Publications
Publications
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(6,461)
- Faculty Publications (1,483)
- June 1997 (Revised May 1998)
- Case
Mobil USM&R (A2)
By: Robert S. Kaplan
Second of a two-part case on the development and use of a Balanced Scorecard (BSC) at Mobil's US Marketing and Refining Division. This case describes the completed BSC, and how this was linked to the BSCs of the independent business units and the internal service... View Details
- 29 May 1997
- Lecture
Responsibility in an Age of Interdependence." Seminar leader. "Executive Workshop
By: Lynn S. Paine
- May 1997
- Case
Donna Karan International Inc.
By: Krishna G. Palepu and Sarayu Srinivasan
Designer Donna Karan takes her firm public. After eager anticipation from Wall Street, the stock loses 60% of its value. This case addresses the questions: Is Karan's company ready to undertake responsibilities of being public? Is the company's strategy sustainable?... View Details
- 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
- March 1997 (Revised March 1997)
- Case
Business Teams at Rubbermaid, Inc.
By: Teresa M. Amabile and Dean Whitney
Rubbermaid, a consumer-products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team... View Details
- February 1997
- Case
RPG Enterprises--1995
By: Tarun Khanna
As in most emerging markets, a significant portion of the Indian private sector is dominated by extensively diversified, often family-owned or controlled, business groups. This case examines the strategy and structure of one of the largest business groups in India, at... View Details
- January 1997 (Revised June 1997)
- Case
Corporate New Ventures at Procter & Gamble
By: Teresa M. Amabile and Dean Whitney
Consumer products giant Procter & Gamble is faced with an urgent need to revitalize new-product innovation, given its recent focus on incremental product improvements and its aggressive growth goals. As part of this effort, the company's top executives form a small,... View Details
- December 1996
- Background Note
Environmental Behavior And Corporate Reputation
- December 1996
- Article
How "Real" Are Computer Personalities? Psychological Responses to Personality Types in Human-Computer Interaction
By: Y. Moon and C. I. Nass
- November 1996
- Case
Del Webb Corporation (A), The
By: Jay W. Lorsch and Samanta Graff
Begins with a company history, tracing the tenures of founder Del E. Webb and his successor as chairman and CEO, Robert H. Johnson. Johnson inherited a diversified company that was involved in construction, real estate development (including the famous Sun City), and... View Details
- November 1996
- Case
Del Webb Corporation (B), The
By: Jay W. Lorsch and Samanta Graff
On November 16, 1987, the Del Webb board appointed Phil Dion chairman and CEO. This case outlines the development and implementation of a strategy to focus exclusively on real estate development and to liquidate all other assets. Discusses the appointment of two new... View Details
- November 1996
- Case
Del Webb Corporation (C), The
By: Jay W. Lorsch and Samanta Graff
Dion and the other Del Webb directors were open to having Industrial Equity Pacific (IEP) and Webcott Holdings representation on the board. The IEP representative was perceived as reserved and lacking in sophistication. Cotter of Webcott, however, struck the directors... View Details
- October 1996 (Revised April 2011)
- Module Note
Venture Capital and Private Equity: Module IV
By: Josh Lerner, G. Felda Hardymon and Ann Leamon
Provides an overview of a module that focuses on the adaptation of the private equity model to corporate and nonprofit settings. View Details
- October 1996 (Revised January 1997)
- Case
Mt. Auburn Hospital
By: F. Warren McFarlan and Jaan Elias
In December of 1993, two of Boston's largest and best known hospitals, Massachusetts General and Brigham and Women's, announced that they were setting aside their historic rivalry to form an alliance and build a regional health network. The announcement set off a wave... View Details
- August 1996 (Revised October 1996)
- Case
Suzanne de Passe at Motown Productions (A1)
By: Linda A. Hill and Jaan Elias
Illustrates: 1) the impact of a manager's leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their... View Details
- May 1996 (Revised August 2001)
- Case
Timberland and Community Involvement
By: James E. Austin and Jaan Elias
The Timberland Co., a manufacturer and retailer of footwear, outdoor apparel, and accessories, committed itself to instituting and communicating a core set of values to its employees, stockholders, and consumers. The system of beliefs emphasized community service.... View Details