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Publications

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    Tsedal Neeley

    Tsedal Neeley is the Naylor Fitzhugh Professor of Business Administration, Senior Associate Dean of Faculty Development and Research, and Faculty Chair of the Christensen Center for Teaching... View Details

    • April 1989 (Revised September 1989)
    • Case

    CIBA-GEIGY AG: Impact of Inflation and Currency Fluctuations

    By: Hugo Uyterhoeven
    The chairman of the second-largest Swiss multinational company is preparing for a board discussion on the impact of a constantly strengthening Swiss franc. The case raises strategic issues in terms of international competitiveness, financial reporting issues of how to... View Details
    Keywords: Inflation and Deflation; Currency; Financial Management; Multinational Firms and Management; Problems and Challenges; Risk and Uncertainty; Competitive Strategy; Switzerland
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    • November 2008
    • Article

    Winning the Race for Talent in Emerging Markets

    By: Douglas A. Ready, Linda A. Hill and Jay A. Conger
    "This war for talent is like nothing we've ever seen before," write the authors, who have spent decades studying talent management and leadership development. Recently they interviewed executives at more than 20 global companies to identify strategies for attracting... View Details
    Keywords: Leadership Development; Selection and Staffing; Talent and Talent Management; Multinational Firms and Management; Organizational Culture; Recruitment; Diversity; Developing Countries and Economies
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    • March 2001 (Revised March 2003)
    • Case

    Kelon (A): China's Corporate Dragon

    By: Yasheng Huang and David Lane
    Kelon was founded in the small, rural town of Rongqi in the Guangdong Province in 1984. In a six-year span, Kelon became China's largest refrigerator maker. In the 1990s it faced fierce competition from other Chinese firms as well as from multinational corporations.... View Details
    Keywords: Competition; Multinational Firms and Management; Ownership; Consumer Products Industry; China
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    • March 1995 (Revised March 1995)
    • Case

    Smashing the Cube: Corporate Transformation at CIBA-GEIGY Ltd.

    By: David J. Collis and Elizabeth Wynne Johnson
    CIBA-GEIGY is a large, diversified multinational corporation that transforms itself in the 1990s through a massive structural and cultural change. The case describes the changes implemented and the processes used to effect change in portfolio, people, and structures.... View Details
    Keywords: Restructuring; Change Management; Transformation; Investment Portfolio; Multinational Firms and Management; Organizational Culture; Corporate Strategy
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    • November 2003 (Revised September 2016)
    • Case

    Creating Global Oil, 1900-1935

    By: Geoffrey G. Jones and Daniel Wadhwani
    Taught in the elective MBA course entitled The Evolution of Global Business. Examines the development of an international cartel in the oil industry in the 1920s and 1930s. Focuses on the decisions and actions of the leading multinational oil companies—particularly... View Details
    Keywords: History; Competition; Multinational Firms and Management; Alliances; Cooperation; Business and Government Relations; Energy Industry
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    • December 2006 (Revised January 2009)
    • Case

    METRO Cash & Carry

    By: Tarun Khanna, Krishna G. Palepu, Carin-Isabel Knoop and David Lane
    Analyzes the globalization of Metro Case & Carry, a German wholesaler, which has flourished in many foreign markets but struggled to gain traction in India. Considers Metro's experience in Russia and China to put the company's challenges in India in comparative... View Details
    Keywords: Cross-Cultural and Cross-Border Issues; Global Strategy; Multinational Firms and Management; Emerging Markets; Market Entry and Exit; China; India; Russia; Germany
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      NGOs and Organizational Change

      The organizational dynamics of non-governmental organizations (NGOs) have become increasingly complex as they have evolved from small local groups into sophisticated multinational organizations with global networks. Alnoor... View Details

      • September 2006 (Revised March 2010)
      • Case

      Teva Pharmaceutical Industries, Ltd

      By: Tarun Khanna, Krishna G. Palepu and Claudine Deborah Madras
      How do companies develop a strategy that is both low-cost and differentiated without becoming squeezed in the middle? Describes how Teva, Israel's first and largest multinational, achieved its globally dominant position in generic pharmaceuticals, an industry that has... View Details
      Keywords: Multinational Firms and Management; Emerging Markets; Rank and Position; Competitive Strategy; Pharmaceutical Industry; India; Israel
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      • September 1995
      • Case

      Richina Capital Partners Limited

      By: William A. Sahlman and Jason Green
      Richard Yan and Suzanne Foels raise a $52.5 million fund to invest in Chinese companies in concert with major multinational companies. They face all the challenges of starting a business from scratch in addition to the challenges of operating in a cross-cultural... View Details
      Keywords: Business Startups; Venture Capital; Problems and Challenges; Emerging Markets; Multinational Firms and Management; Cross-Cultural and Cross-Border Issues; Governance Compliance; Business Strategy; Expansion; Investment Return; China
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      • Research Summary

      Entrepreneurial Finance and International R&D Management

      Walter Kuemmerle's research and teaching interests fall within the domain of knowledge and capital management in a global economy. His research focuses on international entrepreneurship and venture capital. He studies venture capital systems and entrepreneurship in... View Details

