Publications
Publications
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- All HBS Web
(4,605)
- Faculty Publications (1,209)
- January 2004 (Revised October 2006)
- Case
Electronic Arts in Online Gaming
By: Thomas R. Eisenmann and Justin Wong
Electronic Arts (EA), the world's largest independent video-game publisher, must decide whether to support Microsoft's initiatives in online gaming. Historically, EA has been platform-agnostic, releasing versions of its titles for all major console platforms. However,... View Details
- November 2003 (Revised December 2003)
- Case
Enabling Business Strategy with IT at the World Bank
By: F. Warren McFarlan and Brian DeLacey
World Bank IT provides services (communications, applications, video conferencing, knowledge sharing, distance learning, information sharing, client commerce, crisis management, etc.) on a global basis to the poorest countries in the globe via satellites. This case... View Details
- September 2003 (Revised January 2004)
- Case
Giant Cinema
The owner of Giant Cinema must decide whether to invest in a digital projector, a new technology for screening films, or purchase a traditional projector. The impact of the new technology is uncertain, and the case describes probabilities for different outcomes that... View Details
- September 2003 (Revised May 2006)
- Case
Eyeblaster: Enabling the Next Generation of Online Advertising
By: Elie Ofek
Eyeblaster management has to decide on the best course of action to sustain its momentum from enabling online rich media advertising. Pressure from competitors is forcing the company to re-evaluate its previous marketing strategy that focused primarily on getting... View Details
- August 2003 (Revised August 2024)
- Case
Fighting the Battle of the Bulge—Evaluating Do Good/Do Well Innovations in Morbid Obesity Treatment
By: Regina E. Herzlinger and John McDonough
Many health care innovations appear successful; but fail. This is the first case in the Innovating Health Care course that investigates how to create successful health care innovations. It is part of the first module in the course. This module focuses on how to... View Details
- April 2003 (Revised February 2004)
- Case
Kodak (A)
By: Giovanni M. Gavetti, Rebecca Henderson and Simona Giorgi
The introduction of digital imaging in the late 1980s had a disruptive effect on Kodak's traditional business model. Examines Kodak's strategic efforts and challenges as the photography industry evolves. After discussing Kodak's history and its past strategic moves in... View Details
- 2003
- Other Unpublished Work
Evaluating Total Cost of Ownership for Software Platforms: Comparing Apples, Oranges, and Cucumbers
By: Alan MacCormack
- March 2003 (Revised October 2007)
- Teaching Note
Tele-Communications, Inc.: Accelerating Digital Deployment (TN)
Teaching Note for (9-899-141). View Details
- March 2003
- Case
Compaq's Struggle
By: Carliss Y. Baldwin and David Lane
In 1997, Compaq Computer was locked in price competition with industry leader Dell. Although Compaq sought to escape difficulty by acquiring Digital Equipment Corp. ,a maker of more lucrative servers and minicomputers, in 1998 the simultaneous effort to remain a... View Details
- March 2003
- Teaching Note
BMW AG: The Digital Car Project (A) and (B) (TN)
By: Stefan H. Thomke
Teaching Note for (9-699-044) and (9-699-045). View Details
Keywords: Auto Industry
- November 2002 (Revised February 2003)
- Case
Amazon.com-2002
By: Stig Leschly, Michael J. Roberts, William A. Sahlman and Todd H Thedinga
Describes the evolution of Amazon.com and its business model since its founding. Specifically, discusses Amazon's transformation from an e-Tailer to a commerce platform and its marketplace initiative, which has driven this. Also describes the economics of various... View Details
- September 2002 (Revised October 2002)
- Case
Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory (JPL)
By: Dorothy A. Leonard and David Kiron
Jet Propulsion Laboratory (JPL) faces a serious loss of knowledge--both because of the "faster, better, cheaper" mandate for Mars missions and from the retirement of key personnel. An extensive knowledge management system for NASA/JPL includes formal knowledge-capture... View Details
- July 2002 (Revised April 2004)
- Supplement
GE's Digital Revolution
Presents interviews with Gerry Podesta, VP of GE Plastics Component of General Electric Co., and Gary Reiner, senior VP and CIO of General Electric Co. A revised version of an earlier video. View Details
- June 2002 (Revised August 2002)
- Case
WorldSpace: Digital Radio for the Developing World
By: Debora L. Spar
Describes the evolution of WorldSpace, the world's first major provider of digital radio service to the developing world. The brainchild of Noah Samara, an African-born, American-trained lawyer, WorldSpace has a dual commercial and social mission. Samara wants to... View Details
- June 2002 (Revised October 2005)
- Case
Inside Intel Inside
By: Youngme E. Moon and Christina L. Darwall
In early 2002, Pamela Pollace, vice president and director of Intel's worldwide marketing operations, is debating whether the company should extend its "Intel Inside" branding campaign to non-PC product categories, such as cell phones and PDAs. The "Intel Inside"... View Details
- April 2002 (Revised May 2005)
- Case
GE's Digital Revolution: Redefining the E in GE
By: Christopher A. Bartlett and Meg Glinska
This case details the implementation of the e-business initiative--the last of Jack Welch's four company-wide strategic thrusts. First, it summarizes the 20-year change process that Welch led, detailing the initiatives he put in place. It then traces how Gerry Podesta,... View Details
- March 2002 (Revised May 2003)
- Case
NeoPets, Inc.
By: Thomas R. Eisenmann and Elizabeth Kind
NeoPets, a rapidly growing Internet start-up, faces decisions about its international expansion strategy--whether to enter a joint venture with a conglomerate in Singapore to exploit Asian markets as well as which other regions to target. NeoPets allows its... View Details
- January 2002 (Revised May 2002)
- Case
Digital China Holdings Limited: ERP as a Platform for Building New Capabilities
By: F. Warren McFarlan, Guoqing Chen and Kai Reimers
This case analyzes a complex ERP implementation that takes place in one of the leading companies in China. The issues are indistinguishable from those facing a U.S. organization. View Details