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- February 1993
- Background Note
HRM Course Overview Note
By: Michael Beer
Provides an overview of the first-year required course in Human Resource Management. It argues that commitment, coordination, and competence are critical organizational outcomes and that skills in organizational diagnosis, design, and change are central to obtaining... View Details
- January 1993 (Revised November 1993)
- Case
FCB and Publicis (A): Forming the Alliance
Two of the largest ad agencies form a partnership to be able to offer their clients global capabilities. After five years, how is the alliance faring? May be used with FCB and Publicis (B): Managing Client and Country Diversity and (C): The German-Led Network. View Details
- November 1992 (Revised December 1992)
- Case
Deere & Co. (A): The Computer Aided Manufacturing Services Division - A Window to the World (Abridged)
By: Robert H. Hayes
The Computer-Aided Manufacturing (CAM) Services Division of John Deere has just received approval to sell their software and computer systems to external customers. These tools, initially developed for internal use, have been widely used throughout Deere. Still,... View Details
- November 1992
- Article
Executive Succession and Organization Outcomes in Turbulent Environments: An Organizational Learning Approach
By: Michael Tushman, B. Virany and E. Romanelli
- October 1992
- Article
The Effect of Agents and Mediators on Negotiation Outcomes
By: M. H. Bazerman, M. A. Neale, K. L. McGinn, E. J. Zajac and Y. M. Kim
- Article
Commitments with Third Parties
By: Jerry R. Green
Observable irrevocable contracts between a principal and an agent have been suggested as a way in which the principal can enhance his payoff when playing a game against, or bargaining with, an opponent. It is shown that such beneficial agency relationships depend on... View Details
- Article
Renegotiation and the Form of Efficient Contracts
By: Jerry R. Green and J. J. Laffont
Two parties may agree to a mutually binding contract that will govern their behavior after an uncertain event becomes known. As there is no agent who can both observe this uncertain outcome and enforce the contract, contingent agreements are precluded. However, the... View Details
- May 1992
- Case
Sunday River Ski Resort
By: Leonard A. Schlesinger and Martha Epstein
Sunday River is a ski area in Bethel, ME which has been run by entrepreneur Les Otten since 1980. The year before Otten purchased the area, it posted a loss of $235,000 on revenues of $541,000. Under Otten's leadership, however, Sunday River posted year after year of... View Details
- April 1992 (Revised July 1993)
- Case
Conoco's: "Green" Oil Strategy (A)
Conoco faces challenges in formulating a proactive environmental strategy for its proposed oil development in Ecuador's pristine tropical rain forest region. The case outlines the innovative process in which Conoco collaborated with a wide range of often conflicting... View Details
- March 1992
- Case
Amgen, Inc.: Planning the Unplannable
By: Nitin Nohria
By the early 1990s, Amgen--a pharmaceutical company started little over a decade ago as Applied Molecular Genetics--was within range of becoming a billion-dollar company. With two extremely successful biotechnology drugs on the market, Amgen stood as the largest and... View Details
- March 1992
- Article
Agents As Information Brokers: The Effects of Information Disclosure on Negotiated Outcomes
By: K. L. McGinn, S. B. White, M. A. Neale and M. H. Bazerman
- February 1992 (Revised April 1995)
- Case
Pfizer: Global Protection of Intellectual Property
By: Lynn S. Paine and Michael Santoro
Top officials at Pfizer are assessing their strategy for improving protection of Pfizer's patents around the world. The outcome of the Uruguay Round of the GATT negotiations is uncertain, and it is not clear whether an acceptable intellectual property protection... View Details
- November 1991 (Revised January 1997)
- Case
Motorola, Inc.: Bandit Pager Project (Abridged)
Describes the development of a fully automated production line for manufacturing radio pagers. The company regarded the project as highly successful; it becomes clear in the case, however, that there were some shortcomings as well. Some marketing issues were not... View Details
- November 1991
- Supplement
Micom Caribe (B)
By: David M. Upton and Joshua D. Margolis
Describes the outcome of the (A) case. View Details
Keywords: Manufacturing Industry
- October 1991 (Revised November 1993)
- Case
Dynashears, Inc.
By: Thomas R. Piper
A senior loan officer is reviewing the recent performance of a company that has failed to repay its loan as scheduled. The failure results from a cyclical downturn in sales, coupled with a lag in cutting back production. Inventory risk is minimal. Teaching objective:... View Details
- October 1991 (Revised August 2000)
- Case
Becton Dickinson & Company: VACUTAINER Systems Division (Condensed)
By: V. Kasturi Rangan and Frank V. Cespedes
Becton Dickinson, a phenomenally successful company with an 80% market share in the blood collection needles and syringes market faces a change in the customer buying environment (cost containment pressures at hospitals). This forces a reevaluation of the company's... View Details
- October 1991
- Article
Power Balance and the Rationality of Outcomes in Matching Markets
By: H. Sondak and M. H. Bazerman
Keywords: Markets
- July 1991 (Revised September 1995)
- Case
Eastman Kodak Co.: Managing Information Systems Through Strategic Alliances
In January 1988, Colby Chandler, Kodak CEO, created the Corporate Information Systems (CIS) and appointed Katherine Hudson head. She at once became the first head of IT and first woman corporate vice president in the company. Throughout 1989, Hudson inaugurated a... View Details
- spring 1991
- Article
Breaking the Cycle of Failure in Services
By: Leonard A. Schlesinger and James Heskett
Most managers recognize that good service is a direct result of having effective, productive people in customer contact positions. However, most service companies perpetuate a cycle of failure by tolerating high turnover and expecting employee dissatisfaction. This... View Details