Filter Results
:
(1,277)
Show Results For
-
All HBS Web
(3,103)
- Faculty Publications (1,277)
Show Results For
-
All HBS Web
(3,103)
- Faculty Publications (1,277)
- July 2008 (Revised July 2019)
- Case
Amazon: The Brink of Bankruptcy
Enables a thorough analysis of the Amazon.com business model and its evolution from 1994 to 2001. The case ends with the company poised on the brink of bankruptcy and enables discussion of how to turnaround the company and leverage proprietary assets.
View Details
Keywords:
Business Model;
Restructuring;
Entrepreneurship;
Insolvency and Bankruptcy;
Business History;
Leading Change;
Organizational Change and Adaptation;
Strategy
Applegate, Lynda M. "Amazon: The Brink of Bankruptcy." Harvard Business School Case 809-014, July 2008. (Revised July 2019.)
- July 2008 (Revised February 2011)
- Supplement
Sanford C. Bernstein: The Fork in the Road (B)
By: Boris Groysberg and Geoff Eckman Marietta
Update on the (A) case.
View Details
Keywords:
Knowledge;
Business or Company Management;
Organizational Change and Adaptation;
Organizational Culture;
Competitive Advantage;
Valuation;
Financial Services Industry
Groysberg, Boris, and Geoff Eckman Marietta. "Sanford C. Bernstein: The Fork in the Road (B)." Harvard Business School Supplement 409-008, July 2008. (Revised February 2011.)
- June 2008 (Revised October 2008)
- Case
AREVA T&D
By: Ananth Raman, Vincent Marie Dessain, Ane Damgaard Jensen and Gudrun Urfalino Kristinsdottir
The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T and D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved...
View Details
Keywords:
Business Divisions;
Customer Focus and Relationships;
Product Development;
Organizational Change and Adaptation;
Performance Improvement;
Environmental Sustainability
Raman, Ananth, Vincent Marie Dessain, Ane Damgaard Jensen, and Gudrun Urfalino Kristinsdottir. "AREVA T&D." Harvard Business School Case 608-174, June 2008. (Revised October 2008.)
- May 2008 (Revised June 2008)
- Case
Kenny Kahn at Muzak (A)
By: Linda A. Hill and Emily Stecker
Founded in 1934, Muzak pioneered the industry of background music. Equipped with propriety technology and a vast music library, over the ensuing decades the Muzak franchise organization expanded geographically. Despite a history of innovation, by the late 1990s Muzak...
View Details
Keywords:
Change Management;
Design;
Management Analysis, Tools, and Techniques;
Brands and Branding;
Organizational Change and Adaptation;
Organizational Culture;
Franchise Ownership;
Music Industry
Hill, Linda A., and Emily Stecker. "Kenny Kahn at Muzak (A)." Harvard Business School Case 408-057, May 2008. (Revised June 2008.)
- May 2008
- Supplement
Kenny Kahn at Muzak (B)
By: Linda A. Hill and Emily Stecker
Supplemental Material for 408-057
View Details
Keywords:
Organizations;
Geographic Location;
Innovation and Invention;
Employees;
Management Teams;
Brands and Branding;
Organizational Change and Adaptation;
Organizational Culture;
Design;
Music Industry
Hill, Linda A., and Emily Stecker. "Kenny Kahn at Muzak (B)." Harvard Business School Supplement 408-069, May 2008.
- May 2008 (Revised August 2009)
- Case
Intel NBI: MXP Digital Media Processor
By: Willy C. Shih and Thomas Thurston
"Gila" was a high-performance image processor project housed in Intel's New Business Initiatives (NBI) group. NBI was an incubator for corporate entrepreneurs, and it had an established methodology for ensuring a degree of autonomy while these ventures got started. But...
View Details
Keywords:
Business Divisions;
Business Growth and Maturation;
Business Startups;
Change Management;
Corporate Entrepreneurship;
Organizational Change and Adaptation;
Integration;
Semiconductor Industry;
United States
Shih, Willy C., and Thomas Thurston. "Intel NBI: MXP Digital Media Processor." Harvard Business School Case 608-100, May 2008. (Revised August 2009.)
