered in a... View Details
- 2006
- Article
The End of Nationality? Global Firms and 'Borderless Worlds'
By: G. Jones
This article provides a historical perspective to current debates whether large global firms are becoming "stateless" and whether this is a historically new phenomenon. It shows that a great deal of international business in the nineteenth century was not easily fitted... View Details
- December 2005 (Revised July 2006)
- Case
Bunge: Poised for Growth
By: David E. Bell and Mary L. Shelman
As CEO of the world's largest oilseed processor, Alberto Weisser of Bunge must not only decide how quickly to expand in fast-growing markets of Eastern Europe and Asia, but also how best to leverage the firm's global footprint and leadership position. The firm is... View Details
- December 2005 (Revised August 2006)
- Case
Bloemenveiling Aalsmeer
By: Felix Oberholzer-Gee, Vincent Marie Dessain, Daniela Beyersdorfer and Anders Sjoman
The Dutch "Verenigde Bloemenveiling Aalsmeer Cooperative" (VBA) was on of the world's largest flower exchanges. Around 6,300 flower growers, one half of them located in the Netherlands, used the auction to sell cut flowers and plants to more than 1,000 wholesalers. In... View Details
- November 2005 (Revised April 2006)
- Case
Brazil Sugar and the WTO: Agricultural Reform in the European Union
By: Ray A. Goldberg, Kerry Herman and Irina Tarsis
Pedro de Camargo Neto, Brazil's secretary of trade and production for the Ministry of Agriculture, has won a WTO sugar decision for Brazil against the EU sugar policies. This case analyzes what this decision will mean to world food policies, especially those of the EU... View Details
- September 2005 (Revised January 2006)
- Case
Yum! Brands, Inc: A Corporate Do-Over
By: Frances X. Frei, Amy C. Edmondson, James Weber and Eliot Sherman
Describes the successful turnaround of the restaurant company Yum! Brands after its spin off from PepsiCo and covers how the company's leadership planned and executed on virtually every dimension of the employee experience. The main dilemma centers on what the company... View Details