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      • Faculty Publications  (1,142)

      Strategic Human Resource ManagementRemove Strategic Human Resource Management →

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      • April 2004 (Revised March 2008)
      • Case

      Precise Software

      By: Paul A. Gompers and Sara Bergson
      Yossi Sela, general partner at Gemini Venture capital, considers a new investment in Precise Software. The firm is at a crisis point, and Sela needs to decide whether he will fire the firm's chief executive officer. Conflicts between the American CEO and the Israeli... View Details
      Keywords: Venture Capital; Investment; Resignation and Termination; Crisis Management; Managerial Roles; Conflict and Resolution; Israel; United States
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      Gompers, Paul A., and Sara Bergson. "Precise Software." Harvard Business School Case 204-157, April 2004. (Revised March 2008.)
      • April 2004
      • Case

      Case Vignette: The Salesman Saga

      By: G. Felda Hardymon, Josh Lerner and Ann Leamon
      A venture capitalist faces a situation in which a struggling portfolio company has found a promising vice president of sales through a recruitment agency. The candidate would be an excellent fit for another one of the investor's companies--one that is doing much... View Details
      Keywords: Salesforce Management; Corporate Governance; Venture Capital; Ethics; Recruitment
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      Hardymon, G. Felda, Josh Lerner, and Ann Leamon. "Case Vignette: The Salesman Saga." Harvard Business School Case 804-175, April 2004.
      • April 2004 (Revised May 2005)
      • Case

      Confronting a Necessary Evil: The Firing of Alex Robins (A)

      By: Joshua D. Margolis
      A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. View Details
      Keywords: Ethics; Problems and Challenges; Leadership Development; Behavior; Decision Making; Resignation and Termination
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      Margolis, Joshua D. "Confronting a Necessary Evil: The Firing of Alex Robins (A)." Harvard Business School Case 404-125, April 2004. (Revised May 2005.)
      • 2004
      • Book

      Birth of a Salesman: The Transformation of Selling in America

      By: Walter A. Friedman
      This book chronicles the remarkable metamorphosis of the American salesman from itinerant amateur to trained expert. From the mid-nineteenth century to the eve of World War II, the development of sales management transformed an economy populated by peddlers and... View Details
      Keywords: Sales; Employees; Transformation; United States
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      Friedman, Walter A. Birth of a Salesman: The Transformation of Selling in America. Cambridge: Harvard University Press, 2004.
      • March 2004
      • Case

      L.L. Bean: A Search for Growth

      By: Rajiv Lal, Walter J. Salmon and James Weber
      In mid-2003, CEO Chris McCormick felt L.L. Bean was in a good position to begin to grow again. For nearly 90 years, the company sold clothing and gear for outdoor enthusiasts through its catalogs and a single retail store in Freeport, Maine. In the three decades prior... View Details
      Keywords: Business History; Restructuring; Growth and Development Strategy; Cost Management; Sales; Performance Improvement; Diversification; Distribution Channels; Resignation and Termination; Retail Industry; Web Services Industry
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      Lal, Rajiv, Walter J. Salmon, and James Weber. "L.L. Bean: A Search for Growth." Harvard Business School Case 504-080, March 2004.
      • March 2004 (Revised March 2005)
      • Case

      Oscar de la Renta

      By: Bharat N. Anand, Elizabeth Lea Carpenter and Samhita Patwardhan Jayanti
      Over three decades, Oscar de la Renta (ODLR) had established itself as one of the premier luxury brands in America. Its mainstay business had always been producing and marketing high-priced, couture/ready-to-wear luxury goods. Now, in September 2003, it faced a series... View Details
      Keywords: Business Conglomerates; Borrowing and Debt; Growth and Development Strategy; Brands and Branding; Production; Family Ownership; Luxury; Competition; Diversification; Expansion; United States
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      Anand, Bharat N., Elizabeth Lea Carpenter, and Samhita Patwardhan Jayanti. "Oscar de la Renta." Harvard Business School Case 704-490, March 2004. (Revised March 2005.)
      • February 2004 (Revised May 2005)
      • Supplement

      Confronting a Necessary Evil: The Firing of Alex Robins (B)

      By: Joshua D. Margolis
      A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. View Details
      Keywords: Resignation and Termination
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      Margolis, Joshua D. "Confronting a Necessary Evil: The Firing of Alex Robins (B)." Harvard Business School Supplement 404-113, February 2004. (Revised May 2005.)
      • February 2004
      • Case

