Publications
Publications
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- All HBS Web
(8,770)
- Faculty Publications (1,594)
- August 1989 (Revised October 2003)
- Case
Fan Pier
By: William J. Poorvu and Katherine Sweetman
The owner of the Fan Pier site in South Boston has been found legally responsible for blocking the efforts of his development partner in attaining the approval necessary to build the $800 million megaproject they had planned together. It was believed that the owner... View Details
- July 1989 (Revised August 1990)
- Background Note
New Theories of International Trade
By: David B. Yoffie and Heather A. Hazard
Explores the "new" theories of international trade--also called strategic trade policy--which were developed in the 1980s. Examines why economists and policy makers thought new approaches were necessary to explain international trade, the contributions of industrial... View Details
- February 1989 (Revised October 1994)
- Case
Asahi Breweries Ltd.
Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer... View Details
- January 1989 (Revised March 1991)
- Case
General Electric Canada: Designing a New Organization
By: Lynda M. Applegate and James I. Cash Jr.
General Electric Canada used sociotechnical design techniques to restructure its financial, administrative, facilities, and information technology service from a decentralized, hierarchical organization to a centralized organization composed of self-managing,... View Details
- December 1988
- Article
Ordinal Independence in Non-Linear Utility Theory
By: Jerry R. Green and Bruno Jullien
Individual behavior under uncertainty is characterized using a new axiom, ordinal independence, which is a weakened form of the von Neumann-Morgcnslern independence axiom. It states that if two distributions share a tail in common, then this tail can be modified... View Details
Keywords: Preferences
- November 1988 (Revised July 1997)
- Case
Technology Transfer at a Defense Contractor
By: Linda A. Hill
At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp., faces a delay in a costly defense project due to the inability of one of his subordinates to gain the cooperation of engineers at Parsons'... View Details
- October 1988 (Revised October 1989)
- Background Note
Aspects of Marketing Organization: An Introduction
Discusses the typical strengths, vulnerabilities, and key management skills associated with three common forms of marketing organization: a product-focused organization, a market-focused organization, and a functionally-focused organization. It considers how the nature... View Details
Keywords: Marketing Strategy
- September 1988 (Revised June 1993)
- Case
Ring Medical
Describes the progress of a new product launch (HCS-100, a hospital communication system). Ring Medical has sold only five systems in six months against an annual target of 30. There is a lack of agreement internally on how the new product effort should be organized.... View Details
- August 1988 (Revised November 1989)
- Case
Reebok International Ltd.
By: John A. Quelch
Reebok executives are reviewing the company's advertising and promotion programs for the second half of 1988. These include sponsorship of the 1988 Summer Olympics and a rock concert tour organized by Amnesty International. In addition, Reebok is launching a new... View Details
- August 1988 (Revised April 1998)
- Case
IBM 360: Giant as Entrepreneur
By: Joseph L. Bower
Presents the ingredients that went into a major entrepreneurial shift by IBM--investing $5 billion into a new product line that would obsolete any existing computer product line offered by the competition, or by IBM itself. The economic and technical challenges of this... View Details
- August 1988 (Revised August 1989)
- Case
Poletown Dilemma, The
By: Thomas R. Piper
Senior management of General Motors must select a site for a new assembly plant to replace two plants located in Detroit. The economics strongly favor a site in an adjacent state. However, a relocation would have substantial, negative impact on the existing work force,... View Details
- April 1986 (Revised May 1988)
- Case
Sun Microsystems, Inc. (B)
By: Kim B. Clark
Dissects the manufacturing process and procedures of a high-end computer manufacturer. The main issue is how to introduce new products and ramp them up quickly in a competitive environment where time-to-market is crucial. Focuses on engineering change orders--how they... View Details
- June 1985 (Revised April 1989)
- Case
Benetton (B)
By: James L. Heskett
The managing director of Benetton is faced with several issues concerning the adequacy of the company's organization to capitalize on the early success it has achieved in an important foreign market, the United States. Specifically, the case raises questions about... View Details
- November 1983 (Revised October 1989)
- Case
Procter & Gamble Europe: Vizir Launch
Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first... View Details
- 01 Aug 1981
- Conference Presentation
The Development and Transmission of New Workplace Structures: Organizational and Market Characteristics of Innovating Corporations
By: R. M. Kanter
- March 1981 (Revised February 1993)
- Case
Hank Kolb, Director, Quality Assurance
By: Frank S. Leonard and W. Earl Sasser
Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to... View Details
Keywords: Leadership; Product; Organizational Culture; Problems and Challenges; Quality; Attitudes; Complexity
- January 1980 (Revised April 1994)
- Case
New Balance Athletic Shoes
By: Kim B. Clark
Faced with growth exceeding 100% per year, James Davis, president of New Balance, must decide how to meet the need for additional capacity. Several factors contribute to a climate of extreme uncertainty. Several options are considered, ranging from a second shift to... View Details
- March–April 1979
- Article
Choosing Strategies for Change
By: Leonard A. Schlesinger and John P. Kotter
"From the frying pan into the fire," "let sleeping dogs lie," and "you can't teach an old dog new tricks" are all well-known sayings born of the fear of change. When people are threatened with change in organizations, similar maxims about certain people and departments... View Details