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(5,847)
- Faculty Publications (1,360)
- December 1991 (Revised February 1992)
- Case
Dayton Electric Corp.
Concerns a product redesign decision for one of the company's most successful motor products, its rectified power, medium D-C motor, the RPM. A one-year redesign program has proposed a design that comes close to meeting its stated cost and performance goals, but at the... View Details
- November 1991 (Revised January 1995)
- Case
Teradyne Japan
Describes a parent-subsidiary relationship in the high technology industry. The subsidiary, located in Japan, has been expanding its activities throughout the 1980s in the face of stiff local competition. Examines the dilemma facing corporate and country management as... View Details
- October 1991 (Revised June 1996)
- Case
Lotus MarketPlace: Households
By: Lynn S. Paine
Managers at Lotus and Equifax must decide what to do about their new jointly developed database and software product Lotus MarketPlace which has been criticized as a threat to individual privacy. The Product, which would allow small businesses to buy targeting mail... View Details
- September 1991 (Revised January 1998)
- Case
Chaparral Steel: Rapid Product and Process Development
By: Dorothy Leonard-Barton and Gil Preuss
One of the nation's foremost mini-mills' core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The... View Details
- June 1991 (Revised May 1992)
- Case
Lithonia Lighting
By: Nitin Nohria
In early 1991, Lithonia, the U.S.'s largest manufacturer of lighting fixtures, faced a major slump in the construction business that threatened to cause its first decline in revenues after over a decade of strong growth. With financial pressures from its parent company... View Details
- March 1991 (Revised July 1993)
- Case
Kyocera Corp.
By: John P. Kotter
Examines the three factors critical to this company's remarkable success in the high tech field. The first factor is the founder, Dr. Inamori's powerful leadership. The second is the strong corporate culture or philosophy of the firm. The third element in Kyocera's... View Details
- February 1991
- Case
Burlington Northern: The ARES Decision (A)
By: Julie H. Hertenstein and Robert S. Kaplan
Burlington Northern's decision whether to invest in ARES, an automated train control system, is a ($350 million) strategic investment in information technology. Although set in a service industry (railroad) the issues around this decision arise in many organizations... View Details
- February 1991
- Case
Burlington Northern: The ARES Decision (B)
By: Julie H. Hertenstein and Robert S. Kaplan
The ARES team formally proposes that Burlington Northern implement the ARES system. The project meets resistance. In light of financial restructuring and high level of debt, executives wonder whether the company can afford ARES. Weak links during the ARES development... View Details
- February 1991 (Revised February 1992)
- Case
Appex Corp.
By: Nitin Nohria
1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through... View Details
Keywords: Information Technology; Organizational Change and Adaptation; Organizational Design; Management Analysis, Tools, and Techniques; Organizational Culture; Mobile and Wireless Technology; Performance Productivity; Problems and Challenges; Management Practices and Processes; Business Divisions; Information Management; Information Technology Industry; Information Technology Industry; United States
- December 1990 (Revised December 1993)
- Case
Australian Paper Manufacturers (A)
By: David M. Upton and Joshua D. Margolis
Describes a company which has broken an unwritten cordial agreement amongst the three Australian paper manufacturers to split the domestic market three ways by market segment. The company invades another's "territory" with advanced technology, quality, and,... View Details
- November 1990 (Revised September 1991)
- Case
The Transformation of IBM
By: Andrall E. Pearson and David B. Yoffie
John Akers, IBM's chairman, must confront how to transform a $60 billion, full line, global computer company that is the leader in every market it serves, yet losing share across the board. The case explores senior management's perspective on the process of... View Details
- November 1990 (Revised May 1994)
- Case
Microsoft Corp.: Office Business Unit
By: Marco Iansiti
Describes the development of a new word processing software package, Word for Windows. The major focus is how the development process should be improved to reduce schedule slips and cost overruns. Some of the issues raised are: the use of schedules in managing... View Details
- October 1990 (Revised March 1993)
- Background Note
Note on Cable Television Regulation
Examines the evolution of the U.S. cable television industry since its inception in the early 1950s. Particular emphasis is given to the roles played by technology, consumer demand, and regulation at both the local and federal level. Designed to facilitate a conceptual... View Details
- July 1990 (Revised August 1995)
- Case
Symantec--1982-90
By: Nitin Nohria
As Symantec grew from a small, upstart software development company to a major player in the software development industry, the channels of information flow and the internal communication needs of the company became more complex. The geographically-dispersed structure... View Details
- June 1990 (Revised August 1990)
- Case
Sun Microsystems, Inc.--1987 (A)
An integrated sequence of three cases on the financing of a technical workstation manufacturer. This case focuses on Sun's competitive strategy which requires an inordinately high rate of growth (over 20% per quarter) and commensurate amounts of working capital.... View Details
- March 1990 (Revised October 1994)
- Case
IBM-Fujitsu Dispute
Describes a dispute between IBM and Fujitsu over allegations that Fujitsu stole proprietary IBM software for controlling mainframe computers. Also describes a novel arbitration agreement intended to resolve the dispute, an overview of intellectual property law in the... View Details
- March 1990 (Revised June 1991)
- Case
IBM Corp.: ""Make It Your Business"" (A)
By: Robert L. Simons
In 1987, IBM changed its strategy in an attempt to become a market-driven company rather than a product-driven company. The case begins with a description of the new strategy and the reasons for the change and then describes the top-down sales planning and quota system... View Details
- February 1990 (Revised August 2001)
- Case
Merloni Elettrodomestici SpA: The Transit Point Experiment
By: Janice H. Hammond and Maura G Kelly
Merloni Elettrodomestici is a leading Italian manufacturer of domestic appliances. In 1986, an exposition for Merloni customers is scheduled at its Milano regional warehouse. During the two-month period preceding the event, when the warehouse must be free of inventory,... View Details
- January 1990 (Revised October 1993)
- Case
Monsanto's March into Biotechnology (A)
By: Gary P. Pisano
Very early in the history of biotechnology (about 1979), Monsanto made a major commitment to move into this field. This case recounts the history from the point of view of the eminent scientist hired to head up corporate R&D. He took Monsanto from a very traditional... View Details
- December 1989 (Revised February 1993)
- Case
Frito-Lay, Inc.: A Strategic Transition (C)
In 1989, Frito-Lay designed an information technology infrastructure to support time-based competition and organizational restructuring. The company planned to provide timely flexible information to all major decision makers at all levels. This case describes the... View Details