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      • March–April 1979
      • Article

      How Competitive Forces Shape Strategy

      By: M. E. Porter
      Many factors determine the nature of competition, including not only rivals, but also the economics of particular industries, new entrants, the bargaining power of customers and suppliers, and the threat of substitute services or products. A strategic plan of action... View Details
      Keywords: Competition; Strategy
      Citation
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      Porter, M. E. "How Competitive Forces Shape Strategy." Harvard Business Review 57, no. 2 (March–April 1979): 137–145.
      • February 1979 (Revised December 1983)
      • Case

      Allied Chemical Corp. (A)

      By: George C. Lodge and Joseph L. Badaracco Jr.
      Describes Allied, the chemical industry, and the effects of the Kepone problem (a toxic pesticide dumped into the James River) as of 1976. The executive in the case must decide whether the company should support the passage of the Toxic Substances Control Act and an... View Details
      Keywords: Pollutants; Corporate Social Responsibility and Impact; Decision Making; Laws and Statutes; Welfare; Legal Liability; Business and Government Relations; Chemical Industry
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      Lodge, George C., and Joseph L. Badaracco Jr. "Allied Chemical Corp. (A)." Harvard Business School Case 379-137, February 1979. (Revised December 1983.)
      • Article

      Do Supervisors Thrive in Participative Work Systems?

      By: Leonard A. Schlesinger and Richard E. Walton
      This article presents the findings regarding the nature of the difficulties surrounding the supervisory role in participative work systems, a conceptualization of the supervisor/work group interface, and some action implications for the management of organizations.... View Details
      Keywords: Managerial Roles; Organizational Design; Management Practices and Processes; Innovation and Invention
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      Schlesinger, Leonard A., and Richard E. Walton. "Do Supervisors Thrive in Participative Work Systems?" Organizational Dynamics 7, no. 3 (Winter 1979): 24–38.
      • April 1978 (Revised January 1985)
      • Case

      Searle Medical Instruments Group (Abridged)

      By: Steven C. Wheelwright
      SMIG, a division of G.D. Searle, was a fast growing high market-share company in the field of nuclear medical instruments. It manufactured two basically different product lines, one very successful and the other less so. Although marketing was separate for these... View Details
      Keywords: Change; Brands and Branding; Market Participation; Production; Success; Performance Capacity; Expansion; Medical Devices and Supplies Industry
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      Wheelwright, Steven C. "Searle Medical Instruments Group (Abridged)." Harvard Business School Case 678-189, April 1978. (Revised January 1985.)
      • January 1978 (Revised February 1983)
      • Case

      Polaroid-Kodak (B1)

      By: Michael E. Porter
      Describes additional events in battle between Polaroid and Kodak outlined in Polaroid-Kodak. Includes the competitive actions taken by the companies such as the introduction of customer rebates and bonus plans with dealers. Details the new products of each company and... View Details
      Keywords: Customer Focus and Relationships; Marketing Strategy; Market Entry and Exit; Product; Competitive Strategy; Electronics Industry
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      Porter, Michael E. "Polaroid-Kodak (B1)." Harvard Business School Case 378-173, January 1978. (Revised February 1983.)
      • June 1977 (Revised September 1992)
      • Case

      Sorenson Research Co. (Abridged)

      By: Steven C. Wheelwright
      Presents the issues facing a high volume, high margin (but lightweight) medical products business. The company is trying to improve its inventory control to reduce inventory investment and improve service. The present multi-site inventory system is described and major... View Details
      Keywords: Business Earnings; Investment; Volume; Service Delivery; Supply Chain; Performance Improvement; Medical Devices and Supplies Industry
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      Wheelwright, Steven C. "Sorenson Research Co. (Abridged)." Harvard Business School Case 677-257, June 1977. (Revised September 1992.)
      • July 1976 (Revised April 1983)
      • Case

      Corning Glass Works: The Electronic Products Division (A)

      By: Michael Beer
      Describes a division of Corning Glass Works that finds itself with deep financial and organizational problems. Severe conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. Provides sufficient... View Details
      Keywords: Business Divisions; Change Management; Transformation; Employees; Working Conditions; Business or Company Management; Organizational Change and Adaptation
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      Beer, Michael. "Corning Glass Works: The Electronic Products Division (A)." Harvard Business School Case 477-024, July 1976. (Revised April 1983.)
      • 01 Sep 1974
      • Conference Presentation

      The Social Functions of Products and the Nature of Organizations

      By: R. M. Kanter and B. A. Stein
      Keywords: Organizations; Goods and Commodities
      Citation
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      Kanter, R. M., and B. A. Stein. "The Social Functions of Products and the Nature of Organizations." Paper presented at the American Sociological Association Annual Meeting, Montreal, September 01, 1974.
      • December 1973 (Revised November 1993)
      • Case

      Cooper Industries, Inc.

