Publications
Publications
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(6,311)
- Faculty Publications (922)
- April 2006 (Revised November 2021)
- Case
Endesa Chile: Raising the Ralco Dam (A)
By: Kathleen L. McGinn, Paula J. Laschober and Dina Pradel
Endesa Chile, the largest electricity generation company in Chile, is building a major power plant on the Biobio River in Southern Chile. A historic conflict involving the indigenous people of the Biobio River, the Chilean government, and international conservation... View Details
- April 2006
- Background Note
Managing Innovation in an Uncertain World: Module 1: Innovation and Uncertainty
Describes the first module of a Harvard Business School 30-session elective course called Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome these challenges. The... View Details
- April 2006
- Case
Finance Leadership in Novartis Consumer Health Businesses
By: Boris Groysberg and Ingrid Vargas
Describes and contrasts the roles and challenges of three high-performing finance heads at Novartis Consumer Health businesses in Australia, Japan, and Venezuela. All three faced tremendous pressures in terms of managing time and limited resources, but the particular... View Details
- March 2006 (Revised December 2013)
- Case
Hexcel Turnaround — 2001 (A)
By: Paul W. Marshall, James Quinn and Reed Martin
Hexcel's new CEO is faced with deciding how to "take out" $60 million in cash costs in fiscal 2002, as two of the company's end markets—electronics and commercial aerospace—are expected to decline precipitously. Options include closing plants, exiting a business, or... View Details
- February 2006 (Revised June 2007)
- Case
Atheros Communications
By: Thomas R. Eisenmann and Lauren Barley
Managers at Atheros, a leading provider of wireless local area network chipsets, must decide whether to join a special interest group (SIG) proposed by Intel to end an impasse over standards for the 802.11n (11n), the next generation of "Wi-Fi" technology. Two factions... View Details
- January 2006 (Revised April 2007)
- Case
General Electric Healthcare, 2006
By: Tarun Khanna and Elizabeth Raabe
In January 2006, Joe Hogan, head of General Electric (GE) Healthcare Technologies, prepared to step into William Castell's shoes as CEO of GE Healthcare, the world's leading manufacturer of diagnostic imaging equipment. In 2004, former CEO Jeff Immelt acquired Amersham... View Details
Keywords: Corporate Entrepreneurship; Cost vs Benefits; Growth and Development Strategy; Mergers and Acquisitions; Machinery and Machining; Global Range; Multinational Firms and Management; Product Design; Technological Innovation; Expansion; Value Creation; Business Subsidiaries; Health Industry; Medical Devices and Supplies Industry
- January 2006 (Revised February 2015)
- Case
Innovation at Timberland: Thinking Outside the Shoe Box
By: Rosabeth M. Kanter and Ryan Raffaelli
Innovation was linked to Timberland's heritage. In 2005, CEO Jeff Swartz and COO Ken Pucker hoped the Invention Factory, an advanced concept lab, would develop new breakthrough products and reinvigorate the company's culture of innovation. Since the 1960s, Timberland... View Details
- January 2006 (Revised October 2007)
- Background Note
Managing Networked Businesses: Course Overview for Students
Provides an overview for students of the MBA elective course Managing Networked Businesses (MNB). MNB focuses on management challenges in businesses that exhibit network effects. The first section of the note explains that such businesses comprise a large and growing... View Details
- January 2006 (Revised October 2009)
- Supplement
Negotiating Star Compensation at the USAWBL (A-2): Confidential Instructions for the Boston Sharks General Manager
By: Ian Larkin, James K. Sebenius and Guhan Subramanian
- January 2006 (Revised December 2006)
- Case
Wal-Mart's Business Environment
In 2004, Wal-Mart Stores, Inc. proposed to build a new supercenter in Inglewood, a low-income community near Los Angeles. The proposal was a part of Wal-Mart's strategy to bring its supercenter format to California. Introduced in the late 1980s, supercenters added a... View Details
- December 2005 (Revised April 2011)
- Case
General Electric's 20th Century CEOs
By: Nitin Nohria, Anthony Mayo and Mark Benson
General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company's research lab to design and manufacture new and... 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
- September 2005 (Revised May 2006)
- Case
Teradyne Corporation: The Jaguar Project
By: Francesca Gino and Gary P. Pisano
Teradyne, a leading manufacturer of semiconductor test equipment, embarked on a multiyear effort to improve its product development capabilities and to implement more formalized project management approaches. Examines the development of a new-generation tester that... View Details
- August 2005 (Revised August 2006)
- Exercise
People Management
By: Boris Groysberg and David Lane
Highlights critical gaps between research and practice in the field of strategic human resources management. Also, aims to debunk some myths and preconceptions that general managers bring to their HR decisions. Before class, participants fill out a true-or-false... View Details
- July 2005 (Revised August 2011)
- Case
Jesse Holman Jones and the Reconstruction Finance Corporation
By: Nitin Nohria, Anthony Mayo and Bridget Gurtler
Jesse Holman Jones is regarded as one of the most influential men in reviving the American economy from the Great Depression. With only an 8th grade education, he rose to the top of the banking, real estate, and lumber industries, as well as the upper echelons of... View Details
- 2005
- Working Paper
Wintel: Cooperation or Conflict
We study the incentives of complementors (producers of complementary products) to cooperate vs. compete and how these interact. In a system of complements, like the PC, the value of the final product depends on how well the different components work together. This, in... View Details
- June 2005 (Revised May 2006)
- Case
Covisint (A): The Evolution of a B2B Marketplace
By: Lynda M. Applegate and Elizabeth Collins
Ford Motor Co., General Motors, and DaimlerChrysler--the three original equipment manufacturers (OEMs) that dominated the automotive industry throughout the 20th century--launched Covisint in February 2000 as an industry supply chain exchange that would drive out cost... View Details
- 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 March 2006)
- Case
Foreign Exchange Hedging Strategies at General Motors: Competitive Exposures
By: Mihir A. Desai and Mark Veblen
How can a multinational firm analyze and manage currency risks that arise from competitive exposures? General Motors has a substantial competitive exposure to the Japanese yen. Although the risks GM faces from the depreciating yen are widely acknowledged, the company's... View Details
- March 2005 (Revised January 2006)
- Case
Foreign Exchange Hedging Strategies at General Motors: Transactional and Translational Exposures
By: Mihir A. Desai and Mark Veblen
How should a multinational firm manage foreign exchange exposures? Examines transactional and translational exposures and alternative responses to these exposures by analyzing two specific hedging decisions by General Motors. Describes General Motors' corporate hedging... View Details