Publications
Publications
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- Faculty Publications (433)
- February 2008 (Revised February 2015)
- Exercise
Your Strategy—A Strategy Formulation Exercise for the General Management Program (GMP)
By: Tarun Khanna, Robyn C. Davis and Stephanie R. Khurana
This exercise is meant to help students take strategy concepts learned and adapt/apply them to their organizations. View Details
- February 2008 (Revised September 2008)
- Case
Indesit Company: Does Global Matter?
By: Joseph L. Bower
In 2007, the leadership of the Indesit Company is focused on long-term corporate strategy. After 3 decades, the company has emerged as the number 2 home appliance producer in Europe. Should they invest further to be number 1, or should they focus on the global market,... View Details
- November 2007 (Revised May 2008)
- Case
Haier Hefei Electronics Co. (A)
By: Lynn Sharp Paine
The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia's "most admired companies," attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over... View Details
- August 2007
- Module Note
Managing Networked Businesses: Platform Evolution Module
Offers an overview of conceptual content and pedagogical guidance for instructors using a six-session module, "Platform Evolution," from "Managing Networked Businesses" (MNB), a case-based MBA elective course on platform-mediated networks. The module explores the... View Details
- August 2007
- Case
Manila Water Company
By: V. Kasturi Rangan, David Wheeler and Jane Comeault
In 1997, the Philippines government privatized its water utility in the metropolitan Manila area. The East Zone concession was won by Manila Water Company and the West Zone concession by Maynilad Water Services. Over the next decade, Manila Water turned in an... View Details
- June 2007
- Case
Wal-Mart Mexico: Managing Multiple Formats
By: Rajiv Lal, Mark Rennella and David Lane
"On February 1, 2007, Wal-Mart Mexico (Walmex) CEO Eduardo Solorzano was preparing for a well deserved, two-week vacation on Mexico's Yucatan Peninsula. Things were going well. Wal-Mart Mexico, which consisted principally of six different retail formats, had been... View Details
- April 2007
- Case
Alan Kendricks at Cardiology Associates
By: Boris Groysberg, Colleen Kaftan and Wilfred S. McCalla, Jr.
Alan Kendricks struggles to address many challenges facing him as a recently promoted medical director for Cardiology Associates at Southeastern Pennsylvania University Hospital. He must balance his time taking care of patients, running a practice, managing up, down,... View Details
- October 2006 (Revised May 2007)
- Case
King Arthur Flour
By: Thomas J. DeLong, James Holian and Joshua Weiss
Steve Voigt, the CEO of King Arthur Flour, must determine how the company can continue to grow, whilst preserving its unique culture. In 1996, the company was sold to employees in as ESOP transaction. The following decade saw significant growth, despite declining sales... View Details
- October 2006 (Revised October 2007)
- Case
Grosvenor Group Limited
By: Andre F. Perold, Arthur I Segel, Oliver Corlette and Soyoun Song
A global real estate investment firm is trying to decide whether to enter into a property-derivative transaction to help it effect a change in asset allocation. The market for real estate derivatives is beginning to grow quite rapidly and the firm is trying to... View Details
- September 2006
- Case
Earthbound Farm
By: William A. Sahlman and Alison Berkley Wagonfeld
Describes a set of decisions confronting the senior management of Earthbound Farm, the largest organic produce company in the world. Focuses on what to do with an East Coast distribution center that is losing money but may be useful strategically. View Details
- September 2006 (Revised May 2007)
- Case
GE's Jeff Immelt: The Voyage from MBA to CEO
By: Christopher A. Bartlett and Andrew N. McLean
GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. Traces the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and... View Details
- September 2006 (Revised February 2008)
- Case
Philips Electronics N.V.
By: Jay W. Lorsch and Alexis Chernak
Looks at the multinational company, Philips Electronics, which is headquartered in the Netherlands, as an example of a company with a two-tiered board. The company is governed by both a supervisory board and a board of management. Examines the role, dynamic, and best... View Details
- June 2006
- Case
Matthew B. Hunter
By: John A. Davis and Deepak Malhotra
Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management. View Details
- March 2006 (Revised May 2009)
- Case
Entrepreneurial Insights
By: Joseph L. Bower and Sonya Hout
Presents a matrix of 42 video clips of interviews with seven entrepreneurial managers answering the same six questions about their experiences building their companies. The individual entrepreneurs (Vittorio Merloni, Merloni Elettrodomestici; Alex d'Arbeloff, Teradyne,... View Details
- February 2006 (Revised August 2006)
- Case
Auctioning Morningstar
By: Malcolm P. Baker and James Quinn
Morningstar, a publisher of data and ratings for mutual fund investors, is considering an auction-based approach to the company's upcoming IPO, with management weighing the risks and benefits of the auction approach vs. a traditional underwritten offering. View Details
- February 2006 (Revised August 2006)
- Case
Investment Banking at Thomas Weisel Partners
By: Malcolm P. Baker and Lauren Barley
Thomas Weisel Partners (TWP), a San Francisco-based bank focusing on emerging growth companies, is considering its strategy in the context of regulatory, competitive, and legal changes. Blake Jorgensen, the chief operating officer and co-director of investment banking,... View Details
- January 2006
- Case
Ron Perez (A)
By: Lynn S. Paine
The division human resources officer must decide whether to discipline a long-time employee for misusing company time and for improperly filling out time cards for his work on government contracts. Intended to focus on the various factors relevant to disciplining... View Details
- January 2006
- Case
Jack Strang at SequenceLabs
By: Mukti Khaire, John J. Gabarro and Lynda M. Applegate
How can entrepreneur manage his firm if things go wrong despite having a great idea, a solid team, and financial backing? Jack Strang founded a biotech firm with his friend Peter Evans, to develop molecular pathway-based "cures" for metabolic disorders. The idea was... View Details
- January 2006 (Revised September 2007)
- Case
Bentington Industries
By: David Ager and John A. Davis
Describes the situation facing Paul Bentington, the president, CEO, and member of the owning family of BIND, PLC, a large and successful family-owned engineering consulting firm in London. Bentington's sister and brother, both of whom are owners of the firm, confront... View Details
- January 2006 (Revised October 2007)
- Background Note
Managing Networked Businesses: Course Overview for Students
Provides an overview for students of the MBA elective course Managing Networked Businesses (MNB). MNB focuses on management challenges in businesses that exhibit network effects. The first section of the note explains that such businesses comprise a large and growing... View Details