      By: Thomas R. Piper
      The executive president of a major industrial company must decide 1) whether to acquire a small hand tool company and, if so, 2) the value and form that the acquisition package should take. View Details
      Keywords: Decisions; Valuation; Acquisition; Management Teams; Consumer Products Industry
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      Piper, Thomas R. "Cooper Industries, Inc." Harvard Business School Case 274-116, December 1973. (Revised November 1993.)
      • Research Summary

      Competing business models

      By: Ramon Casadesus-Masanell
      Building on the literatures on competitive positioning and the theory of industrial organization, my work seeks to tackle previously unaddressed questions by studying situations where firms compete in dissimilar ways. Some examples of these questions include:View Details
      • Research Summary

      Consumer Decision Making and Behavioral Research

      By: John T. Gourville

      John Gourville’s research focuses on consumer behavior, especially in the areas of pricing and consumer decision making. In the area of pricing, for instance, he has looked at the role of time on how consumers interpret and react to product costs and prices.... View Details

      • Research Summary

      Corporate Social Entrepreneurship

      By: James E. Austin
      This research is examining the process by which companies engage in strategic corporate social responsibility as an integral part of their enterprise strategy and operations. The research has conceptualized this process as entreprenurial in nature and defined it as... View Details
      • Research Summary

      Creating Corporate Value Added

      By: Joseph L. Bower
      In response to dramatic changes in the business environment--hypercompetition in many traditional industries, short product life cycles, and new competitors based in emerging nations--successful companies have responded by repositioning themselves in the global markets... View Details
      • Research Summary

      Customer-Centricity as a Vehicle for Organic Growth

      By: Ranjay Gulati
      This body of work examines the mechanics of how firms grow profitably in commoditizing markets. Underlying the "customer-centricity" that many firms embrace today is a factor that will determine their success with this effort: enabling collaboration across... View Details
      • Teaching Interest

      Digital Innovation and Transformation – MBA Elective Curriculum

      By: Feng Zhu
       

      Digital Innovation and Transformation is designed to equip students to confidently help conceive, lead and execute digital innovation initiatives and develop new business models for existing and insurgent organizations. The basic premise of the course... View Details

      • Teaching Interest

      Digital Marketing Strategy

      By: John A. Deighton

      When the tools of marketing change, strategies change too. The focus of this course is on firms trying to navigate the transition from offline to online market-making and strategy development. Our concern is primarily with corporations that have products and... View Details

      • Research Summary

      Directors Survey

      By: Jay W. Lorsch
      This project, which is just beginning, will be a questionnaire survey of directors of public companies in the U.S. The goal of the survey will be to understand the views of directors about their jobs and the changing legal, regulatory, and institutional climate in... View Details
      • Research Summary

      Energy, IT, real estate, and sustainability

      By: Rebecca M. Henderson

      Professor Henderson’s current research focuses on the energy, information technology, and real estate sectors and the challenges firms encounter as they attempt to act in more sustainable ways. This work is an outgrowth of her decade-long examination of the... View Details

      • Forthcoming
      • Article

      Engaging Customers with AI in Online Chats: Evidence from a Randomized Field Experiment

      By: Shunyuan Zhang and Das Narayandas
      We examine how artificial intelligence (AI) affected the productivity of customer service agents and customer sentiment in online interactions. Collaborating with a meal delivery company, we conducted a randomized field experiment that exploited exogenous variation in... View Details
      Keywords: AI and Machine Learning; Customer Focus and Relationships; Performance Efficiency
      Citation
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      Zhang, Shunyuan, and Das Narayandas. "Engaging Customers with AI in Online Chats: Evidence from a Randomized Field Experiment." Management Science (forthcoming).
      • Teaching Interest

      Executive Education: Leading Growth through Customer Centricity — India

      By: Rajiv Lal

      Establishing a strategic advantage in India's highly competitive marketplace requires a systemic shift in focus—away from selling products and toward meeting the needs of customers. But how many companies are prepared to carry out such fundamental change? By... View Details

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