        V. Kasturi Rangan

        Kash Rangan is the Malcolm P. McNair Professor of Marketing at the Harvard Business School. Formerly the chairman of the Marketing Department (1998-2002), he is now the co-chairman of the school's Social Enterprise Initiative. He has taught in a wide variety of MBA... View Details

        Keywords: advertising; agribusiness; apparel; automobiles; computer; consumer products; e-commerce industry; high technology; industrial goods; marketing industry; pharmaceuticals
        • February 2008 (Revised November 2008)
        • Case

        Global Talent Management at Novartis

        By: Jordan Siegel
        This case tackles the topic of global talent management. It can be used to analyze the performance measurement, incentive, and talent development system used at a major multinational company. This case can also be used to analyze the extent to which this system should... View Details
        Keywords: Talent and Talent Management; Developing Countries and Economies; Multinational Firms and Management; Performance Evaluation; Motivation and Incentives; Adaptation
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        • 2010
        • Chapter

        Facts and Fallacies about U.S. FDI in China

        By: Lee Branstetter and C. Fritz Foley
        Despite the rapid expansion of U.S.-China trade ties, the increase in U.S. FDI in China, and the expanding amount of economic research exploring these developments, a number of misconceptions distort the popular understanding of U.S. multinationals in China. In this... View Details
        Keywords: Expansion; Trade; Foreign Direct Investment; Mathematical Methods; Multinational Firms and Management; China; United States
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        • Fall 2013
        • Article

        Engaging Supply Chains in Climate Change

        By: Chonnikarn Fern Jira and Michael W. Toffel
        Suppliers are increasingly being asked to share information about their vulnerability to climate change and their strategies to reduce greenhouse gas emissions. Their responses vary widely. We theorize and empirically identify several factors associated with suppliers... View Details
        Keywords: Knowledge Sharing; Motivation and Incentives; Risk Management; Climate Change; Supply Chain Management; Environmental Sustainability
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        • December 2019 (Revised June 2024)
        • Case

        The Dutch East India Company in 1612 (A)

        By: Lynn S. Paine and Giuseppe Dari-Mattiacci
        The Dutch East India Company’s board of directors must decide what to do about an impending legal requirement to liquidate the company’s assets and return to shareholders their capital and any profits earned during a ten-year lock-up period. The charter granted to the... View Details
        Keywords: Corporate Governance; Globalized Firms and Management; Organizational Structure; Laws and Statutes; Financial Markets; Business and Shareholder Relations; Business and Government Relations; Business History; Shipping Industry; Netherlands
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        • Article

        Models of Best Practice in Integrated Reporting 2015

        By: Robert G. Eccles, Michael P. Krzus and Sydney Ribot
        In March of 2015, the authors reviewed the integrated reports of 25 multinational companies that participated in the International Integrated Reporting Council's (IIRC's) Pilot Programme Business Network. Because it was not until December 2013 that companies had any... View Details
        Keywords: Integrated Reporting; Integrated Corporate Reporting
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        • 04 Jan 2018
        • News

        How to Monetize Happiness

        • April 2020 (Revised January 2022)
        • Case

        Uber: Competing Globally

        By: Alexander J. MacKay, Amram Migdal and John Masko
        This case describes Uber’s global market entry strategy and responses by regulators and local competitors. It details Uber’s entry into New York City (New York), Bogotá (Colombia), Delhi (India), Shanghai (China), Accra (Ghana), and London (United Kingdom). In each... View Details
        Keywords: Business Ventures; Business Growth and Maturation; Business Model; Geography; Geographic Location; Geographic Scope; Globalization; Global Strategy; Multinational Firms and Management; Globalized Markets and Industries; Governance; Governance Controls; Governing Rules, Regulations, and Reforms; Innovation and Invention; Disruptive Innovation; Innovation Strategy; Law; Management; Growth and Development Strategy; Growth Management; Markets; Demand and Consumers; Consumer Behavior; Network Effects; Emerging Markets; Market Design; Market Entry and Exit; Market Participation; Supply and Industry; Industry Structures; Planning; Strategic Planning; Relationships; Business and Community Relations; Business and Government Relations; Business and Stakeholder Relations; Labor and Management Relations; Networks; Strategy; Adaptation; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Expansion; Information Technology; Mobile and Wireless Technology; Digital Platforms; Transportation; Transportation Networks; Transportation Industry; Technology Industry; Africa; Ghana; Asia; China; Shanghai Shi; Shanghai; India; New Delhi; Europe; United Kingdom; England; London; Latin America; North and Central America; United States; New York (city, NY); New York (state, US); South America; Colombia
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        • 2017
        • Working Paper

        International Business and Emerging Markets: A Long-Run Perspective

        By: Geoffrey Jones
        This working paper explores long-run patterns in the strategies of international business in developing countries. There was a massive wave of Western multinational investment in the developing world during the first wave of globalization before the 1920s. The... View Details
        Keywords: Multinational Firms and Management; Developing Countries and Economies; History; Emerging Markets; Problems and Challenges
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