- May 2008 (Revised April 2018)
- Case
The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care
By: Michael E. Porter and Sachin H. Jain
In 2006, University of Texas MD Anderson Cancer Center was an internationally leading institution for cancer care, education, and research. Since 1996, it had successfully reorganized itself from a cancer hospital that was physically organized around clinical...
View Details
Keywords:
Buildings and Facilities;
Health Disorders;
Organizational Structure;
Medical Specialties;
Organizational Change and Adaptation;
Value Creation;
Service Delivery;
Research;
Health Care and Treatment;
Education Industry;
Health Industry;
Texas
Porter, Michael E., and Sachin H. Jain. "The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care." Harvard Business School Case 708-487, May 2008. (Revised April 2018.)
- May 2008
- Case
Thomas Green: Power, Office Politics and a Career in Crisis
By: W. Earl Sasser Jr. and Heather Beckham
The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based...
View Details
Keywords:
Superior & Subordinate;
Performance Management;
Personal Strategy & Style;
Management Style;
Conflict Management;
Communication;
Rank and Position;
Personal Characteristics;
Power and Influence
Sasser, W. Earl, Jr., and Heather Beckham. "Thomas Green: Power, Office Politics and a Career in Crisis." Harvard Business School Brief Case 082-095, May 2008.
- 2008
- Case
Thomas Green:Power, Office Politics and a Career in Crisis
By: W. Earl Sasser
The case describes the dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based...
View Details
- April 2008 (Revised October 2008)
- Case
TD Canada Trust (A): The Green and the Red
By: Dennis Campbell and Brent Kazan
The case series illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers...
View Details
Keywords:
Mergers and Acquisitions;
Customer Focus and Relationships;
Customer Satisfaction;
Commercial Banking;
Profit;
Balanced Scorecard;
Organizational Change and Adaptation;
Banking Industry;
Canada
Campbell, Dennis, and Brent Kazan. "TD Canada Trust (A): The Green and the Red." Harvard Business School Case 108-005, April 2008. (Revised October 2008.)
- April 2008
- Case
Chunghwa Telecom Co., Ltd. (A)
By: Paul W. Marshall, Michael Shih-ta Chen and Keith Chi-ho Wong
In late November 2000, Chunghwa Telecom Co., Ltd., the once-monopolized telecom operator owned by the Taiwanese government, was on its way to privatization. Mr. C.K. Mao, Chairman of the company, who headed the job only three months earlier, after its prior chairman...
View Details
Keywords:
Entrepreneurship;
Governing Rules, Regulations, and Reforms;
Employee Relationship Management;
Leading Change;
Organizational Change and Adaptation;
Privatization;
Competition;
Telecommunications Industry;
Taiwan
Marshall, Paul W., Michael Shih-ta Chen, and Keith Chi-ho Wong. "Chunghwa Telecom Co., Ltd. (A)." Harvard Business School Case 808-137, April 2008.
- April 2008 (Revised July 2011)
- Module Note
Strategic Renewal
By: David J. Collis and Jan W. Rivkin
While it is relatively easy to identify why strategies fail, it is much harder to explain how to fix a failing strategy or build an organization that can continuously renew its strategy. This note identifies some patterns that distinguish companies whose renewal...
View Details
Collis, David J., and Jan W. Rivkin. "Strategic Renewal." Harvard Business School Module Note 708-503, April 2008. (Revised July 2011.)
- April 2008
- Class Lecture
Can Complex Organizations Learn? (FSS)
By: Amy C. Edmondson
Keywords:
Organizational Change and Adaptation
Edmondson, Amy C. "Can Complex Organizations Learn? (FSS)." Harvard Business School Class Lecture 608-717, April 2008.
- April 2008 (Revised July 2011)
- Background Note
Strategic Decline
By: David J. Collis and Jan W. Rivkin
This note first documents the facts around the sustainability of competitive advantage. It then observes that the demise of a previously successful strategy, in the first instance, often comes from some change in the external environment. It, therefore, characterizes...
