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- 2007
- Working Paper
Deferred Acceptance Algorithms: History, Theory, Practice, and Open Questions
By: Alvin E. Roth
The deferred acceptance algorithm proposed by Gale and Shapley (1962) has had a profound influence on market design, both directly, by being adapted into practical matching mechanisms, and, indirectly, by raising new theoretical questions. Deferred acceptance... View Details
- January 2007 (Revised May 2009)
- Case
Kibera and the Kenya Slum Upgrading Project (A)
By: Nicolas P. Retsinas, Arthur I Segel, Marc Diaz and John Dean Shepherd
Kenya's Minister of Housing faces tremendous pressures in dealing with the pervasive housing troubles in his country. Kibera is the largest slum in Africa and home to more than 800,000 residents, yet only measures two square kilometers, roughly half the size of... View Details
- November 2006 (Revised September 2007)
- Case
The Bollingers: Negotiating with Wal-Mart (A)
By: James K. Sebenius and Ellen Knebel
Describes the negotiations by Howard and Marilyn Bollinger over supplying a new product line to Wal-Mart, the world's largest retailer. The (A) case outlines the Bollingers' development of their product, the Wallpockett, documents their negotiation preparation for... View Details
- July 2006 (Revised October 2006)
- Case
Lenovo: Building A Global Brand
By: John A. Quelch and Carin-Isabel Knoop
Announced in December 2004, the $1.75 billion acquisition of IBM's PC division by Lenovo, China's largest PC maker, made headlines around the world. A relative upstart in the business, Lenovo acquired the division of IBM that invented the PC in 1981. While Lenovo was... View Details
- April 2006 (Revised April 2007)
- Case
Endeca Technologies: New Growth Opportunities
By: Paul A. Gompers and Kristin Perry
Steve Papa, CEO of Endeca Technologies, must decide whether to expand into a new market with a new application of his company's technology. Endeca has experienced significant success with its information access software in the online retail industry, and in September... View Details
- March 2006
- Module Note
Managing Innovation in an Uncertain World
Describes the second module of the 30-session Harvard Business School elective course Managing Innovation in an Uncertain World. The course helps students understand the challenges that uncertainty implies for innovation and how to overcome these challenges. The course... View Details
- February 2006 (Revised June 2007)
- Case
Brazos Partners and Cheddar's Inc.
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Randall Fojtasek, a partner at Brazos Private Equity Partners, must decide whether to invest more money in Cheddar's restaurant chain, which the firm invested in 10 months earlier. The incremental investment would fund a real estate subsidiary that would own the... View Details
- February 2006 (Revised September 2006)
- Case
Tad O'Malley: June 2005
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Tad O'Malley, a new associate at Empire Investment Group, a top-tier leveraged buyout firm, must evaluate three different deals and recommend which should receive additional resources for further investigation. He must consider the specifics of each company and each... View Details
- 2006
- Article
The End of Nationality? Global Firms and 'Borderless Worlds'
By: G. Jones
This article provides a historical perspective to current debates whether large global firms are becoming "stateless" and whether this is a historically new phenomenon. It shows that a great deal of international business in the nineteenth century was not easily fitted... View Details
- November 2005 (Revised July 2009)
- Case
Cutter & Buck (A)
By: William A. Sahlman and Victoria Winston
Only three short months into her new position as CEO of publicly traded golf apparel manufacturer Cutter & Buck, Fran Conley discovers accounting irregularities that call into question the reliability of this company's financial statements. Working closely with her... View Details
- October 2005
- Case
Intel Corporation 2005
By: David B. Yoffie and Michael Slind
Buoyed by strong recent sales growth but humbled by failed strategic bets and other missteps, Intel in 2005 initiated a major reorganization. Under its new CEO, Paul Otellini, the company shifted toward a "platform" model, inspired by the success of its Centrino... View Details
- July 2005 (Revised August 2011)
- Case
Jesse Holman Jones and the Reconstruction Finance Corporation
By: Nitin Nohria, Anthony Mayo and Bridget Gurtler
Jesse Holman Jones is regarded as one of the most influential men in reviving the American economy from the Great Depression. With only an 8th grade education, he rose to the top of the banking, real estate, and lumber industries, as well as the upper echelons of... View Details
- January 2005 (Revised August 2005)
- Background Note
A Note on Managing the Growing Venture
By: Richard G. Hamermesh, James L. Heskett and Michael J. Roberts
Focuses on the strategic and organizational challenges that confront growing enterprises and the entrepreneurs who lead them. Provides an overview of how a new venture needs to change as it passes from the initial start-up to the growth phase. Explores how a venture's... View Details
- August 2004 (Revised July 2005)
- Case
Allianz (D1): The Turnaround
By: Joseph L. Bower, Anders Sjoman and Sonja Ellingson Hout
Examines the acquisition of Dresdner Bank by Allianz--the deal of the year in 2002. Examines some of the challenges posed by the turnaround of Dresdner as seen by Michael Diekmann, the new CEO of Allianz. In working with Dresdner, Allianz needed to figure out what it... View Details
- April 2004 (Revised June 2004)
- Case
Entrepreneurship Goes Global: ResMed's Gamble
By: Christopher A. Bartlett, Andrew N. McLean and Meg Glinska
On the basis of its innovative medical device for treating sleep apnea, CEO Peter Farrell has made Australian-born ResMed a successful global company. But the company is struggling to implement a strategy to expand the device from its focused core market to a much... View Details
- April 2004 (Revised May 2006)
- Background Note
Achieving Profitable Growth and Market Value
By: James L. Heskett and Richard G. Hamermesh
Provides an overview of how a new venture needs to change as it passes from the initial start-up to the growth phase. Explores how a venture's leadership, strategy, and execution need to evolve to deal with rapid growth. View Details
- October 2003 (Revised January 2004)
- Case
Burberry
By: Youngme E. Moon, Erika Kussmann, Emma Penick, Susan Wojewoda and Kerry Herman
In 2003, Rose Marie Bravo, Burberry's CEO, is debating how to maintain the currency and cachet of the brand across its broad customer base, while entering new product categories and expanding distribution. In the past five years, the brand has become one of the hottest... View Details
- February 2003 (Revised February 2009)
- Case
Yahoo!: Becoming a Competitor in the Career Listings Space (A)
By: Kathleen L. McGinn and Nicole Nasser
In late 2001, Yahoo!'s new executive leadership team faces a decision. With online advertising revenues significantly off, the company has decided to explore new strategic businesses, including online recruiting. The team must decide whether to make a bid for... View Details
- January 2003 (Revised November 2005)
- Case
Endeavor-Determining A Growth Strategy
By: William A. Sahlman and Michael J. Roberts
Describes the progress of a nonprofit organization, Endeavor, focused on nurturing entrepreneurship in emerging markets. At the time of the case, it has successfully expanded to five Latin American countries and is contemplating the next phase in its growth.... View Details
- December 2002 (Revised June 2003)
- Case
Vignette: The Rebar Dilemma
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Martin Smith, a new associate at an LBO firm, must respond to a problem posed by his boss, based on an historical deal that suddenly came undone. After months of negotiation, his firm's plan to buy a bankrupt competitor of one of its portfolio companies and close it... View Details