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- Faculty Publications (1,460)
- July 1995 (Revised April 1996)
- Case
Cambridge Technology Partners (A)
By: Teresa M. Amabile, George P. Baker III and Michael Beer
Cambridge Technology Partners uses a highly innovative product strategy, supported by a human resources strategy, that has been very successful. However, high growth rates jeopardize product quality while tension about relative compensation levels between sales and... View Details
- June 1995 (Revised September 2019)
- Teaching Note
Richardson Sheffield
By: Christopher A. Bartlett and Ashish Nanda
This note was prepared to aid instructors in the use of "Richardson Sheffield," HBS No. 392-089. The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to... View Details
Keywords: Development; General Management; Human Resources; Management; Leadership; Strategy; United Kingdom
- December 1994 (Revised October 2009)
- Case
AES Honeycomb (A)
By: Lynn S. Paine and Sarah C. Mavrinac
Senior managers of the AES Corp., an independent power producer, must decide whether to drop the company's emphasis on corporate values and revamp organizational controls as advised by investment analysts and outside counsel. The company is recovering from an incident... View Details
- November 1994
- Case
Pilkington Float Glass--1955
By: Kim B. Clark
The case examines the development of the float glass process at Pilkington in the mid-1950s. Pilkington has pursued the development of a radically new process for flat glass production, but has experienced serious problems at each stage of development. The senior... View Details
- August 1994 (Revised May 2001)
- Case
ITT Automotive: Global Manufacturing Strategy (1994)
By: Gary P. Pisano and Sharon L. Rossi
ITT Automotive is in the process of developing a new-generation antilock brake system (ABS), designated the MK-20. The case focuses on the level of automation to be used in the production of this new system, and whether all plants should use the same process... View Details
- May 1994
- Background Note
Managing Market Complexity: A Three-Ring Circus
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three... View Details
- May 1994 (Revised October 1994)
- Case
Motorola: Institutionalizing Corporate Initiatives
By: Shoshana Zuboff and Janis Lee Gogan
Motorola became a recognized quality leader in large part by becoming a leader in employee education and by encouraging "participative management." Through the Motorola Training and Education Center, later Motorola University, the company invested substantial resources... View Details
- March 1994 (Revised September 1995)
- Case
Enron Gas Services
By: Peter Tufano
The CEO of Enron Gas Services (EGS), a subsidiary of the largest U.S. integrated natural gas firm, considers the risks and opportunities of selling a variety of natural gas derivatives, both embedded in gas delivery contracts and as free-standing financial contracts.... View Details
- January 1994 (Revised August 1994)
- Case
Ocean Spray Cranberries: Environmental Risk Management
Ocean Spray Cranberries, one of the nation's most successful agricultural cooperatives, faces some difficult environmental management problems associated with water usage and wetlands development. Because of federal and state wetlands laws, new bogs for expansion had... View Details
- January–February 1994
- Article
Managing Innovation in the Information Age
- 1994
- Article
The Delicate Balance in Managing for Creativity
By: T. M. Amabile
Organizational stimulants and obstacles to creativity are summarized. The management tasks of supporting creativity and encouraging innovation are described as a delicate balance between over-control and chaos. A technology used to assess the climate for creativity is... View Details
- December 1993 (Revised June 2000)
- Case
Kochman, Reidt + Haigh, Inc.
By: Richard S. Ruback and Roy Burstin
A small company faces the dilemma of how to finance growth (i.e., internally generated cash flows vs. outside financing sources). An innovative concept positions the company in promoting a niche within the kitchen-cabinet industry and in looking for an optimal way of... View Details
- October 1993 (Revised September 1994)
- Case
Becton Dickinson: Worldwide Blood Collection Team
By: Christopher A. Bartlett and Kathleen Scharf
Describes Becton Dickinson's evolving attempt to develop products and strategies to meet worldwide competitive and market needs. Traces the evolution of a classic parent company-led product-market strategy to truly transnational product and strategy development.... View Details
- September 1993
- Case
Manufacturing at ALZA: The Right Prescription? (A)
ALZA, a company specializing in drug delivery systems such as transdermal patches, considers manufacturing its own products. Until now, the company has conducted research and development on its patented system but has then licensed the technology to client-partner... View Details
- July 1993 (Revised September 1994)
- Case
Goodyear: The Aquatred Launch
By: John A. Quelch
After many years of R&D, Goodyear has developed the Aquatred, an innovative new tire. However, the tire industry has matured and evolved, raising questions concerning the Aquatred's ability to gain support from Goodyear's independent tire dealers. Students must use... View Details
- April 1993 (Revised December 1993)
- Case
NEC
By: Marco Iansiti
Investigates product development practices at NEC. The company provides an intriguing example of how to build capability through a stream of product development projects. Focuses in detail on an engineering group that develops the core component of its line of... View Details
- January 1993 (Revised April 1993)
- Case
Chadwick, Inc.: The Balanced Scorecard
By: Robert S. Kaplan
The pharmaceutical division of a diversified company has been asked to develop a Balanced Scorecard. Research and development projects take about ten years to bring a new product to the marketplace and the division depends on good relations and active feedback from its... View Details