      New HP, The: The Clean Room and Beyond

      By: Leslie A. Perlow and Elizabeth Kind
      When the $19 billion merger of Silicon Valley legend Hewlett-Packard and Houston-based PC giant Compaq Computer Corp. legally closed on May 3, 2002, both companies had already devoted an immense amount of time preparing for the challenges that lay ahead. Chief among... View Details
      Keywords: Horizontal Integration; Management Teams; Management Style; Problems and Challenges; Employees; Organizational Culture; Computer Industry; San Francisco
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      Perlow, Leslie A., and Elizabeth Kind. "New HP, The: The Clean Room and Beyond." Harvard Business School Case 404-064, February 2004.
      • February 2004 (Revised January 2005)
      • Case

      Hewlett-Packard: Culture in Changing Times

      By: Michael Beer, Rakesh Khurana and James Weber
      HP had been a highly successful and respected company for decades. It was well known for its company culture and management practices--the HP way--which emphasized both profits and people. Changing markets, strong competitors, and the growth of its computer business,... View Details
      Keywords: Acquisition; Decision Choices and Conditions; Human Resources; Leading Change; Managerial Roles; Organizational Change and Adaptation; Organizational Culture; Performance Effectiveness; Adoption; Competition
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      Beer, Michael, Rakesh Khurana, and James Weber. "Hewlett-Packard: Culture in Changing Times." Harvard Business School Case 404-087, February 2004. (Revised January 2005.)
      • January 2004 (Revised July 2006)
      • Case

      Executive Remuneration at Reckitt Benckiser plc

      By: Jay W. Lorsch, V.G. Narayanan, Krishna G. Palepu, Lisa Brem and Ashley Robertson
      Reckitt Benckiser plc has developed an executive compensation system. This case outlines the structure of the system, its emphasis on performance-based pay and a global outlook, and explains the role of the human resources department, the board of directors, and... View Details
      Keywords: Governing and Advisory Boards; Employee Relationship Management; System; Executive Compensation; Retention; Performance; Human Resources; Recruitment; Business and Shareholder Relations
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      Lorsch, Jay W., V.G. Narayanan, Krishna G. Palepu, Lisa Brem, and Ashley Robertson. "Executive Remuneration at Reckitt Benckiser plc." Harvard Business School Case 104-062, January 2004. (Revised July 2006.)
      • January 2004
      • Supplement

      Jack Welch General Electric-The People Factory at work: Picking My Successor at GE

      By: Joseph L. Bower
      Jack Welch describes the process by which Jeff Immelt was chosen. In doing so, he describes General Electric's People Factory. View Details
      Keywords: Human Resources; Leadership Development; Management; Management Succession
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      Bower, Joseph L. "Jack Welch General Electric-The People Factory at work: Picking My Successor at GE." Harvard Business School Video Supplement 304-808, January 2004.
      • December 2003 (Revised May 2004)
      • Case

      Sears Auto Centers (A) (Abridged)

      By: Lynn S. Paine
      In the early 1990s Sears faced and allegations by the California Department of Consumer Affairs that the company's auto repair centers had been overbilling customers and making unnecessary repairs. Top management must evaluate the problem and come up with a plan to... View Details
      Keywords: Corporate Governance; Corporate Accountability; Ethics; Organizational Culture; Compensation and Benefits; Management Teams; Employees; Behavior; Motivation and Incentives; Performance Improvement; Auto Industry
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      Paine, Lynn S. "Sears Auto Centers (A) (Abridged)." Harvard Business School Case 304-063, December 2003. (Revised May 2004.)
      • December 2003 (Revised September 2004)
      • Case

      Managing Segway's Early Development

      By: Richard G. Hamermesh and David Kiron
      Describes the early development of the Segway Human Transporter and focuses on the organizational issues that arise between the parent company and the new company that is being spun out to produce and market the Segway. Key issues are the distribution of bonuses and... View Details
      Keywords: Business Subsidiaries; Business Startups; Employee Stock Ownership Plan; Resource Allocation; Organizational Design; Technology Adoption
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      Hamermesh, Richard G., and David Kiron. "Managing Segway's Early Development." Harvard Business School Case 804-065, December 2003. (Revised September 2004.)
      • November 2003 (Revised February 2004)
      • Case

