Publications
Publications
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- All HBS Web
(7,218)
- Faculty Publications (1,709)
- April 1993 (Revised October 1995)
- Case
ALZA and Bio-Electro Systems (A): Technological and Financial Innovation
By: Josh Lerner and Peter Tufano
To develop the next generation of risky products, ALZA, a mature and profitable biotechnology firm specializing in drug delivery systems, must raise $40 million. Organizational constraints and competitive concerns demand that the work be done inside the firm. However,... View Details
- March 1993
- Supplement
Burroughs Wellcome and AZT (C)
Describes key developments relating to Burroughs Wellcome, AZT and other AIDS drugs, and the AIDS issue in general from late 1989 through 1992. Includes excerpts from Wellcome PLC's financial statements and updated statistics on AIDS in the United States. View Details
- January 1993 (Revised August 2003)
- Case
Sally Jameson: Valuing Stock Options in a Compensation Package
By: Peter Tufano
Details a thinly disguised situation faced by a recent Harvard MBA graduate who was forced by a prospective employer to place a dollar value on a grant of stock options. There are two objectives: 1) Serves as an introduction to option valuation, in which students have... View Details
- December 1992 (Revised March 1997)
- Case
Peoria Engine Plant (A)
By: Robert S. Kaplan and Amy P. Hutton
Describes the cost control system used at an automobile engine plant for labor and overhead costs. The finance staff prepares daily, weekly, and monthly variance reports against budgets. Department supervisors, finance staff, and the plant manager discuss the use and... View Details
- December 1992 (Revised May 1993)
- Case
Porsche AG
By: Robert S. Kaplan
Describes the financial management of the research and development departments of an automobile manufacturer and technology supplier. Existing cost systems measure accurately the costs incurred by department and by project. But little formal information is provided... View Details
- September 1992 (Revised July 1998)
- Case
Germany in the 1990s: Managing Reunification
By: George C. Lodge and James W. Ragsdale
In October 1990, eastern Germany was incorporated into the Federal Republic of Germany. The German people rewarded the architect of these changes, Helmut Kohl, with an enhanced majority in national elections. But only two years later it was hard to remember these heady... View Details
- August 1992 (Revised July 2013)
- Case
ChemBright, Inc.
ChemBright is a small start-up company that manufactures private-label household chemicals. The company sells its products to grocery chains in the New England area. Its strategy is based on a significant logistics-based cost advantage. The primary case decisions are... View Details
- May 1992 (Revised January 2000)
- Supplement
ABB: Accountability Times Two (B)
By: Robert L. Simons
Describes internal allocation conflicts in a complex global company structured as a matrix organization. ABB Switzerland has secured and will build an important power station project; however, internal market allocation policies dictate that this work be handled by ABB... View Details
- May 1992 (Revised January 2000)
- Case
Asea Brown Boveri: The ABACUS System
By: Robert L. Simons
Describes the computer-based information system (ABACUS) used to monitor and control business operations in a complex, global company. Describes the technical attributes of the database system, financial reporting requirements, target setting and profit calculations on... View Details
- February 1992 (Revised March 1995)
- Case
Amelia Rogers at Tassani Communications (A)
By: Linda A. Hill
Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a... View Details
- February 1992 (Revised October 1996)
- Case
CUC International, Inc. (A)
By: Krishna G. Palepu and Paul M. Healy
The case series examines the role of financial reporting and corporate finance policies as vehicles for communication between managers and outside investors. This case describes management's concern that the company's stock is undervalued because analysts viewed the... View Details
- February 1992 (Revised May 1995)
- Supplement
CUC International, Inc. (B)
By: Krishna G. Palepu and Paul M. Healy
Describes CUC's initial response to investors' concerns about the firm's accounting. Students are asked to evaluate this response. View Details
- February 1992 (Revised May 1995)
- Supplement
CUC International, Inc. (C)
By: Krishna G. Palepu and Paul M. Healy
Describes analysts' and investors' reaction to CUC's initial response. View Details
- 1992
- Book
Implementing Activity-Based Cost Management: Moving from Analysis to Action
By: Robert S. Kaplan, Robin Cooper, Larry Maisel, Eileen Morrissey and Ronald M. Oehm
Keywords: Activity Based Costing and Management
- October 1991 (Revised September 1998)
- Case
Maxwell Appliance Controls
By: Robert S. Kaplan
A profitable manufacturing division of a large company is looking for new ways to identify sources of productivity improvements. Led by its senior finance officer, an activity-based cost system is developed to identify activities performed for its highly varied product... View Details
- October 1991 (Revised October 1996)
- Case
Hawkeye Bancorporation
Hawkeye, a small bank holding company in Iowa, faces difficulties in the mid 1980s as the local Iowa farm economy is in recession. This case provides an opportunity for students to become familiar with bank financial statements, and introduces some issues in market... View Details
- September 1991 (Revised November 1997)
- Case
Gillette's Launch of Sensor
By: Pankaj Ghemawat and Benjamin C. Esty
The introduction of the Sensor Shaving System, one of the biggest product launches ever, forced Gillette to reevaluate its strategy in its shaving and non-shaving business. It had to decide whether to go ahead with the launch and if so, at what scale. Permits analysis... View Details
- June 1991 (Revised March 1995)
- Case
Becton Dickinson (D): Strategic Human Resource Management Profiling
By: Michael Beer
Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for... View Details