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Publications
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(3,267)
- Faculty Publications (720)
- October 1999
- Case
Royal Dutch/Shell in Transition (A)
By: Lynn S. Paine
After the Brent Spar episode and the 1995 events in Nigeria, Shell undertakes an intensive review of its values and business principles. At the same time, it conducts the largest multi-stakeholder consultation in its history in an effort to better understand society's... View Details
- May 1999
- Background Note
Note on Behavioral Pricing
The note introduces the behavioral or psychological aspects of consumer price acceptance. Begins by reviewing the traditional economic approach to product pricing and consumer price acceptance--namely, that consumers should be willing to purchase anytime a product's... View Details
Keywords: Customer Satisfaction; Decisions; Fairness; Price; Marketing Strategy; Behavior; Perspective; Public Opinion
- May 1999 (Revised November 2000)
- Case
AES Global Values
By: Lynn S. Paine
Members of the development team for the AES Corp.'s power plant project in India must decide what plant technology to specify in their application for techno-economic clearance from the government of India's Central Electric Authority. Their choice is between more... View Details
- May 1999 (Revised December 2007)
- Case
The Dana-Farber Cancer Institute: Development Strategy
By: V. Kasturi Rangan and Marie Bell
Despite revenues in excess of $93 million in 1998, world-renowned Dana-Farber Cancer Institute constantly faces an operating shortfall and looks to its highly successful development office to help cover the deficit. The development office raises money annually (with a... View Details
- April 1999 (Revised March 2002)
- Case
Gerald Weiss
By: Brian J. Hall and Carleen Madigan
Gerald Weiss left Wall Street for the promise of a CFO position at a well-established corporation. He was given a 10-year options package with a guaranteed floor of $12 million and unlimited upside. To ensure the entire package would be worth at least $12 million after... View Details
- January 1999 (Revised March 2004)
- Case
AMB Consolidation, The
By: William J. Poorvu and Daniel J. Rudd
Anne Shea, assistant vice president at the Curators' Fund (The Fund), is responsible for investing roughly $80 million in real-estate assets. Less than three years ago, Anne invested $40 million into a commingled fund run by AMB Institutional Realty Advisors, Inc., a... View Details
- 1998
- Working Paper
CEO Incentives and Firm Size
By: Brian Hall and George P. Baker
What determines CEO incentives? A confusion exists among both academics and practitioners about how to measure the strength of CEO incentives, and how to reconcile the enormous differences in pay sensitivities between executives in large and small firms. We show that... View Details
- August 1998 (Revised October 2002)
- Case
Harbus Foundation, The
By: James E. Austin and Linda Carrigan
Describes the challenges faced by a group of HBS students as they create a foundation. Given surplus funds generated by the student-run newspaper, The Harbus leadership decides to find a meaningful use for the excess cash. Profiles both the entrepreneurial process used... View Details
- August 1998 (Revised October 1998)
- Case
Disney's "The Lion King" (A): The $2 Billion Movie
By: Jeffrey F. Rayport, Carin-Isabel Knoop and Cate Reavis
In 1994, just 10 years after its filmed entertainment division lost $33 million, Disney's animated creation "The Lion King" became the second highest grossing film ever. In addition to drawing $740 million in worldwide box office sales, its merchandise sales exceeded... View Details
- August 1998 (Revised October 1998)
- Case
Disney's "The Lion King" (B): The Synergy Group
By: Jeffrey F. Rayport, Carin-Isabel Knoop and Cate Reavis
In the late 1980s, Disney CEO Michael Eisner introduced a synergy group to the company's organizational structure. The synergy group was responsible for keeping all of Disney's divisions informed and updated on company projects and marketing strategies. View Details
- April 1998 (Revised May 2000)
- Case
Guidant Corporation: Shaping Culture Through Systems
By: Robert L. Simons and Antonio Davila
Guidant is a successful IPO start-up selling pacemakers and defibrillators. The case describes how managers install systems to balance innovation and control. Three parts of a shareholder value strategy are described. Controls include incentive systems, beliefs... View Details
- March 1998 (Revised October 1999)
- Case
Electronic Data Systems (EDS)
By: Rosabeth M. Kanter and Thomas Dretler
Explores a global program of Electronic Data Systems (EDS) called "Global Volunteer Day" and examines the activities and business situation of the company in four countries. Asks students to address whether American values like "volunteerism" can be exported. View Details
- January 1998 (Revised February 1998)
- Case
Sideco Americana S.A. (A)
By: Lynn S. Paine and Harold F. Hogan Jr
This case focuses on a decision the Sideco management team faces when customers of its newly acquired and privatized water and sewer company neglect to pay its bills. Describes the effort to transform an old-style Argentine construction and engineering company into a... View Details
- December 1997 (Revised May 1998)
- Case
CUC and HFS: Corporate Identity for a "Merger of Equals"
By: Stephen A. Greyser and Robert J. Crawford
In the wake of a major $20 billion market capitalization "merger of equals," two large consumer service firms must determine a new name for the new entity. Neither CUC nor HFS is well known among consumers. The CUC Services (e.g., shopping, travel, credit card... View Details
- May 1997
- Case
Donna Karan International Inc.
By: Krishna G. Palepu and Sarayu Srinivasan
Designer Donna Karan takes her firm public. After eager anticipation from Wall Street, the stock loses 60% of its value. This case addresses the questions: Is Karan's company ready to undertake responsibilities of being public? Is the company's strategy sustainable?... View Details
- May 1996
- Background Note
The GM's Operational Challenge: Managing Through People
By: Christopher A. Bartlett and Ashish Nanda
Highlights and explores how a general manager adds value to the firm at the operational level by managing through people. Discusses how assumptions about human motivation influence the employment contract that the general manager implicitly enters into with the workers... View Details
- May 1996 (Revised August 2001)
- Case
Timberland and Community Involvement
By: James E. Austin and Jaan Elias
The Timberland Co., a manufacturer and retailer of footwear, outdoor apparel, and accessories, committed itself to instituting and communicating a core set of values to its employees, stockholders, and consumers. The system of beliefs emphasized community service.... View Details
- September 1995 (Revised October 1996)
- Case
Sunbeam Television (A)
By: V. Kasturi Rangan and E. Scott Lathrop
Sunbeam Television, owner of a television station in Miami (a Fox affiliate), buys Channel 7 (a CBS affiliate) in Boston. They bring to the Boston station the concepts and ideas of their Miami news product--that is, a crisp, content-based design rather than one... View Details
- August 1995
- Case
Slade Plating Department, The
By: Linda A. Hill
Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case. View Details