Publications

April 1993 (Revised July 1994)
Case

MathSoft, Inc. (A)

By: V. Kasturi Rangan

MathSoft's VP of sales has doubled the size of the company's direct field sales force to support the launch of a new, high-end workstation software product priced at almost $9,000. However, sales of the new product are far below plan. At the same time, the VP of... View Details

Keywords: Information Technology; Corporate Entrepreneurship; Applications and Software; Communication Strategy; Salesforce Management; Marketing Channels; Advertising; Product Launch; Information Technology Industry; Information Technology Industry; United States

November 1992 (Revised December 1992)
Case

Deere & Co. (A): The Computer Aided Manufacturing Services Division - A Window to the World (Abridged)

By: Robert H. Hayes

The Computer-Aided Manufacturing (CAM) Services Division of John Deere has just received approval to sell their software and computer systems to external customers. These tools, initially developed for internal use, have been widely used throughout Deere. Still,... View Details

Keywords: Information Infrastructure; Applications and Software; Machinery and Machining; Technological Innovation; Markets; Marketing Strategy; Product Launch; Outcome or Result; Computer Industry; Manufacturing Industry

September 1992 (Revised November 1996)
Case

Royal Automobile Club Rescue Services Division: Transformation Through Technology

By: W. Earl Sasser and Roger H. Hallowell

The Royal Automobile Club uses a new computer and telephone system to improve its service standards and profitability. After the initial impact of changes from technology, the organization faces a need to choose between future technological development or... View Details

Keywords: Technological Innovation; Decision Choices and Conditions; Organizational Change and Adaptation; Information Technology; Corporate Strategy; Service Industry; Auto Industry; United Kingdom

June 1991 (Revised May 1992)
Case

Lithonia Lighting

By: Nitin Nohria

In early 1991, Lithonia, the U.S.'s largest manufacturer of lighting fixtures, faced a major slump in the construction business that threatened to cause its first decline in revenues after over a decade of strong growth. With financial pressures from its parent company... View Details

Keywords: Organizational Structure; Industry Growth; Decision Making; Information Technology; Financial Crisis; Investment; Business Growth and Maturation; Electronics Industry; United States

May 1991 (Revised October 1993)
Case

Collision Course in Commercial Aircraft: Boeing-Airbus-McDonnell Douglas--1991 (A)

By: David B. Yoffie

Describes the competitive situation that has arisen in the commercial aircraft manufacturing industry since Airbus entered in 1970. Having overtaken McDonnell Douglas for second place, Airbus announces plans to challenge market leader Boeing's last pocket of dominance.... View Details

Keywords: Transition; Trade; Ethics; Investment; Problems and Challenges; Business and Government Relations; Risk and Uncertainty; Sales; Competitive Strategy; Technology Adoption; Air Transportation Industry; Manufacturing Industry

February 1991
Case

Burlington Northern: The ARES Decision (A)

By: Julie H. Hertenstein and Robert S. Kaplan

Burlington Northern's decision whether to invest in ARES, an automated train control system, is a ($350 million) strategic investment in information technology. Although set in a service industry (railroad) the issues around this decision arise in many organizations... View Details

Keywords: Investment; Rail Transportation; Information Technology; Competitive Strategy; Performance Evaluation; Performance Effectiveness; Cost vs Benefits; Technology Adoption; Technological Innovation; Customers; Quality; Rail Industry

November 1990 (Revised April 1999)
Case

General Motors: Packard Electric Division

By: Steven C. Wheelwright

Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology... View Details

Keywords: Business Divisions; Cost; Management Style; Product Design; Product Development; Production; Projects; Groups and Teams; Conflict and Resolution; Technology; Auto Industry

January 1990 (Revised October 1993)
Case

Monsanto's March into Biotechnology (A)

By: Gary P. Pisano

Very early in the history of biotechnology (about 1979), Monsanto made a major commitment to move into this field. This case recounts the history from the point of view of the eminent scientist hired to head up corporate R&D. He took Monsanto from a very traditional... View Details

Keywords: History; Transition; Biotechnology Industry; Agriculture and Agribusiness Industry

January 1989 (Revised March 1991)
Case

General Electric Canada: Designing a New Organization

By: Lynda M. Applegate and James I. Cash Jr.

General Electric Canada used sociotechnical design techniques to restructure its financial, administrative, facilities, and information technology service from a decentralized, hierarchical organization to a centralized organization composed of self-managing,... View Details

Keywords: Organizational Design; Information Technology; Groups and Teams; Change; Communication; Information; Industrial Products Industry; Canada

October 1988 (Revised May 1989)
Case

General Electric: Consumer Electronics Group

By: David J. Collis and Nancy Donohue

Highlights the General Electric takeover of RCA and the consolidation of the two companies' consumer electronic groups. Starting first with a history of the television industry in the United States, Europe, and Japan, and then a brief discussion of the main competitors... View Details

Keywords: Competition; Markets; Business Strategy; Consumer Products Industry; Electronics Industry

April 1985 (Revised October 1988)
Case

Everest Computer (A): The Development of the SuperMOS Process

By: Kim B. Clark

The research and development lab at the semiconductor development and manufacturing facility of a computer systems manufacturer has embarked on a radically improved semiconductor manufacturing process for application in a new computer system. The case offers a detailed... View Details

Keywords: Factories, Labs, and Plants; Governance Controls; Production; Research and Development; Hardware; Semiconductor Industry

March 1985 (Revised November 1985)
Case

Wilmington Tap and Die

By: Robert S. Kaplan

The general manager of a division manufacturing taps and dies must decide whether to continue a major capital investment program. The program was designed to replace aging mechanical machines with modern, electronically controlled equipment. A post-audit, after an... View Details

Keywords: Capital Budgeting; Investment; Accounting Audits; Cost Management; Technological Innovation; Information Technology; Performance Productivity; Production; Management Analysis, Tools, and Techniques; Manufacturing Industry

March 1982 (Revised September 1985)
Case

Sealed Air Corporation

By: Robert J. Dolan

Market leadership and technological innovation have marked Sealed Air's participation in the U.S. protective packaging market. Several small regional producers have introduced products which are less effective than Sealed Air's but similar in appearance and cheaper.... View Details

Keywords: Product Marketing; Product; Technological Innovation; Supply and Industry; Competitive Advantage; Consumer Products Industry; United States