View Details
Keywords:
Competitive Advantage;
Strategy;
Situation or Environment;
Organizational Change and Adaptation
Collis, David J., and Jan W. Rivkin. "Strategic Decline." Harvard Business School Background Note 708-497, April 2008. (Revised July 2011.)
- March 2008 (Revised December 2011)
- Case
IBM Values and Corporate Citizenship
IBM's transformation into a globally integrated enterprise (GIE) began with a conviction about what should never change. Since its founding in 1911, the company operated under a set of principles articulated by founder Thomas Watson and became known for a strong...
View Details
Keywords:
Values and Beliefs;
Globalized Firms and Management;
Technological Innovation;
Leading Change;
Corporate Social Responsibility and Impact;
Organizational Change and Adaptation;
Organizational Culture;
Integration
Kanter, Rosabeth M. "IBM Values and Corporate Citizenship." Harvard Business School Case 308-106, March 2008. (Revised December 2011.)
- March 2008 (Revised June 2009)
- Case
Actis: January 2008
By: Felda Hardymon, Josh Lerner and Ann Leamon
Paul Feltcher, the CEO of Actis, a leading private equity investor in emerging markets, is preparing for an executive retreat at which the management team will consider how best to position the firm for the future. Actis could move in a number of different directions...
View Details
Keywords:
Business Model;
Private Equity;
Investment;
Growth and Development Strategy;
Management Teams;
Emerging Markets;
Organizational Change and Adaptation
Hardymon, Felda, Josh Lerner, and Ann Leamon. "Actis: January 2008." Harvard Business School Case 808-130, March 2008. (Revised June 2009.)
- March 2008
- Article
Deferred Acceptance Algorithms: History, Theory, Practice, and Open Questions
By: Alvin E. Roth
The deferred acceptance algorithm proposed by Gale and Shapley (1962) has had a profound influence on market design, both directly, by being adapted into practical matching mechanisms, and, indirectly, by raising new theoretical questions. Deferred acceptance...
View Details
Keywords:
History;
Market Design;
Labor;
System;
Practice;
Performance;
Theory;
Boston;
New York (city, NY)
Roth, Alvin E. "Deferred Acceptance Algorithms: History, Theory, Practice, and Open Questions." Prepared for Gale's Feast: A Day in Honor of the 85th Birthday of David Gale International Journal of Game Theory 36, nos. 3-4 (March 2008): 537–569.
- March 2008
- Article
When Growth Stalls
By: Matthew S. Olson, Derek C. M. van Bever and Seth Verry
This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading.
An abrupt and lasting drop in revenue growth is a crisis that can strike even the...
View Details
Olson, Matthew S., Derek C. M. van Bever, and Seth Verry. "When Growth Stalls." Harvard Business Review 86, no. 3 (March 2008): 50–61.
- February 2008 (Revised March 2008)
- Case
Harvard Business School
By: Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop
In 2008 the Boston-based Harvard Business School would turn 100. As the centennial year began, the HBS community and leadership were reflecting on how the School might fulfill its mission to "develop business leaders who make a difference in the world" in the next...
View Details
Keywords:
Business Education;
Cases;
Leadership Development;
Management;
Management Skills;
Organizational Change and Adaptation;
Planning;
Problems and Challenges;
Segmentation;
Education Industry
Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. "Harvard Business School." Harvard Business School Case 308-012, February 2008. (Revised March 2008.)
- February 2008 (Revised February 2008)
- Case
Stanford Graduate School of Business
By: Srikant M. Datar, David A. Garvin and Carin-Isabel Knoop
In fall 2007, Stanford Graduate School of Business (GSB) adopted a new curriculum that it heralded as a "revolutionary change in management education." The new approach aimed at increasing the level and quality of student academic engagement. This case describes the...
View Details
Keywords:
Experience and Expertise;
Higher Education;
Curriculum and Courses;
Globalization;
Leadership Development;
Cognition and Thinking;
Adaptation;
Education Industry;
California
Datar, Srikant M., David A. Garvin, and Carin-Isabel Knoop. "Stanford Graduate School of Business." Harvard Business School Case 308-010, February 2008. (Revised February 2008.)