Publications
Publications
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- All HBS Web
(6,097)
- Faculty Publications (1,430)
- August 1997 (Revised July 1999)
- Case
Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy
By: Michael Beer
Describes the process of transforming a recently formed division of Hewlett-Packard. View Details
- 1997
- Chapter
Technology Cycles, Innovation Streams and Ambidextrous Organizations
By: P. Anderson, M. Tushman and C. O'Reilly
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Disruptive Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems... View Details
- May 1997 (Revised March 1998)
- Case
Teradyne: Managing Strategic Change
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. This case provides historic and administrative background for the other two cases. Teradyne: The Aurora Project deals with the problems facing the head of a... View Details
- May 1997 (Revised October 2007)
- Case
Teradyne: The Aurora Project
By: Joseph L. Bower
Three cases deal with the introduction of a new product to Teradyne's line of semiconductor test equipment. Teradyne: Managing Strategic Change provides historic and administrative background for the other two cases. This case deals with the problems facing the head of... View Details
- 1997
- Chapter
Disruptive Technologies: Catching the Wave
By: Joseph L. Bower and Clayton M. Christensen
- 1997
- Working Paper
Managerial Commitments and Technological Change in the US Tire Industry
By: Donald N. Sull, Richard S. Tedlow and Richard S. Rosenbloom
- January 1997
- Exercise
Negotiating Corporate Change: Confidential Information, David Carlson, VP, Management Information Systems
This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of David Carlson as he attempts to negotiate a new uniform corporate information... View Details
- January 1997
- Exercise
Negotiating Corporate Change: Confidential Information, Helen Freeman, VP, Small Appliances Division
This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Helen Freeman as she attempts to negotiate a new uniform corporate information... View Details
- January 1997
- Exercise
Negotiating Corporate Change: Confidential Information, Jack Morris, VP, Food Division
This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Jack Morris as he attempts to negotiate a new uniform corporate information... View Details
- January 1997
- Exercise
Negotiating Corporate Change: Confidential Information, Paul Stokes, VP, Health and Beauty Aids Division
This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Paul Stokes as he attempts to negotiate a new uniform corporate information... View Details
- January 1997 (Revised June 1997)
- Case
Southwire: Beyond 2000
By: F. Warren McFarlan and Melissa Dailey
Southwire, based in Carrollton, GA, was the leading producer of aluminum and copper rod, wire, and cable for the transmission and distribution of electricity. In one decade, CEO Roy Richards, Jr. grew annual sales from $500 million in 1985 to $1.9 billion in 1995, an... View Details
- 1997
- Chapter
Discussion of "Microeconomic Policy, Technological Change, and Small Business" by Edwin Mansfield
By: Joshua Lerner
Edwin Mansfield’s thoughtful review of the literature on the economics of technological change raises a variety of interesting issues, far too many to address in a few pages. Consequently I will focus my discussion on the section that I found most challenging and... View Details
- Article
Managerial Commitments and Technological Change in the U.S. Tire Industry
By: D. Sull, R. Tedlow and R. Rosenbloom
- December 1996 (Revised July 2002)
- Background Note
Note on Marketing and the Internet
By: John A. Deighton, Alison Berkley and John Barabino
The World Wide Web is new, a comprehensive marketing environment. It is a medium for direct marketing, for retailing and distribution, for the delivery of service and product elements, for marketing research, and even for posting and testing prices. This note explores... View Details
- November 1996 (Revised February 1997)
- Case
Farmington Fresh: Growers Changing Produce Distribution
By: Ray A. Goldberg and Don Daniels
Opening up of Asian markets for U.S. produce provided an opportunity for large-scale producers to develop their own packing house and airline to ship their product to Asian markets. Teaching Purpose: How do farmers take a proactive strategy in reaching global produce... View Details
- November 1996 (Revised June 1999)
- Case
Living on Internet Time: Product Development at Netscape, Yahoo!, NetDynamics, and Microsoft
By: Marco Iansiti and Alan D. MacCormack
Describes how four companies in the Internet software market approach product development. Drawing upon short case studies of three recent projects, students are invited to synthesize the common attributes of development practice in turbulent environments. View Details
- October 1996 (Revised December 1996)
- Case
United Electric Controls
By: H. Kent Bowen, Jody H. Gittell and Sylvie Ryckebusch
United Electric Controls (UE) was a small, traditional family-owned manufacturing company when Dave Reis, the youngest member of the Reis family, took over the business. This case describes Reis's efforts to change UE's traditional work practices in order to make the... View Details
- August 1996
- Case
ThermoLase
By: William A. Sahlman and Andrew S. Janower
John Hansen, CEO of ThermoLase, must develop a plan of action to exploit the company's new development-stage revolutionary hair removal technology with negligible revenues and a $500 million market capitalization. This nascent public Thermo Electron spin out company... View Details
- May 1996 (Revised May 1997)
- Case
Colliers International Property Consultants, Inc.: Managing a Virtual Organization
By: Lynda M. Applegate and Carin-Isabel Knoop
In less than 20 years, the real estate firm Colliers International expanded into a federation of 180 offices with close to 4,500 professionals in over 30 countries. Because Colliers expanded by signing up existing firms strong in their local markets, its leaders had to... View Details