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Publications
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(2,398)
- Faculty Publications (1,019)
- April 1998 (Revised November 1999)
- Case
Hambrecht & Quist
By: Thomas J. DeLong and Nicole Tempest
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non-bureaucratic, and... View Details
- April 1998 (Revised July 2005)
- Case
Acquisition of Consolidated Rail Corporation (A), The
By: Benjamin C. Esty, Lori A. Flees and Mathew M Millett
On October 15, 1996, Virginia-based CSX and Pennsylvania-based Consolidated Rail (Conrail), the first and third largest railroads in the eastern United States, announced their intent to merge in a friendly deal worth $8.3 billion. This deal was part of an industry-wide... View Details
- April 1998 (Revised May 2001)
- Supplement
Acquisition of Consolidated Rail Corporation (B), The
By: Benjamin C. Esty, Lori A. Flees and Mathew M Millett
Eight days after CSX announced it was going to buy Consolidated Rail (Conrail) for $88.65 per share, Norfolk Southern made a hostile $100 per share bid for Conrail. Over the next several months, the potential acquirers upped their bids while exchanging criticism in the... 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
- March 1998 (Revised October 2001)
- Case
Xedia and Silicon Valley Bank (A)
By: Paul A. Gompers and Jon Biotti
Xedia, a networking equipment manufacturer that helps provide high-speed Internet service for corporate clients through access routing, wants a bridge loan to fund daily operations until it raises its next round of equity financing. View Details
Keywords: Venture Capital; Equity; Financing and Loans; Negotiation; Production; Internet; Banking Industry
- March 1998 (Revised November 2004)
- Case
FAG Kugelfischer-A German Restructuring
By: Stuart C. Gilson
A large German manufacturer of ball bearings and precision machinery experiences severe financial difficulty brought on by poor management practices, an ill-conceived acquisition of a former East German ball-bearings company, and an industry recession. The company... View Details
Keywords: Accounting; Acquisition; Restructuring; Economic Slowdown and Stagnation; Machinery and Machining; Policy; Resignation and Termination; Management Practices and Processes; Performance Evaluation; Business and Shareholder Relations; Business and Stakeholder Relations; Europe; Germany; United States
- March 1998 (Revised June 1999)
- Case
DigitalThink: Building a Sales Force
By: Michael J. Roberts, Joseph B. Lassiter III and Christina L. Darwall
A broad set of issues faces a young company in the Internet-based training business as it begins to sell its product to corporate customers. Issues include: profile of attractive candidates, compensation, definition of territory, definition of quotas, and role of... View Details
- March 1998 (Revised May 2007)
- Case
Tyco International
By: Cynthia A. Montgomery, Robert E. Kennedy, Lisa J. Chadderdon and Hal Hogan
Tyco, a diversified U.S. conglomerate, has grown rapidly for more than 20 years. This case examines Tyco's acquisition strategy as well as its internal control systems. View Details
- March 1998
- Article
The Nature of Diversified Business Groups: A Research Design and Two Case Studies
By: P. Ghemawat and Tarun Khanna
- February 1998 (Revised June 1999)
- Case
DigitalThink: Startup
By: William A. Sahlman, Michael J. Roberts and Christina L. Darwall
Describes a recent Berkeley MBA's attempts to start a business aimed at corporate training via the Internet. Describes the very early efforts at finding an attorney, accountant, and financing, and the interrelationships among these choices. View Details
- February 1998 (Revised August 1998)
- Case
Teradyne, Inc.: Nothing Ventured, Nothing Gained
Alexander d'Arbeloff, Teradyne's founder and CEO, is launching his company into the software and network testing business. He has acquired three external start-ups and is beginning to integrate them with the rest of the company. While Teradyne's core... View Details
- February 1998 (Revised August 2006)
- Case
House of Tata, 1995: The Next Generation (A)
By: Tarun Khanna, Krishna G. Palepu and Danielle Melito Wu
The Tata Group began the 1990s as a confederation of loosely coupled firms. This case considers the rise to prominence of the new CEO of Tata Group, Ratan Tata, and his attempts to strengthen the inter-relationships among the group companies at a time when critics... View Details
- January 1998 (Revised March 1998)
- Case
Viacom, Inc.: Carpe Diem (Condensed)
By: Joseph L. Bower and Thomas R. Eisenmann
Viacom has built a powerful position in the global entertainment industry through skillful and bold acquisitions. Now its expansion is challenged by the moves of Rupert Murdoch's News Corp. Different businesses within Viacom have contradictory positions on how to deal... 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–February 1998
- Article
Beyond Strategic Planning to Organization Learning: Lifeblood of the Individualized Corporation
By: C. A. Bartlett and S. Ghoshal
- 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
- September 1997
- Case
Siam Cement Group, The: Corporate Philosophy (B)
By: Lynn S. Paine and Prompilai Khunaphante
In 1996, senior executives of Thailand's Siam Cement Group must decide whether to apply its management philosophy and code of ethics when doing business outside of Thailand. The status of the code in joint ventures and contractual relationships is of particular... View Details
- September 1997
- Case
Siam Cement Group, The: Corporate Philosophy (C)
By: Lynn S. Paine and Prompilai Khunaphante
In November 1996, the board of directors of Thailand's Siam Cement Group approves a policy spelling out the extent to which code of ethics shall be applied in joint venture and contractor relationships. View Details
- September 1997 (Revised August 2007)
- Case
Bankruptcy and Restructuring at Marvel Entertainment Group
By: Benjamin C. Esty and Jason Auerbach
Marvel Entertainment Group is the leading comic book publisher in the United States, with superheros like Spider-Man, the Incredible Hulk, the X-Men, and Captain America. It is also one of the leading manufacturers of sports and entertainment trading cards under the... View Details
- September 1997 (Revised May 1999)
- Case
Automated Intelligence Corporation
By: James K. Sebenius and David T. Kotchen
Precision Controls is a Minnesota-based manufacturer of electronic control devices. To enhance its product line, Precision would like to establish an artificial intelligence research group, either through internal development or, preferably, by merging with or... View Details