Publications
Publications
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(7,905)
- Faculty Publications (1,844)
- January 1995 (Revised October 1995)
- Case
Citibank: Global Customer Management
By: Michael Y. Yoshino and Thomas W. Malnight
Describes Citibank's worldwide operations, which include activities in developing and developed markets. The bank's structure also varies across markets and regions, varying from autonomous national affiliates to an industry/product-based structure in its domestic U.S.... View Details
- January 1995 (Revised May 1997)
- Case
Syscom Computers
By: Kenneth A. Froot, Peter Tufano and Chris L Marshall
Discusses a company deciding what it should do to manage its worldwide hedging operations. View Details
- 1995
- Book
Business Policy: Managing Strategic Processes
By: Joseph L. Bower, Christopher A. Bartlett, Hugo Uyterhoeven and Richard E. Walton
- January–February 1995
- Article
Changing the Role of Top Management: Beyond Structure to Processes
By: S. Ghoshal and C. A. Bartlett
- December 1994 (Revised May 1999)
- Case
3M Optical Systems: Managing Corporate Entrepreneurship
By: Christopher A. Bartlett and Afroze A Mohammed
A middle-level division manager must decide whether he should support an investment request for a third attempt at launching a new product developed by a struggling business unit. Describes the long, difficult process by which the unit has developed the product--a... View Details
- December 1994 (Revised June 1995)
- Case
Tiffany & Co.--1993
By: W. Carl Kester and Kendall Backstrand
The restructuring of Tiffany's retailing agreement with Mitsukoshi Ltd. in 1993 exposed Tiffany to substantial yen/dollar exchange rate volatility that it had not previously faced. This new exposure requires Tiffany to establish risk management policies and practices.... View Details
- December 1994
- Case
AB SKA (Sweden)
By: David F. Hawkins, V.G. Narayanan and Robert L. Simons
A senior manager faces three accounting and control decisions related to a new R&D project: to expense or capitalize, how to implement management control over the R&D function, and how to use activity-based cost drivers for product costing. View Details
- November 1994
- Background Note
Why Bad Things Happen to Good Companies
By: Benson P. Shapiro, Adrian J. Slywotsky and Richard S. Tedlow
Describes the Darwinian internal and external processes that lead to poor performance from a previously well performing company. Demonstrates why any business design eventually fails and the role of organizational calcification and poor leadership in the failure. Also... View Details
- November 1994
- Case
Pilkington Float Glass--1955
By: Kim B. Clark
The case examines the development of the float glass process at Pilkington in the mid-1950s. Pilkington has pursued the development of a radically new process for flat glass production, but has experienced serious problems at each stage of development. The senior... View Details
- November 1994 (Revised June 1996)
- Case
Dennis Hightower: Walt Disney's Transnational Manager
By: Ashish Nanda
Describes the actions taken by Dennis Hightower as president of Disney Consumer Products in Europe and the Middle East from 1988 to 1994. Focuses on how he has established a regional office and knit local operations closer together, the benefits that the process has... View Details
- 28 Oct 1994
- Lecture
Japanese and American Corporate Governance: Converging to Best Practice?
By: W. Carl Kester
- September 1994 (Revised August 2011)
- Supplement
ExtendSim® Simulation Exercises in Process Analysis (A2)
By: Roy D. Shapiro
Solutions and detailed discussion of exercises from the (A) case. Unadvertised per Case Records. View Details
- September 1994 (Revised August 2011)
- Supplement
ExtendSim® Simulation Exercises in Process Analysis (B2))
By: Roy D. Shapiro
Solutions and detailed discussion of exercises from the (B) case. Unadvertised per Case Records. View Details
- September/December 1994
- Article
Management Accounting (1984-1994): Development of New Practice and Theory
By: Robert S. Kaplan
- August 1994 (Revised May 2001)
- Case
ITT Automotive: Global Manufacturing Strategy (1994)
By: Gary P. Pisano and Sharon L. Rossi
ITT Automotive is in the process of developing a new-generation antilock brake system (ABS), designated the MK-20. The case focuses on the level of automation to be used in the production of this new system, and whether all plants should use the same process... View Details
- Article
Influences on Human Resource Management Practices in Multinational Corporations
By: P. Rosenzweig and N. Nohria
- May 1994
- Background Note
Managing Market Complexity: A Three-Ring Circus
Proposes models of organization that address the various product-market environments posed by the product life cycle. Frames these changes along the two dimensions of uncertainty and diversity. Offers three sets of organizational characteristics to reflect the three... View Details
- May 1994 (Revised August 1994)
- Case
Motorola-Elma
By: Shoshana Zuboff and Janis Lee Gogan
Motorola's old automative electronics plant in Arcade, outside Buffalo, New York, faced the prospect of closure in the mid-1980s, but leading customers persuaded Motorola to give the plant a second chance. The new plant manager, Dennis Fiehn, recognized that existing... View Details
- May 1994 (Revised November 1994)
- Case
PepsiCo: A View from the Corporate Office
Describes the three business segments of PepsiCo (beverages, snack foods, and restaurants). It then explores the competitive environment within each segment and the response of PepsiCo's businesses. It seeks to show how PepsiCo CEO, D. Wayne Calloway, in a very... View Details
- April 1994 (Revised August 1996)
- Case
American Express (A)
By: Jay W. Lorsch
In January 1993, the American Express board met to decide who would succeed James D. Robinson, III as chairman and CEO. The board needed to act in the spotlight of intense media and investor scrutiny, and after leaks had revealed that there was a conflict among the... View Details