Publications
Publications
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(11,200)
- Faculty Publications (2,070)
- May 1992 (Revised January 2000)
- Case
Asea Brown Boveri: The ABACUS System
By: Robert L. Simons
Describes the computer-based information system (ABACUS) used to monitor and control business operations in a complex, global company. Describes the technical attributes of the database system, financial reporting requirements, target setting and profit calculations on... View Details
- April 1992 (Revised June 1993)
- Case
Otis South Africa (A)
By: Michael Beer
Otis Worldwide CEO, George David, was frustrated with the slow pace of nonwhite advancement within Otis South Africa. After a few years of trying to elicit action from South African management, he decided to send a 28-year old U.S. employee to take over as the human... View Details
- March 1992 (Revised April 1995)
- Case
Saatchi & Saatchi Co. PLC: Corporate Strategy
By: David J. Collis
Saatchi & Saatchi, founded in 1970, became the world's largest advertising agency in 1986. It then diversified into consulting and other managerial areas before crashing in 1989. Under a new CEO, the company restructured and refocused on its advertising agencies. View Details
- March 1992 (Revised March 1995)
- Case
Kevin Simpson
By: Linda A. Hill
Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational... View Details
- February 1992 (Revised April 1995)
- Case
Pfizer: Global Protection of Intellectual Property
By: Lynn S. Paine and Michael Santoro
Top officials at Pfizer are assessing their strategy for improving protection of Pfizer's patents around the world. The outcome of the Uruguay Round of the GATT negotiations is uncertain, and it is not clear whether an acceptable intellectual property protection... View Details
- December 1991 (Revised February 1992)
- Case
Dayton Electric Corp.
Concerns a product redesign decision for one of the company's most successful motor products, its rectified power, medium D-C motor, the RPM. A one-year redesign program has proposed a design that comes close to meeting its stated cost and performance goals, but at the... View Details
- November 1991 (Revised September 1993)
- Case
Oak Industries Inc.
By: William A. Sahlman and Burton C. Hurlock
Describes Bill Antle's proposed restructuring plans for Oak Industries, a company composed of nine divisions which seem to be experiencing operating difficulties. During the last ten years the company has been involved in a number of acquisitions and divestitures, as... View Details
- November 1991 (Revised June 1997)
- Case
Micom Caribe (A)
By: David M. Upton and Joshua D. Margolis
Describes the Puerto Rican manufacturing plant of a transnational company. The award-winning plant has dramatically improved the quality of flexibility of its operations, by taking a radical approach to manufacturing. The methods center on the use of specific... View Details
- November 1991 (Revised July 1995)
- Case
Body Shop International
Describes the start-up and rapid growth of a company whose founder holds strong, non-traditional beliefs about the role of the corporation and its responsibility to society. After profiling Anita Roddick as a person, the case describes the anti-mainstream approach she... View Details
- June 1991 (Revised October 1991)
- Case
General Electric: Reg Jones and Jack Welch
By: Francis Aguilar and Christopher A. Bartlett
When GE's retiring Reginald Jones turned the job of CEO over to Jack Welch on April 1, 1981, the Wall Street Journal reported that GE had "decided to replace a legend with a live wire." Some wondered if the young dynamo could fill the elder statesman's very large... View Details
- June 1991 (Revised April 1993)
- Case
Acer, Inc.
By: Robert H. Hayes
Acer is undergoing two major transitions at the time of this case: from a small, entrepreneurially-run company to a large professionally-run one; and from a largely domestic company to a multinational one. After a decade of phenomenal growth, it is now facing a major... View Details
- April 1991 (Revised July 1991)
- Case
RJR Nabisco Board: Guardians of the Gate? (A)
By: Jay W. Lorsch
Charles Hugel, the chairman of RJR Nabisco, receives a call from RJR Nabisco's CEO, Ross Johnson; Johnson plans to present an LBO plan to the board of directors at the board meeting the following week. The case details Hugel's actions as chairman, and describes the... View Details
- March 1991 (Revised December 1994)
- Case
Marks and Spencer Ltd. (B)
Describes the firm's 1988 expansion into the United States through the acquisition of Brooks Brothers, a specialty up-market men's clothing chain and Kings Super Markets, a high quality New Jersey grocer. View Details
- November 1990 (Revised March 1994)
- Case
Digital Equipment Corp.: The Kodak Outsourcing Agreement (A)
By: Lynda M. Applegate and Herminia M. Ibarra
Describes grassroots effort which culminated in Digital's winning a competitive bid for the outsourcing of Kodak's internal telecommunications business. Describes the "Telstar" project, from the initial identification of the business opportunity to the process of... View Details
- November 1990 (Revised August 1992)
- Case
Corning, Inc.: A Network of Alliances
By: Christopher A. Bartlett and Ashish Nanda
Describes James Houghton's actions in assuming the role of CEO at Corning in the midst of a recession. Not only must he turn around operating performance, he must also revitalize a demoralized organization and set a new, clear strategic direction. In doing so, the case... View Details
- September 1990 (Revised January 1992)
- Case
Eli Lilly and Co. (A): Globalization
Examines the changes taking place in Eli Lilly in response to the globalization of the pharmaceuticals industry. Identifies the steps taken by management, problems currently faced, and challenges for the future. Allows examination of the process of implementing a... View Details
- September 1990 (Revised June 1991)
- Case
Otis Elevator Co.: China Joint Venture (A)
Examines Otis's market entry strategy in China through a joint venture with Tianjin Elevator Works. The teaching objective is a basic evaluation of a joint venture in a developing country. May be used with Otis Elevator Co.: China Joint Venture (B1), (B2), and (D). View Details
- 1990
- Book
Banks as Multinationals
By: G. Jones
This comparative and international study looks at the origins and business strategies of multinational banks using empirical research from the United States, Japan, Europe and Australia. The authors survey the evolution of multinational banks over time, and suggest a... View Details
- August 1990 (Revised January 1992)
- Case
Eli Lilly and Co. (B): Europe
Examines the challenges facing the company in light of the changing economic, regulatory, and competitive environment in the European pharmaceutical industry. Examines the steps taken by the company adapting to this changing situation as part of a total globalization... View Details