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      • June 2001
      • Case

      Bedrock Productions

      By: Michael J. Roberts and Michael L. Tushman
      Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is... View Details
      Keywords: Leadership Development; Management Teams; Change Management; Managerial Roles; Consulting Industry
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      Roberts, Michael J., and Michael L. Tushman. "Bedrock Productions." Harvard Business School Case 401-045, June 2001.
      • April 2001 (Revised November 2001)
      • Case

      AvantGo

      By: Alan D. MacCormack and Kerry Herman
      Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company's IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows... View Details
      Keywords: Initial Public Offering; Management Teams; Selection and Staffing; Retention; Growth and Development Strategy; Performance Evaluation; Information Technology; Decisions; Information Technology Industry; Service Industry; United States
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      MacCormack, Alan D., and Kerry Herman. "AvantGo." Harvard Business School Case 601-095, April 2001. (Revised November 2001.)
      • April 2001 (Revised July 2001)
      • Case

      Verge Software (A)

      By: Dorothy A. Leonard and Elizabeth Kind
      Scott Rozic, CEO of start-up Verge Software, has just told his board that he is taking the company in a totally new direction, moving from enterprise knowledge management software to Internet direct marketing. This case covers the start-up of the business, and Rozic's... View Details
      Keywords: Venture Capital; Investment; Corporate Entrepreneurship; Business or Company Management; Business Strategy; Technological Innovation; Applications and Software; Management Teams; Governing and Advisory Boards; Business Startups; Decision Choices and Conditions; Product Development; Information Technology Industry; United States
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      Leonard, Dorothy A., and Elizabeth Kind. "Verge Software (A)." Harvard Business School Case 601-065, April 2001. (Revised July 2001.)
      • April 2001 (Revised August 2001)
      • Case

      Color Kinetics Incorporated (A)

      By: Das Narayandas and Mary N. Caravella
      Two-year-old start-up Color Kinetics has developed unique colored lighting technology using digitally controlled LEDs, and has developed that technology into a successful line of products for its first targeted market of "retailtainment." Now in November 1999, the... View Details
      Keywords: Business Startups; Growth and Development; Management Teams; Marketing Strategy; Product Launch; Market Entry and Exit; Business Strategy; Corporate Strategy; Electronics Industry
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      Narayandas, Das, and Mary N. Caravella. "Color Kinetics Incorporated (A)." Harvard Business School Case 501-077, April 2001. (Revised August 2001.)
      • April 2001
      • Article

      Academic-Practitioner Collaboration in Management Research: A Case of Cross-Profession Collaboration

      By: T. M. Amabile, C. Patterson, Jennifer Mueller, T. Wojcik, P. Odomirok, M. Marsh and S. Kramer
      We present a case of academic-practitioner research collaboration to illuminate three potential determinants of the success of such cross-profession collaborations: collaborative team characteristics, collaboration environment characteristics, and collaboration... View Details
      Keywords: Research; Cases; Analytics and Data Science; Theory
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      Amabile, T. M., C. Patterson, Jennifer Mueller, T. Wojcik, P. Odomirok, M. Marsh, and S. Kramer. "Academic-Practitioner Collaboration in Management Research: A Case of Cross-Profession Collaboration." Academy of Management Journal 44, no. 2 (April 2001): 418–431.
      • 1 Apr 2001
      • Conference Presentation

      Knowledge Sharing Practices and Technology Use Norms in Dispersed Development Teams

      By: Deborah Soule and Lynda M. Applegate
      Keywords: Knowledge Sharing; Information Technology; Management Practices and Processes; Knowledge Use and Leverage
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      Soule, Deborah, and Lynda M. Applegate. "Knowledge Sharing Practices and Technology Use Norms in Dispersed Development Teams." In Proceedings of the International Conference on Information Systems. April 1, 2001
      • March 2001 (Revised April 2001)
      • Case

      Sustainable Development & Socially Responsible Investing: ABB in 2000

      By: Forest L. Reinhardt
      Several investment firms and mutual funds position themselves as providers or facilitators of opportunities for socially responsible investment. This case addresses the impact of these firms on publicly traded companies. Focuses on managers at ABB, a large... View Details
      Keywords: Investment; Corporate Social Responsibility and Impact; Environmental Sustainability; Social Enterprise; Corporate Governance; Business Strategy; Capital Markets; Management Teams; Business and Community Relations; Trade; Electronics Industry; Switzerland
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      Reinhardt, Forest L. "Sustainable Development & Socially Responsible Investing: ABB in 2000." Harvard Business School Case 701-082, March 2001. (Revised April 2001.)
      • March 2001
      • Case

      Yvette Hyater-Adams and Terry Larsen at CoreStates Financial Corp.

