Publications
Publications
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(7,893)
- Faculty Publications (1,845)
- October 2006 (Revised January 2009)
- Case
Vitreon Corporation: The Hyalite Project
By: Roy D. Shapiro
Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative, and there are deep disagreements about what is wrong and how to... View Details
- September 2006 (Revised May 2007)
- Case
GE's Jeff Immelt: The Voyage from MBA to 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. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and... View Details
- September 2006 (Revised February 2008)
- Case
Philips Electronics N.V.
By: Jay W. Lorsch and Alexis Chernak
Looks at the multinational company, Philips Electronics, which is headquartered in the Netherlands, as an example of a company with a two-tiered board. The company is governed by both a supervisory board and a board of management. Examines the role, dynamic, and best... View Details
- September 2006 (Revised May 2008)
- Supplement
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (B)
By: V. Kasturi Rangan, Brooke Barton and Ezequiel Reficco
Engaging local stakeholders and building strong relations has become a strategic imperative for multinational firms in the often politically charged mining, oil, and gas sectors. For BHP Billiton, the world's second largest mining company, its Tintaya copper mine in... View Details
- September 2006 (Revised October 2007)
- Case
Shinsei Bank: Developing an Integrated Firm
By: Thomas J. DeLong and Masako Egawa
Tom Pedersen, newly appointed chief learning officer (CLO) of Shinsei Bank in Japan, pondered how he could facilitate development of an integrated culture and transformation of the organization. Shinsei Bank had not developed longstanding tradition or a strong... View Details
- August 2006
- Case
Dreyer's Slow Churned(TM) Ice Cream
By: Noel H. Watson, Steven C. Wheelwright and Brian DeLacey
Examines capacity forecasting and planning in a complex new product introduction scenario. The introduction at Dreyer's, a large dairy snack manufacturer, involves not only a new product but a new manufacturing process and product package, thus implying a significant... View Details
- 11 Aug 2006 - 15 Aug 2006
- Conference Presentation
A Match Made in Heaven? Joining Leadership Competencies to the Process of Organizational Change
By: Julie Battilana, M.J. Gilmartin, A.-C. Pache, M. Sengul and J. Alexander
- August 2006 (Revised September 2008)
- Case
Duane Morris: Balancing Growth and Culture at a Law Firm
By: Boris Groysberg and Robin Abrahams
After nearly 100 years as a mid-size regional law firm, Duane Morris entered a period of spectacular growth led by CEO Sheldon Bonovitz. Originally founded by Quakers, the firm had a distinct organizational culture featuring a number of unique or unusual business... View Details
- July 2006 (Revised August 2007)
- Case
Charles Veillon, S.A. (A)
By: Lynn S. Paine and Aldo Sesia
The top management team at Charles Veillon, a Swiss mail-order company, is considering whether to work with a human rights organization to monitor the labor practices of its suppliers. A particular concern is avoiding child labor and other forms of workplace coercion.... View Details
- June 2006
- Case
Matthew B. Hunter
By: John A. Davis and Deepak Malhotra
Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management. View Details
- May 2006
- Exercise
Improving Performance: Boat Building Exercise
By: Steven C. Wheelwright and Kerry Herman
Provides a framework for team problem solving and process improvement following concepts widely attributed to Toyota Motor Co. View Details
- April 2006 (Revised April 2012)
- Background Note
The Company Sale Process
Lays out the steps, the timeline, and the process by which a company is sold. Focuses on the sale of companies with enterprise values greater than $100 million. These transactions are large enough to require the help of a financial adviser and attract both strategic... View Details
- April 2006
- Module Note
Asset Allocation: A Half-Course Module Note
By: Luis M. Viceira
Provides an overview of the main ideas and structure of a 15-session module on long-term asset allocation designed for MBA graduate students and investment professionals. This module is taught as part of a full-length, 30-session elective class on investment management... View Details
- April 2006 (Revised October 2006)
- Case
Chrysanthemum and Dragon: JAFCO Asia in China
By: Rawi E. Abdelal and David Lane
In the autumn of 2002, JAFCO Asia, a subsidiary of JAFCO Co., Ltd., became the first foreign private equity firm to open an office in Beijing's Haidian Science Park. JAFCO was the only Japanese private equity firm operating in China. As such, Managing Director Vincent... View Details
- March 2006
- Module Note
Managing Innovation in an Uncertain World: Module 3: Expanding Diversity
Describes the third module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome them. The course emphasizes... View Details
- March 2006
- Module Note
Managing Innovation in an Uncertain World
Describes the second module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome these challenges. The course... View Details
- March 2006
- Course Overview Note
International Finance: A Course Overview Note
By: Mihir A. Desai
Describes the International Finance course at Harvard Business School, which argues that the forces of globalization have fundamentally changed the scope and activities of firms, thereby altering the practice of finance within these firms. As a consequence of an... View Details
- March 2006
- Case
The Whitesides Lab
By: H. Kent Bowen and Francesca Gino
A significant part of the long-term economic growth in developed economies depends on the translation of scientific research into new products and processes. Focuses on the front end of this value creation stream. The laboratory of George Whitesides has a 30-year... View Details
- February 2006 (Revised November 2012)
- Case
Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A)
By: V. Kasturi Rangan, Brooke Barton and Ezequiel Reficco
Located in the highlands of Peru, the Tintaya copper mine has long been a source of intense conflict between local community members and mine operators. The mine, which was owned and managed first by the Peruvian state and later by BHP Billiton, stands on 2,300... View Details