Publications
Publications
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(4,141)
- Faculty Publications (886)
- April 2005 (Revised January 2006)
- Case
Protege Partners: The Capacity Challenge
In February 2005, Jeffrey Tarrant (HBS '85) and Ted Seides (HBS '99) considered their strategy for Protege Partners, founded in July 2002 as a fund of hedge funds (FOHF) specializing in small hedge funds. Protege's assets under management had grown to $1.1 billion, and... View Details
- March 2005 (Revised May 2005)
- Case
Ito-Yokado: The Challenge of Apparel
By: Rajiv Lal and Arar Han
Ito-Yokado, the 16th largest retail conglomerate in the world, has struggled with the declining performance in the apparel division of its superstores for over a decade. Apparel sales are slipping, eating hard-won gains in the retailer's food division. CEO Toshifumi... View Details
- March 2005 (Revised July 2007)
- Case
Capital Controls in Chile in the 1990s (A)
By: Laura Alfaro, Rafael M. Di Tella and Ingrid Vogel
In 1991, Chile adopted a framework of capital controls focused on reducing the massive flows of foreign investment coming into the country as international interest rates remained low. Capital inflows threatened the Central Bank's ability to manage the exchange rate... View Details
- February 2005 (Revised November 2012)
- Case
Chuck's Wagon Inc.
By: Paul W. Marshall and Derek Lewis
This case describes the experiences of an HBS student as he takes on the challege of transitioning from an intern to a president at a small consumer packaged goods firm in Southern Texas. This HBS student is confronted with the opportunity to perform an operational and... View Details
- December 2004 (Revised May 2005)
- Case
Nestle: Sustainable Agriculture Initiative
Swiss food giant Nestle attempts to improve the performance of its suppliers of agricultural commodities to raise quality, lower costs, and contribute to sustainable development. Its initiatives focus first on coffee, cocoa, and milk. Nestle managers assert that the... View Details
- November 2004 (Revised July 2005)
- Case
Messier's Reign at Vivendi Universal
By: Rakesh Khurana, Vincent Dessain and Daniela Beyersdorfer
Focuses on a crisis in the board at Vivendi. Highlights the difficulties that arise when dramatic pressure from outside the boardroom affects boardroom dynamics. In this case, there are two events. The first is an unexpectedly large financial loss and a pending cash... View Details
- October 2004 (Revised March 2005)
- Case
Citizens Bank
By: Rajiv Lal and Arar Han
In November 2004, Larry Fish, chairman of Citizens Bank, is wondering about the challenges posed by the latest and largest acquisition in the history of the bank. Fish has always believed that the success of Citizens thus far was facilitated by the credo he introduced... View Details
- October 2004 (Revised January 2006)
- Tutorial
Introduction to Responsibility Accounting Systems
By: David F. Hawkins, V.G. Narayanan, Jacob Cohen and Michele Jurgens
Responsibility accounting systems generate financial and related nonfinancial information about the actual and planned activities of a company's responsibility centers--organizational units headed by managers responsible for a unit's performance. The principal... View Details
- October 2004 (Revised September 2005)
- Case
Sonoco Products Company (A): Building a World-Class HR Organization
By: David A. Thomas, Boris Groysberg and Cate Reavis
Describes the steps the vice-president of human resources takes in revamping an HR function that was noncooperative and, at times, competitive and introducing the company to the notion of HR as a strategic business partner. Explores changes made to the company's... View Details
- October 2004
- Case
Continuing Transformation of Asahi Glass, The: Implementing EVA
By: Mihir A. Desai, Masako Egawa and Yanjun Wang
This case explores the use of EVA--economic value added--methodology at Asahi Glass. EVA is among the changes initiated by the CEO aimed at transforming Asahi Glass from a traditional Japanese company to a global firm. Other changes included a corporate reorganization... View Details
- September 2004 (Revised February 2007)
- Case
Roller Coaster Ride, The: The Resignation of a Star
By: Boris Groysberg, Steve Balog and Jennifer Haimson
Presents a detailed account of power dynamics that unfold in the firm when one of its best and brightest threatens to leave. Focuses on the dynamics of attracting, retaining, compensating, negotiating, and leveraging a star performer in a professional services firm. A... View Details
- September 2004 (Revised December 2004)
- Case
Metso Paper: Globalization of Finnish Metal Workshops
By: Lynda M. Applegate, Marikka Heikkila and Kalle Lyytinen
Metso Paper, the world's largest producer of paper machines, aims to transform itself into a knowledge- and information-based service and solution provider for the paper industry by aggressively exploiting information technologies. In the fall of 2002, Jorma Hujala, a... View Details
- August 2004 (Revised September 2005)
- Case
Stanley O'Neal at Merrill Lynch (A)
By: David A. Thomas and Ayesha Kanji
In the late 1970s, Stanley O'Neal joined Merrill Lynch as an investment banker. Profiles O'Neal's ascent at Merrill to CEO. O'Neal put Merrill through a comprehensive restructuring program, cutting costs and significantly reducing the work force. As CEO, O'Neal faces... View Details
- May 2004 (Revised October 2004)
- Case
Globe Telecom
By: Tarun Khanna, Krishna G. Palepu and Ingrid Vargas
The Ayala Group, one of the oldest and largest Filipino business groups, partnered with Singapore Telecommunications (SingTel) to launch a telecom venture following industry deregulation in the Philippines. The partners must decide whether to continue the venture in... View Details
- May 2004
- Article
The Risky Business of Hiring Stars
With the battle for the best and brightest people heating up again, you're most likely out there looking for first-rate talent in the ranks of your competitors. Chances are, you're sold on the idea of recruiting from outside your organization, since developing people... View Details
- March 2004
- Case
L.L. Bean: A Search for Growth
By: Rajiv Lal, Walter J. Salmon and James Weber
In mid-2003, CEO Chris McCormick felt L.L. Bean was in a good position to begin to grow again. For nearly 90 years, the company sold clothing and gear for outdoor enthusiasts through its catalogs and a single retail store in Freeport, Maine. In the three decades prior... View Details
- March 2004 (Revised June 2004)
- Case
Blackout: August 14, 2003
By: Thomas R. Eisenmann and Ryland Matthew Willis
On August 14, 2003, an electricity blackout cascaded throughout the northeastern United States and Canada. Describes the structure, technology, and economics of the electric utility industry and how gradual deregulation beginning in the 1970s placed unprecedented, and... View Details
- March 2004 (Revised May 2005)
- Case
Shurgard Self-Storage: Expansion to Europe
By: Richard G. Hamermesh and Indra Reinbergs
Shurgard, a U.S.-based firm that rents storage facilities to consumers and small businesses, is considering financing options for rapid expansion of its European operations. Five years after entering Europe, Shurgard Europe has opened 17 facilities in Belgium, France,... View Details