      Richmond Events

      By: Amy C. Edmondson and Kristin Lieb
      The managers of British business forum planner, Richmond Events, are struggling to expand their conference offerings into new territories. At the same time, they are trying to decide how product managers, who are critical to event success, should be hired, trained,... View Details
      Keywords: Conferences; Innovation and Management; Retention; Selection and Staffing; Conflict Management; Growth and Development Strategy; Product Marketing; Service Industry; United Kingdom; Asia
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      Edmondson, Amy C., and Kristin Lieb. "Richmond Events." Harvard Business School Case 604-055, November 2003. (Revised February 2004.)
      • November 2003 (Revised March 2004)
      • Case

      Dewberry Capital

      By: William J. Poorvu
      In 2003, key executives of Dewberry Capital, a fast-growing, Atlanta-based real estate company, are evaluating their growth strategy and the resultant organizational issues. John Dewberry, the entrepreneurial founder of the firm, has developed a portfolio of... View Details
      Keywords: Buildings and Facilities; Selection and Staffing; Business Growth and Maturation; Entrepreneurship; Growth and Development Strategy; Real Estate Industry; Atlanta
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      Poorvu, William J. "Dewberry Capital." Harvard Business School Case 904-418, November 2003. (Revised March 2004.)
      • November 2003 (Revised August 2005)
      • Case

      First Commonwealth Financial Corporation

      By: Robert S. Kaplan
      First Commonwealth Financial Corp., a financial institution in central and southwestern Pennsylvania, implemented the Balanced Scorecard for describing and implementing its new customer-focused strategy. Its founder and chairman decided that the Balanced Scorecard also... View Details
      Keywords: Balanced Scorecard; Corporate Strategy; Customers; Corporate Governance; Governing and Advisory Boards; Customer Relationship Management; Executive Compensation; Financial Services Industry; Banking Industry; Pennsylvania
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      Kaplan, Robert S. "First Commonwealth Financial Corporation." Harvard Business School Case 104-042, November 2003. (Revised August 2005.)
      • November 2003 (Revised March 2004)
      • Supplement

      GE's Talent Machine: The Making of a CEO

      By: Christopher A. Bartlett
      CEO Jeff Immelt, ex-CEO Jack Welch, and HR Chief Bill Conaty discuss how GE has made talent development a source of sustainable competitive advantage. Immelt describes GE's deeply embedded philosophy around its people and how it has allowed the company to add value... View Details
      Keywords: Business Conglomerates; Talent and Talent Management; Human Resources; Business or Company Management; Performance Capacity; Performance Effectiveness; Competitive Advantage; System; Value
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      Bartlett, Christopher A. "GE's Talent Machine: The Making of a CEO." Harvard Business School Video Supplement 304-804, November 2003. (Revised March 2004.)
      • October 2003 (Revised November 2006)
      • Case

      GE's Talent Machine: The Making of a CEO

      By: Christopher A. Bartlett and Andrew N. McLean
      GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era,... View Details
      Keywords: Decision Choices and Conditions; Capital; Selection and Staffing; Leadership Development; Management Succession; Corporate Strategy
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      Bartlett, Christopher A., and Andrew N. McLean. "GE's Talent Machine: The Making of a CEO." Harvard Business School Case 304-049, October 2003. (Revised November 2006.)
      • October 2003
      • Case

      Henry Tam and the MGI Team

      By: Jeffrey T. Polzer, Ingrid Vargas and Hillary Anger Elfenbein
      Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up... View Details
      Keywords: Interpersonal Communication; Business Plan; Groups and Teams; Decision Making; Jobs and Positions; Leadership Style; Human Resources; Management Teams; Conflict and Resolution; Diversity
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      Polzer, Jeffrey T., Ingrid Vargas, and Hillary Anger Elfenbein. "Henry Tam and the MGI Team." Harvard Business School Case 404-068, October 2003.
      • September 2003
      • Case

      Executive Compensation at Reckitt Benckiser plc

      By: V.G. Narayanan, Krishna G. Palepu and Lisa Brem
      Investors felt betrayed by the increasingly lucrative pay packages awarded to CEOs and other top executives at multinational companies. Yet, board members charged with adequately rewarding executives were forced to compete with rising packages of salaries and stock... View Details
      Keywords: Design; Stock Options; Investment Activism; Corporate Accountability; Compensation and Benefits; Employee Stock Ownership Plan; Management Teams; Business and Shareholder Relations; Consumer Products Industry; Netherlands; United States
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      Narayanan, V.G., Krishna G. Palepu, and Lisa Brem. "Executive Compensation at Reckitt Benckiser plc." Harvard Business School Case 104-006, September 2003.
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