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2017
Working Paper

Elite Ideas and Incremental Policy Change: The Expansion of Primary Education in India

By: Akshay Mangla

This paper analyzes India’s recent enactment of universal primary education. Given the clientelistic features of Indian democracy, this programmatic policy change presents a puzzle. Drawing on interviews and official documents, I find that committed state elites... View Details

Keywords: India; Political Economy; Ideas; Institutional Change; Education; Change Management; India

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November 2024
Case

Demond Martin and WellWithAll

By: Hise Gibson, Archie L. Jones and Ai-Ling Jamila Malone

This case study chronicles the transformative entrepreneurial path of Demond Martin, co-founder and CEO of WellWithAll, a health and wellness startup. Motivated by a pivotal life experience and deep concern for racial health inequities, Martin transitions from a... View Details

September 2024
Case

Board Director Dilemmas: The Tradeoffs of Board Selection

By: David G. Fubini, Suraj Srinivasan and Patrick Sanguineti

After retiring from a long and successful career in financial auditing, Linda McGill looked forward to the prospect of joining a board. She felt the time was right to leverage the breadth of her experience while fulfilling one of her long-term goals. Though somewhat of... View Details

Keywords: Board Decisions; Corporate Boards; Board Networks; Cost vs Benefits; Governing and Advisory Boards; Retirement

October 2021
Case

Diversifying P&G's Supplier Base (A)

By: Kris Ferreira, Kym Lew Nelson, Carin-Isabel Knoop and Sarah Mehta

In February 2003, P&G hosted two meetings—one with its largest woman- and minority-owned suppliers and one with its largest non-minority-owned suppliers. Attendees in each meeting heard the same message: P&G was keen to grow its commitment to inclusive supply chains,... View Details

Keywords: Business Ventures; Mergers and Acquisitions; Business Model; Business Organization; Family Business; Joint Ventures; Demographics; Diversity; Ethnicity; Race; Ethics; Fairness; Ownership; Supply Chain Management; Consumer Products Industry; Service Industry; United States; Ohio

Business leaders are being urged to adopt a multistakeholder approach to governance in place of the shareholder-centered approach that has guided their work for several decades. But through hundreds of interviews with directors, executives, investors, governance... View Details

2008
Working Paper

Consequences of Voluntary and Mandatory Fair Value Accounting: Evidence Surrounding IFRS Adoption in the EU Real Estate Industry

By: Karl A Muller III, Edward J. Riedl and Thorsten Sellhorn

We examine the causes and consequences of European real estate firms' decisions to provide investment property fair values prior to the required disclosure of this information under International Financial Reporting Standards (IFRS). We find evidence that investor... View Details

Keywords: Fair Value Accounting; Financial Reporting; International Accounting; Corporate Disclosure; Standards; Real Estate Industry; European Union

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2007
Other Unpublished Work

Influence and Inefficiency in the Internal Capital Market

By: Julie Wulf

I model inefficient resource allocations in M-form organizations due to influence activities by division managers that skew capital budgets in their favor. Corporate headquarters receives two types of signals about investment opportunities: private signals that can be... View Details

Keywords: Capital Budgeting; Investment; Knowledge Acquisition; Managerial Roles; Resource Allocation; Power and Influence

April 2021
Case

Glass-Shattering Leaders: Ana Paula Pessoa

By: Boris Groysberg and Colleen Ammerman

Ana Paula Pessoa built a career at the largest media conglomerate in Latin America, combining a passion for digital transformation with a commitment to doing work that had a positive impact on society. Having grown up during a dictatorial military regime in Brazil, the... View Details

Keywords: Glass Ceiling; Leadership; Gender; Power and Influence

March 2008 (Revised October 2009)
Case

IBM in the 21st Century: The Coming of the Globally Integrated Enterprise

By: Rosabeth M. Kanter

Members of IBM's fifth Integration and Values Team (IVT5) were close to finishing their deliberations. Convened by Sam Palmisano, Chairman and CEO, and sponsored by Jon Iwata, Senior VP of Corporate Communications and Marketing, and John E. Kelly III, Senior VP and... View Details

Keywords: Global Strategy; Multinational Firms and Management; Innovation and Management; Leadership Development; Management Teams; Organizational Culture; Integration

November 1991 (Revised June 1997)
Case

Micom Caribe (A)

By: David M. Upton and Joshua D. Margolis

Describes the Puerto Rican manufacturing plant of a transnational company. The award-winning plant has dramatically improved the quality of flexibility of its operations, by taking a radical approach to manufacturing. The methods center on the use of specific... View Details

Keywords: Business Plan; Multinational Firms and Management; Management Analysis, Tools, and Techniques; Product Launch; Production; Performance Improvement; Quality; Strategy; Manufacturing Industry

July 1991 (Revised October 1995)
Case

KPMG Peat Marwick: The Shadow Partner

By: Robert G. Eccles Jr.

KPMG Peat Marwick executives needed to decide whether to fund full development of "The Shadow Partner," the name coined to describe a worldwide information network that would link all KPMG professionals to each other and to a wealth of data bases and information... View Details

Keywords: Information Management; Data and Data Sets; Knowledge Management; Knowledge Use and Leverage; Networks; Partners and Partnerships; Information Technology