Kim B. Clark

George Fisher Baker Professor of Administration, Emeritus

Contact:

(617) 495-6550

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Kim B. Clark joined the Harvard faculty in 1978 and served as Dean of the Faculty at Harvard Business School from 1995 to 2005.  He received the B.A. (1974), M.A. (1977), and Ph.D. (1978) degrees in economics from Harvard University.

 

Professor Clark's research has focused on modularity in design and the integration of technology and competition in industry evolution, with a particular focus on the computer industry. He and Carliss Baldwin are co-authors of a book on the topic entitled Design Rules: The Power of Modularity (MIT Press, 2000). Earlier research focused on the areas of technology, productivity, product development, and operations strategy; publications on these topics include Leading Product Development: The Senior Manager's Guide to Creating and Shaping the Enterprise (with S.C. Wheelwright, Free Press, 1995); The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development (co-edited with H.K. Bowen, C. Holloway, and S.C. Wheelwright, Oxford University Press, 1994) and Revolutionizing Product Development (with S.C. Wheelwright, The Free Press, 1992). A comprehensive study on product development in the world auto industry (with T. Fujimoto), Product Development Performance, was published in 1991 by HBS Press. Other books include Dynamic Manufacturing (with R.H. Hayes and S.C. Wheelwright, Free Press, 1988) and Industrial Renaissance (with W.J. Abernathy and A.M. Kantrow, Basic Books, 1983). Additional publications include 'Managing in an Age of Modularity' (with C.Y. Baldwin, Harvard Business Review, September-October 1997),'Development Projects: The Engine of Renewal' (with H.K. Bowen, C.A. Holloway, and S.C. Wheelwright, Harvard Business Review, September-October 1994), 'Organizing and Leading 'Heavyweight' Development Teams' (with S.C. Wheelwright, California Management Review, Spring 1992), 'Capabilities and Capital Investment: New Perspectives on Capital Budgeting' (with C.Y. Baldwin, Journal of Applied Corporate Finance, 1991), and 'The Power of Product Integrity' (with T. Fujimoto, Harvard Business Review, November-December 1990).

    Publications

    Books

    1. Dynamic Manufacturing: Creating the Learning Organization

      Citation:

      Hayes, Robert H., Steven C. Wheelwright, and Kim B. Clark. Dynamic Manufacturing: Creating the Learning Organization. New York, NY: Free Press, 1988.
    2. The Power of Modularity

      Keywords: Design; Governing Rules, Regulations, and Reforms;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. The Power of Modularity. Vol. 1, Design Rules. Cambridge, MA: MIT Press, 2006, Chinese Mandarin ed.
    3. The Power of Modularity

      Keywords: Design; Governing Rules, Regulations, and Reforms;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. The Power of Modularity. Vol. 1, Design Rules. Tokyo: Research Institute of Economy, Trade and Industry (RIETI), 2004, Japanese ed.
    4. The Power of Modularity

      Keywords: Design; Segmentation;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. The Power of Modularity. Vol. 1, Design Rules. Cambridge, MA: MIT Press, 2000.
    5. The Product Development Challenge: Competing through Speed, Quality, and Creativity

      Keywords: Product Development;

      Citation:

      Clark, K. B., and S. C. Wheelwright, eds. The Product Development Challenge: Competing through Speed, Quality, and Creativity. Boston: Harvard Business School Press, 1995.
    6. Leading Product Development: The Senior Manager's Guide to Creating and Shaping the Enterprise

      Keywords: Leading Change; Product Development;

      Citation:

      Wheelwright, S. C., and K. B. Clark. Leading Product Development: The Senior Manager's Guide to Creating and Shaping the Enterprise. New York: Free Press, 1995.
    7. The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development

      Keywords: Business Processes; Innovation and Invention; Product Development;

      Citation:

      Bowen, H. K., K. B. Clark, C. H. Holloway, and S. C. Wheelwright, eds. The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development. New York: Oxford University Press, 1994.
    8. Managing New Product and Process Development: Text and Cases

      Keywords: Management; Product Development;

      Citation:

      Clark, K. B., and S. C. Wheelwright. Managing New Product and Process Development: Text and Cases. NY: Free Press, 1993.
    9. Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality

      Keywords: Product Development;

      Citation:

      Wheelwright, S. C., and K. B. Clark. Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality. New York: Free Press, 1992.
    10. Product Development Performance: Strategy, Organization, and Management in the World Auto Industry

      Keywords: Product Development; Performance; Globalization; Auto Industry;

      Citation:

      Clark, K. B., and T. Fujimoto. Product Development Performance: Strategy, Organization, and Management in the World Auto Industry. Boston: Harvard Business School Press, 1991.
    11. Cases in Operations Management: Strategy and Structure

      Keywords: Cases; Operations; Management; Strategy; Organizational Structure;

      Citation:

      Sasser, W. Earl, Kim B. Clark, David A. Garvin, Margaret B.W. Graham, Ramchandran Jaikumar, and David H. Maister. Cases in Operations Management: Strategy and Structure. Richard D. Irwin, 1982.
    12. Cases in Operations Management: Analysis and Action

      Keywords: Cases; Operations; Management; Theory;

      Citation:

      Sasser, W. Earl, Kim B. Clark, David A. Garvin, Margaret B.W. Graham, Ramchandran Jaikumar, and David H. Maister. Cases in Operations Management: Analysis and Action. Richard D. Irwin, 1982.

