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- August 1997 (Revised June 1999)
- Case
Providian Trust: Tradition and Technology (A)
By: F. Warren McFarlan and Melissa Dailey
A major trust company attempts to implement a major software system while simultaneously reengineering business processes. Providian Trust, a previously non-IT intensive organization, must completely reposition its management of technology to deal with IT's new... View Details
- August 1997 (Revised July 1999)
- Case
Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy
By: Michael Beer
Describes the process of transforming a recently formed division of Hewlett-Packard. View Details
- August 1997 (Revised July 1999)
- Case
Hewlett-Packard's Santa Rosa Systems Division (B): The Second Profiling Iteration
By: Michael Beer and Gregory C. Rogers
Describes the process of transforming a recently formed division of Hewlett-Packard. View Details
- 1 Aug 1997
- Conference Presentation
Beyond Armchair Feminism: EnGendering Organizational Change
By: R. Ely and Debra E. Meyerson
- 1997
- Chapter
Technology Cycles, Innovation Streams and Ambidextrous Organizations
By: P. Anderson, M. Tushman and C. O'Reilly
- July 1997
- Case
Walt Disney's Dennis Hightower: Weaving Together the European Operations
By: Ashish Nanda
The case describes the actions taken by Dennis Hightower as president of Disney Consumer Products in Europe and the Middle East from 1988 to 1994. It focuses on how he has gone about establishing a regional office and knitting local operations closer together, the... View Details
- July 1997 (Revised December 1997)
- Case
Allentown Materials Corporation: The Electronic Products Division (A)
By: Michael Beer
A division of Allentown Materials Corp. has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction, and morale is low. The cause of these problems is found in a change in... View Details
- July 1997
- Case
Allentown Materials Corporation: The Electronic Products Division (B)
By: Michael Beer
Focuses on the recommendations and implementation strategy made by the organizational development group to address the division's problems. A rewritten version of an earlier case. View Details
- July 1997
- Supplement
Allentown Materials Corporation: The Electronic Products Division (C)
By: Michael Beer
Supplements the (A) and (B) cases. Designed as an in-class handout. A rewritten version of an earlier supplement. View Details
- June 1997 (Revised May 1998)
- Case
Mobil USM&R (A1)
By: Robert S. Kaplan
First of a two-part case on the development and use of a Balanced Scorecard (BSC) at Mobil's US Marketing and Refining Division. Split from the original (A) case to give students an opportunity to suggest objectives and measures for the division's initial BSC, without... View Details
- May 1997
- Supplement
Francisco de Narvaez at Tia
By: Linda A. Hill and Mara Willard
Harvard Business School students question Francisco de Narvaez about his family store, Tia, from the late 1980s to the present, as he attempts to transform it from a family-owned business into a market-driven, professionally-run global company. View Details
- March 1997 (Revised March 1997)
- Case
Business Teams at Rubbermaid, Inc.
By: Teresa M. Amabile and Dean Whitney
Rubbermaid, a consumer-products company widely praised for its innovation, has instituted a company-wide experiment to stimulate innovation even further. The experiment consists of creating small cross-functional business teams within each division, with each team... View Details
- February 1997 (Revised December 1997)
- Case
Arbor Health Care Company
By: Myra M. Hart and Stephanie Dodson
A venture-funded start-up runs into trouble when health care reimbursement policies change radically. With the help of its board, the company develops a new strategy, becomes profitable, and makes a public offering. The second wave of changes introduced by Clinton... View Details
- 1997
- Book
Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal
By: Michael Tushman and C. O'Reilly
- January 1997 (Revised February 1998)
- Case
Elsie Y. Cross Associates, Inc. and CoreStates Financial Corp.
By: Rosabeth M. Kanter and Thomas Dretler
A consulting firm specializing in diversity and organizational change assists an 18,000-employee bank with a massive culture change effort. View Details
- January 1997
- Exercise
Negotiating Corporate Change: Confidential Information, Paul Stokes, VP, Health and Beauty Aids Division
This case provides the confidential role information necessary for one person in a four-person negotiation simulation about a major corporate change. Specifically, it describes the role of Paul Stokes as he attempts to negotiate a new uniform corporate information... View Details
- October 1996 (Revised April 1998)
- Case
Mobil USM&R (D): Gasoline Marketing
By: Robert S. Kaplan
Mobil US Marketing & Refining has shifted from a centralized staff-driven organization to decentralized business-units. Staff functions now must negotiate service agreements with a buyer's committee consisting of representatives from the profit-center business units.... View Details
- October 1996 (Revised November 1996)
- Case
Boston Beer Company: Samuel Adams, Brewmaster Leading a Revolution
By: Ray A. Goldberg and Mollie H. Carter
Boston Beer Co. revolutionized the beer industry by identifying and responding to a new consumer segment. Using the excess capacity in the brewing industry to establish contract brewing arrangements and an extremely capable sales force, the company opened the... View Details