      By: David A. Thomas, Nancie Zane PHD and Emily Heaphy
      Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship... View Details
      Keywords: Race; Gender; Organizational Change and Adaptation; Change Management; Management Teams; Relationships; Banking Industry
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      Thomas, David A., Nancie Zane PHD, and Emily Heaphy. "Yvette Hyater-Adams and Terry Larsen at CoreStates Financial Corp." Harvard Business School Case 401-023, March 2001.
      • March 2001 (Revised February 2009)
      • Case

      HDFC (A)

      By: Lynn S. Paine, Carin-Isabel Knoop and Suma Raju
      The top management team at India's leading home finance company must decide how to deal with the emergence of intense competition at the end of the 1990s. Having founded the industry and dominated it for nearly 20 years, the well-respected company faces a bevy of new... View Details
      Keywords: Values and Beliefs; Management Style; Management Teams; Competition; Financial Services Industry; India
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      Paine, Lynn S., Carin-Isabel Knoop, and Suma Raju. "HDFC (A)." Harvard Business School Case 301-093, March 2001. (Revised February 2009.)
      • March 2001 (Revised May 2001)
      • Case

      Corning 1983-1996: Transition at the Top

      By: Michael J. Roberts and Michael L. Tushman
      Focuses on Jamie Houghton's efforts to revitalize Corning from 1983-1996, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman's rise to president, then chairman/CEO, and his drive to both change the business... View Details
      Keywords: Organizational Change and Adaptation; Change Management; Organizational Culture; Management Teams; Strategy
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      Roberts, Michael J., and Michael L. Tushman. "Corning 1983-1996: Transition at the Top." Harvard Business School Case 401-034, March 2001. (Revised May 2001.)
      • March 2001 (Revised May 2001)
      • Case

      Corning 1996-2000: Growing Corning

      By: Michael J. Roberts and Michael L. Tushman
      Focuses on Roger Ackerman's successful cultural change effort--growing Corning. Presents a detailed description of Ackerman's effort and the changes that transpired in the business, the culture, and the senior team. View Details
      Keywords: Organizational Change and Adaptation; Change Management; Management Teams
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      Roberts, Michael J., and Michael L. Tushman. "Corning 1996-2000: Growing Corning." Harvard Business School Case 401-035, March 2001. (Revised May 2001.)
      • March 2001 (Revised April 2001)
      • Case

      MiCRUS: Activity-Based Management for Business Turnaround

      By: Robert S. Kaplan, Jonathan B. Schiff and Stanley Abraham
      MiCRUS is a new company, spun off from IBM as a joint venture between IBM and Cirrus Logic to produce semiconductor wafers at world-class costs for its two parent companies. The senior management team needs to overcome the bureaucratic, internally focused culture that... View Details
      Keywords: Activity Based Costing and Management; Cost Management; Semiconductor Industry
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      Kaplan, Robert S., Jonathan B. Schiff, and Stanley Abraham. "MiCRUS: Activity-Based Management for Business Turnaround." Harvard Business School Case 101-070, March 2001. (Revised April 2001.)
      • February 2001 (Revised May 2001)
      • Case

      Balance, Inc. (A)

      By: Richard G. Hamermesh and Michele Lutz
      Focuses on an entrepreneur who founded a successful health-food store and seeks to expand his retail concept. Illustrates the challenges he faces as he recruits his top management team. View Details
      Keywords: Distribution Channels; Executive Compensation; Agreements and Arrangements; Outcome or Result; Recruitment; Management Teams; Selection and Staffing; Food and Beverage Industry
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      Hamermesh, Richard G., and Michele Lutz. "Balance, Inc. (A)." Harvard Business School Case 801-169, February 2001. (Revised May 2001.)
      • February 2001 (Revised June 2002)
      • Case

      Customer Value Measurement at Nortel Networks--Optical Networks Division

      By: Das Narayandas
      Since 1995, Nortel Networks' Optical Networks (ON) division has been incorporating customer satisfaction and loyalty measures into its business practices to increase customer value. Over the years, key process owners in various parts of the organization have become... View Details
      Keywords: Business Divisions; Customer Focus and Relationships; Customer Satisfaction; Management Teams; Marketing Strategy; Value Creation; Telecommunications Industry
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      Narayandas, Das. "Customer Value Measurement at Nortel Networks--Optical Networks Division." Harvard Business School Case 501-050, February 2001. (Revised June 2002.)
      • February 2001 (Revised September 2005)
      • Case

