Publications
Publications
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(4,427)
- Faculty Publications (849)
- July 1998 (Revised March 2000)
- Case
Champion International
By: Michael Beer and James Weber
Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry... 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
- March 1998 (Revised October 2001)
- Case
Teradyne: Corporate Management of Disruptive Change
By: Joseph L. Bower
Two cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case deals with the problems facing the head of a start-up division responsible for developing and bringing to market a new product based on technology deemed... View Details
- February 1998 (Revised March 2000)
- Case
Burma Pipeline, The
By: Debora L. Spar and Lane LaMure
In 1996, Unocal Corp. joined forces with the French Total company to construct an ambitious natural gas pipeline from the Andaman Sea across the southern tip of Burma and into Thailand. At an estimated cost of $1.2 billion, the pipeline was designed to bring sorely... View Details
- January 1998
- Case
Connecticut Spring and Stamping Corporation (B)
By: H. Kent Bowen, Massimo Russo and Steven J. Spear
Connecticut Spring and Stamping Corp. (CSSC), a 50-year-old spring manufacturing and metal stamping firm, is experiencing slow sales growth and feeling the impact of global competition. The company has over 800 customers but little understanding of those customers'... View Details
- January 1998 (Revised February 2002)
- Case
Funai Consulting Company, Ltd. (A)
By: Lynn S. Paine and Tomoya Nakamura
In the summer of 1997, a consultant at Japan's Funai Consulting Co. Ltd., must decide how to respond to a client's proposal to offer "open pricing" (based on willingness to pay) to customers unable to pay the standard price for the client's product. The client, Akita... 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
- November 1997 (Revised February 1998)
- Case
WESCO Distribution, Inc.
By: Das Narayandas
In 1996, WESCO, a national distributor of electrical equipment and supplies, charted out a growth of 6 to 8 percent in sales, and 12 to 16 percent in profitability over the next five years. The centerpiece of this growth strategy is the National Accounts (NA) program... View Details
- October 1997 (Revised March 1998)
- Case
Komatsu Ltd.: Project G's Globalization
This case describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of resources and capabilities... View Details
- September 1997 (Revised November 1997)
- Case
Siam Cement Group,The: Corporate Philosophy (A)
By: Lynn S. Paine and Prompilai Khunaphante
In the face of Thailand's 1990 cement shortage, managers at Siam Cement Co., Thailand's largest cement provider, must decide how to allocate available supply and whether to attempt to uphold government-controlled prices among the company's agents. At issue is the... View Details
- September 1997
- Case
Information at the World Bank: In Search of a Technology Solution (A)
By: W. Earl Sasser, Josep Valor and Carin-Isabel Knoop
Information Technology Services Director Mohamed Muhsin planned to restructure the World Bank's information technology in response to President Jim Wolfensohn's call to build a knowledge bank. Several reorganization efforts taken by the bank in the 1980s led to a... View Details
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Disruptive Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems... View Details
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Strategic Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems facing the head of a... View Details
- May 1997 (Revised October 2007)
- Case
Teradyne: The Aurora Project
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of... View Details
- March 1997 (Revised March 1997)
- Case
Business Teams at Rubbermaid, Inc.
By: Teresa M. Amabile and Dean Whitney
Rubbermaid, a consumer-products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team... View Details
- October 1996 (Revised January 1997)
- Case
Mt. Auburn Hospital
By: F. Warren McFarlan and Jaan Elias
In December of 1993, two of Boston's largest and best known hospitals, Massachusetts General and Brigham and Women's, announced that they were setting aside their historic rivalry to form an alliance and build a regional health network. The announcement set off a wave... View Details
- October 1996 (Revised March 1998)
- Case
Schroder Ventures: Launch of the Euro Fund
By: Josh Lerner, Kate Bringham and Nick Ferguson
Schroder Ventures is considering launching a pan-European fund in response to investor demand. This will lead to changes in the interactions between the parent organization and the national affiliates. A related question is the extent to which the private equity model... View Details
- December 1995 (Revised December 1995)
- Case
Yale University Investments Office
By: Josh Lerner and Jay O. Light
Yale University's investment office was responsible for managing its endowment, which totaled nearly $4 billion in June 1995. Yale had developed a rather different approach to endowment management, including substantial investments in "less efficient" equity markets... View Details
Keywords: Assets; Private Equity; Investment; Investment Return; Management; Markets; Strategy; Education Industry
- September 1995 (Revised May 1998)
- Case
RogersCasey Alternative Investments: Innovative Response to the Distribution Challenge
By: Josh Lerner
RogersCasey Alternative Investments faces the challenge of managing distributions of stock by the private equity investors in which their clients have invested. These distributed shares appear to behave in complex ways, apparently at odds with market efficiency. A... View Details
- August 1995 (Revised September 1995)
- Case
Hutton Branch Manager (C)
By: Lynn S. Paine and Jane Palley Katz
Centers on the company's plea of guilty to 2,000 counts of mail and wire fraud in response to the U.S. government's challenge to its cash management practices. Describes the Justice Department's investigations as well as the findings and recommendations of former... View Details