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Publications
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(119,588)
- Faculty Publications (216)
- November 2005
- Case
Michael Ovitz and The Walt Disney Company (A)
By: Jay W. Lorsch and Alexis Chernak
Faced with the need to hire a new president, The Walt Disney Co. pursued Michael Ovitz, a founder of the Creative Artist Agency. Although initially disinterested, Ovitz engaged in negotiations with Michael Eisner, CEO of The Walt Disney Co., in the summer of 1995... View Details
- August 2005 (Revised December 2005)
- Case
Coach Knight: The Will to Win
By: Scott A. Snook, Leslie A. Perlow and Brian DeLacey
Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various... View Details
- December 2004 (Revised April 2006)
- Case
Managing Diversity at Cityside Financial Services
By: Robin J. Ely and Ingrid Vargas
Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division... View Details
- December 2004 (Revised April 2006)
- Case
Managing Diversity at Spencer Owens & Co.
By: Robin J. Ely and Ingrid Vargas
Spencer Owens & Co, a disguised consulting firm, focuses on domestic and international economic development. As an extension of the firm's commitment to social justice, 20 years ago, Spencer Owens management introduced an affirmative action hiring and promotion... View Details
- October 2004 (Revised February 2006)
- Case
Staffing in Professional Service Firms
By: Ashish Nanda
This case discusses the problem of balancing demand and supply of professionals over time using a fictional scenario. View Details
- October 2004
- Case
Sales Force Training at Arrow Electronics (A)
By: Jason R. Barro, Brian J. Hall and Aaron Zimmerman
In the mid-1980s, Arrow, the world's largest electronics distributor, implemented a college recruiting program to hire salespeople. The program was part of an effort to increase the professionalism and skill set of the sales force in an industry where few salespeople... View Details
- October 2004
- Case
Sales Force Training at Arrow Electronics (B)
By: Jason R. Barro, Brian J. Hall and Aaron Zimmerman
Supplements the (A) case. A rewritten version of an earlier supplement. View Details
- September 2004 (Revised November 2004)
- Case
Sanford C. Bernstein: Growing Pains
By: Boris Groysberg and Anahita Hashemi
To remain competitive, Sallie Krawcheck and Lisa Shalett, Sanford C. Bernstein's director of research and associate director of research, respectively, were examining the need to expand the research department's size, not only domestically but also internationally.... View Details
- May 2004
- Article
The Risky Business of Hiring Stars
With the battle for the best and brightest people heating up again, you're most likely out there looking for first-rate talent in the ranks of your competitors. Chances are, you're sold on the idea of recruiting from outside your organization, since developing people... View Details
- 2004
- Article
Do Firms Change Capabilities by Hiring New People? A Study of the Adoption of Science-based Drug Discovery
By: Rebecca M. Henderson, Nicola Lacetera and Iain Cockburn
- November 2003 (Revised February 2004)
- Case
Richmond Events
By: Amy C. Edmondson and Kristin Lieb
The managers of British business forum planner, Richmond Events, are struggling to expand their conference offerings into new territories. At the same time, they are trying to decide how product managers, who are critical to event success, should be hired, trained,... View Details
- November 2003 (Revised March 2004)
- Case
Dewberry Capital
In 2003, key executives of Dewberry Capital, a fast-growing, Atlanta-based real estate company, are evaluating their growth strategy and the resultant organizational issues. John Dewberry, the entrepreneurial founder of the firm, has developed a portfolio of... View Details
- October 2003 (Revised November 2006)
- Case
GE's Talent Machine: The Making of a 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. This case traces the development of GE's rich system of human resource policies and practices under five CEOs in the post-war era,... View Details
- July 2003 (Revised October 2013)
- Case
Model N Inc.
By: Marco Iansiti and Alison Berkley Wagonfeld
The CEO of a Silicon Valley start-up needed to make organizational and product changes to deliver a new software solution to a Fortune 500 customer. He was wondering how he should structure the company to best meet the requirements for this particular customer, while... View Details
- June 2003 (Revised April 2004)
- Case
Mercy Corps: Global Social Entrepreneurship (A)
By: Christopher A. Bartlett and Daniel F. Curran
Neal Keny-Guyer, CEO of Mercy Corps International, built his organization by following the advice of Theodore Roosevelt: "Be smart enough to hire good people and have sense enough to get out of their way." For eight years, Keny-Guyer helped Mercy Corps grow in size and... View Details
- February 2003 (Revised October 2003)
- Case
Cable Data Systems
By: Paul W. Marshall and Todd H Thedinga
Describes the operating challenges of Cable Data Systems (CDS), a minority-owned cable installation company with a dual mission of maximizing profits and providing employment opportunities to minorities in urban markets. Following the merger of two cable installation... View Details
- September 2002 (Revised January 2003)
- Case
A-Rod: Signing the Best Player in Baseball
This case analyzes a large investment decision considered by the Texas Rangers in 2000: whether to spend $252 million for the services of shortstop Alex Rodriguez. The signing was probably the most controversial sports contract of the past decade. View Details
- August 2002 (Revised February 2005)
- Case
Gillette Company (A): Pressure for Change
By: Rosabeth M. Kanter and James Weber
After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do... View Details
- 2002
- Book
Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs
By: Rakesh Khurana
Corporate CEOs are headline news. Stock prices rise and fall at word of their hiring and firing. Business media debate their merits and defects as if individual leaders determined the health of the economy. Yet we know surprisingly little about how CEOs are selected... View Details
- May 2002 (Revised January 2006)
- Case
SG Cowen: New Recruits
By: Thomas J. DeLong and Vineeta Vijayaraghavan
Chip Rae, director of recruiting at SG Cowen, must decide which recruits to keep after the final interview process for new outside associate hires. Along with team captains assigned to each school, he reviews the criteria used to make hiring decisions. Their new... View Details