      Howard Schultz and Starbucks Coffee Company

      By: Nancy F. Koehn
      Investigates the entrepreneur's strategic initiatives to develop a mass market for specialty coffee in the 1980s and 1990s. These initiatives included the development of premium products, rapid expansion of company-owned stores--each with attractive retail environments... View Details
      Keywords: Entrepreneurship; Groups and Teams; Brands and Branding; Growth Management; Employee Relationship Management; Consumer Behavior; Organizational Design; Leadership Style; Customer Relationship Management; Competitive Advantage; Vertical Integration; Food and Beverage Industry
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      Koehn, Nancy F. "Howard Schultz and Starbucks Coffee Company." Harvard Business School Case 801-361, February 2001. (Revised September 2005.)
      • January 2001 (Revised March 2001)
      • Case

      Range, The (A)

      By: Kathleen L. McGinn, Tracy Thompson and Michael Smith
      Reveals the potential benefits and pitfalls of reorganization into teams in order to respond to environmental change. Takes place in the newsroom of a metropolitan daily newspaper. Both management and employees struggle to find new balance after a major restructuring... View Details
      Keywords: Organizational Change and Adaptation; Groups and Teams; Restructuring; Balance and Stability; Organizational Structure; Business Processes; Journalism and News Industry
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      McGinn, Kathleen L., Tracy Thompson, and Michael Smith. "Range, The (A)." Harvard Business School Case 801-330, January 2001. (Revised March 2001.)
      • January 2001 (Revised September 2002)
      • Case

      First Marblehead Corporation (A)

      By: D. Quinn Mills and Matt Salloway
      Daniel Meyers, chairman and CEO of First Marblehead Corp., provides financial engineering services to educational institutions. This case deals with the market for student loans. View Details
      Keywords: Financing and Loans; Education; Markets; Microfinance; Management Teams; Financial Services Industry; Education Industry
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      Mills, D. Quinn, and Matt Salloway. "First Marblehead Corporation (A)." Harvard Business School Case 301-069, January 2001. (Revised September 2002.)
      • November 2000 (Revised April 2001)
      • Case

      Grupo Beta San Miguel (A)

      By: Ray A. Goldberg, Carin-Isabel Knoop and Hal Hogan
      The World Trade Organization and NAFTA are reviewing the sweetener system and governmental sugar programs and their impact on world trade. What position should Jose Pinto take, and how will this affect his company, Mexico, and the global sugar players? View Details
      Keywords: Plant-Based Agribusiness; Government and Politics; System; Competitive Advantage; Management Teams; Mexico
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      Goldberg, Ray A., Carin-Isabel Knoop, and Hal Hogan. "Grupo Beta San Miguel (A)." Harvard Business School Case 901-017, November 2000. (Revised April 2001.)
      • November 2000 (Revised May 2002)
      • Case

      Oracle Corporation

      By: Frances X. Frei and Hanna Rodriguez-Farrar
      Oracle Corp., the world's second-largest independent software company (behind Microsoft) was the world's dominant supplier of database software. Oracle also sold application software, such as the popular enterprise resource planning and customer relationship management... View Details
      Keywords: Organizational Change and Adaptation; Internet and the Web; Service Operations; Service Delivery; Applications and Software; Management Teams; Innovation and Invention; Web Services Industry; Information Technology Industry
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      Frei, Frances X., and Hanna Rodriguez-Farrar. "Oracle Corporation." Harvard Business School Case 601-043, November 2000. (Revised May 2002.)
      • November 2000
      • Background Note

      Note on Employee Stock Ownership Plans (ESOPs) and Phantom Stock Plans

      By: Dwight B. Crane and Indra Reinbergs
      Provides a brief overview of employee stock ownership plans (ESOPs) and phantom stock plans for owners of closely held companies. ESOPs can be used as a tool of corporate financing, and can provide employees with ownership interests. Phantom stock plans can reward... View Details
      Keywords: Financing and Loans; Employee Stock Ownership Plan; Motivation and Incentives; Management Teams; Corporate Governance; Ownership Stake; Taxation
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      Crane, Dwight B., and Indra Reinbergs. "Note on Employee Stock Ownership Plans (ESOPs) and Phantom Stock Plans." Harvard Business School Background Note 201-034, November 2000.
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