Publications
Publications
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- All HBS Web
(4,618)
- Faculty Publications (1,762)
- November 1998 (Revised February 1999)
- Case
Microsoft Office: Finding the Suite Spot
By: Stefan H. Thomke and Steven Sinofsky
Describes a key decision-making process within Microsoft's Office products division. At a time when the PC software business has a great deal of uncertainty, Microsoft's management has to make a key decision regarding the future of software suites. A strengthening of... View Details
Keywords: Decisions; Applications and Software; Strategic Planning; Organizational Design; Organizational Change and Adaptation; Product Development; Managerial Roles; Growth and Development Strategy; Risk and Uncertainty; Goals and Objectives; Digital Platforms; Innovation and Management; Computer Industry; Information Technology Industry
- November 1998 (Revised November 2001)
- Case
BMW AG: The Digital Car Project (A)
By: Stefan H. Thomke and Ashok Nimgade
Describes how the German automotive firm BMW is trying to reduce its development time by half with the aid of computer-aided technologies. To leverage these technologies fully in the very competitive automotive industry, BMW is faced with the challenge of changing its... View Details
- November 1998 (Revised December 1998)
- Case
Jeanne Lewis at Staples, Inc. (A)
By: Linda A. Hill and Kristin Doughty
Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. This case is set nine months after... View Details
- November 1998 (Revised June 2000)
- Case
Jeanne Lewis at Staples, Inc. (B)
By: Linda A. Hill and Kristin Doughty
Supplements the (A) case. View Details
- November 1998 (Revised July 1999)
- Case
Merrill Lynch's Acquisition of Mercury Asset Management
By: Andre F. Perold, Imran Ahmed and Randolph B Altschuler
In the Spring of 1998, Merrill Lynch faced an array of challenges and opportunities related to its global asset management business. The firm had recently completed its $5.3 billion cash acquisition of U.K.-based Mercury Asset Management, a transaction that made it one... View Details
- November 1998 (Revised December 1998)
- Case
Asea Brown Boveri (Condensed)
By: Robert L. Simons
The merger of Asea AB and BBC Brown Boveri required a restructuring of operations and a change in organizational cultures. Competitive success also necessitated the benefits of scale while remaining "local" for political and customer-responsiveness reasons. The case... View Details
- October 1998 (Revised December 1999)
- Case
Gene Research, the Mapping of Life and the Global Economy
By: Ray A. Goldberg and Juan Enriquez-Cabot
A new firm is being created to speed up the process of mapping humans, animals, and plants by combining gene technology with rapid gene identification to improve the health and well being of the human population and the productivity of crops and animals. How does one... View Details
- October 1998 (Revised December 1998)
- Case
CompUSA The Computer Superstore
By: Ananth Raman and Anna Sheen McClelland
Examines the CompUSA organization, focusing especially on the operations and the company culture. Highlights the economics of PC retailing and the importance of a responsive supply chain for their product category. The description of company culture emphasizes the role... View Details
- September 1998 (Revised April 2001)
- Case
Sealed Air Taiwan (A)
By: Lynn S. Paine and Robert J. Crawford
The general manager for U.S.-based Sealed Air Corp.'s Taiwan subsidiary must decide whether he's hired the right person to bridge the gap between Sealed Air's corporate culture and Taiwan's business culture. This case details Bob Kayser's experiences in trying to... View Details
- September 1998 (Revised May 2004)
- Case
Becton Dickinson: Ethics and Business Practices (A)
By: Lynn S. Paine
Becton Dickinson's Global One-Company Operations Group must decide on the company's global policy on gifts, gratuities, and business entertainment. A central issue is whether the policy should be established centrally and made uniform worldwide or whether it should be... View Details
- September 1998 (Revised May 1999)
- Case
Strategic Services at Andersen Consulting
By: Thomas J. DeLong, Catherine M. Conneely and Abby J. Hansen PHD
Bill Copacino, Andersen Consulting's managing partner of Strategic Services Americas, needed to submit his recommendation to Peter Fuchs, Strategic Services worldwide director, for the operating plan for Strategic Services Americas for fiscal year 1999. Strategic... View Details
- September–October 1998
- Article
How to Kill Creativity
By: T. M. Amabile
The article addresses the topic of business creativity, its benefits, and how managers can inspire it. The author's research shows that it is possible to develop the best of both worlds: organizations in which business imperatives are attended to and creativity... View Details
- July 1998 (Revised March 2000)
- Case
Champion International
By: Michael Beer and James Weber
Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry... View Details
- June 1998 (Revised January 2000)
- Case
Egghead.com
Egghead Software, an entrenched traditional chain retailer specializing in computer software and peripherals, had established a nationwide chain of mall and shopping center stores and a well-organized national brand. In early 1998, management made a highly unusual, and... View Details
- May 1998 (Revised October 2001)
- Case
Taco Bell Inc. (1983-1994)
By: Lynda M. Applegate, Leonard A. Schlesinger and Dave DeLong
Details the actions of John Martin, newly named CEO, as he leads Taco Bell through a decade of incremental and radical changes. By the end of the case, total system sales within Taco Bell, a Mexican style fast-food restaurant chain and a division of PepsiCo, have grown... View Details
- April 1998 (Revised November 1999)
- Case
Hambrecht & Quist
By: Thomas J. DeLong and Nicole Tempest
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non-bureaucratic, and... View Details
- March 1998 (Revised April 2001)
- Case
Corposol (Abridged Version)
By: James E. Austin
The social enterprise Corposol has become the largest lender to microentrepreneurs in Colombia. Its rapid growth and diversification into other services and geographical areas has created organizational and resource strains. View Details
- March 1998 (Revised July 1998)
- Case
United Way Community Services
Describes in detail the fund development and distribution system of United Way Community Services. A key question is how to measure the outcome/impact of the work done by the agencies that receive United Way funding. A follow-on question is how to reinvent the... View Details
- March 1998 (Revised July 2001)
- Case
Haier Group, The (A)
By: Lynn S. Paine and Robert J. Crawford
Zhang Ruimin, founder and CEO of China's Haier Group, must decide whether to acquire Red Star Electric Appliance Co., an insolvent local manufacturer of washing machines. Although Haier, slated to become one of China's first global brand names, has successfully turned... View Details