    Journal Articles

    1. The Architecture of Participation: Does Code Architecture Mitigate Free Riding in the Open Source Development Model?

      Keywords: Design; Technology; Online Technology;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "The Architecture of Participation: Does Code Architecture Mitigate Free Riding in the Open Source Development Model?" Management Science 52, no. 7 (July 2006).
    2. Managing in an Age of Modularity

      Keywords: Management;

      Citation:

      Baldwin, C. Y., and K. B. Clark. "Managing in an Age of Modularity." Harvard Business Review 75, no. 5 (September–October 1997): 84–93.
    3. Competing through Manufacturing and the New Manufacturing Paradigm: Is Manufacturing Strategy Passe?

      Keywords: Competition; Strategy; Production;

      Citation:

      Clark, K. B. "Competing through Manufacturing and the New Manufacturing Paradigm: Is Manufacturing Strategy Passe?" Production and Operations Management 5, no. 1 (spring 1996).
    4. Development Projects: The Engine of Renewal

      Keywords: Projects;

      Citation:

      Bowen, H. K., K. B. Clark, C. A. Holloway, and S. C. Wheelwright. "Development Projects: The Engine of Renewal." Harvard Business Review 72, no. 5 (September–October 1994): 110–120.
    5. Regaining the Lead in Manufacturing: How to Integrate Work and Deepen Expertise

      Keywords: Leadership; Experience and Expertise;

      Citation:

      Leonard-Barton, D., H. Kent Bowen, Kim B. Clark, Charles A. Holloway, and Steven C. Wheelwright. "Regaining the Lead in Manufacturing: How to Integrate Work and Deepen Expertise." Harvard Business Review 72, no. 5 (September–October 1994): 121–130.
    6. Make Projects the School for Leaders

      Keywords: Projects; Education; Leadership;

      Citation:

      Bowen, H. K., K. B. Clark, C. A. Holloway, and S. C. Wheelwright. "Make Projects the School for Leaders." Harvard Business Review 72, no. 5 (September–October 1994): 131–140.
    7. How to Integrate Work and Deepen Expertise

      Keywords: Integration;

      Citation:

      Leonard-Barton, D., H. K. Bowen, K. B. Clark, C. Holloway, and S. C. Wheelwright. "How to Integrate Work and Deepen Expertise." #94502. Harvard Business Review 72, no. 5 (September–October 1994): 121–130.
    8. Capital Budgeting Systems and Capabilities Investments in U.S. Companies after World War II

      Keywords: Capital Budgeting; System; Investment; Business Ventures; United States;

      Citation:

      Clark, K. B., and C. Y. Baldwin. "Capital Budgeting Systems and Capabilities Investments in U.S. Companies after World War II." Business History Review 68, no. 1 (spring 1994): 73–109. (Winner of Newcomen-Harvard Award For the best article published each year in the Business History Review.)
    9. Accelerating the Design-build-test Cycle for Effective Product Development

      Keywords: Design; Product; Research and Development;

      Citation:

      Wheelwright, S. C., and K. B. Clark. "Accelerating the Design-build-test Cycle for Effective Product Development." International Marketing Review 11, no. 1 (1994): 32–46.
    10. Integration and Dynamic Capability: Evidence from Development in Automobiles and Mainframe Computers

      Keywords: Integration; Growth and Development; Technology; Hardware;

      Citation:

      Iansiti, M., and K. B. Clark. "Integration and Dynamic Capability: Evidence from Development in Automobiles and Mainframe Computers." Industrial and Corporate Change 3, no. 3 (1994): 557–605.
    11. Competing through Development Capability in a Manufacturing-based Organization

      Keywords: Competition; Growth and Development; Organizations; Manufacturing Industry;

      Citation:

      Wheelwright, S. C., and K. B. Clark. "Competing through Development Capability in a Manufacturing-based Organization." Business Horizons 35, no. 4 (July–August 1992): 29–43.
    12. Product Development and Competitiveness

      Keywords: Product; Research and Development; Competition;

      Citation:

      Clark, K. B., and T. Fujimoto. "Product Development and Competitiveness." Journal of the Japanese and International Economies 6 (June 1992): 101–143.
    13. Capabilities and Capital Investment: New Perspectives on Capital Budgeting

      Keywords: Capital; Investment; Capital Budgeting;

      Citation:

      Baldwin, C. Y., and K. B. Clark. "Capabilities and Capital Investment: New Perspectives on Capital Budgeting." Continental Bank Journal of Applied Corporate Finance 5, no. 2 (summer 1992): 67–82.
    14. Organizing and Leading 'Heavyweight' Development Teams

      Keywords: Leadership; Groups and Teams;

      Citation:

      Clark, K. B., and S. C. Wheelwright. "Organizing and Leading 'Heavyweight' Development Teams." California Management Review 34, no. 3 (spring 1992): 9–28.
    15. Creating Project Plans to Focus Product Development

      Keywords: Planning; Product; Research and Development;

      Citation:

      Wheelwright, S. C., and K. B. Clark. "Creating Project Plans to Focus Product Development." Harvard Business Review 70, no. 2 (March–April 1992): 70–82.
    16. Behind the Learning Curve: The Learning Process

      Keywords: Learning;

      Citation:

      Adler, P. S., and K. B. Clark. "Behind the Learning Curve: The Learning Process." Management Science 37, no. 3 (March 1991): 267–281.
    17. High Performance Product Development in the World Auto Industry

      Keywords: Product; Research and Development; Auto Industry;

      Citation:

      Clark, K. B. "High Performance Product Development in the World Auto Industry." International Journal of Vehicle Design 12, no. 2 (1991): 105–131.
    18. The Power of Product Integrity

      Keywords: Trust; Product;

      Citation:

      Clark, K. B., and T. Fujimoto. "The Power of Product Integrity." Harvard Business Review 68, no. 6 (November–December 1990): 107–118.
    19. Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms

      Keywords: Design; Innovation and Invention; Failure; Technology; Product;

      Citation:

      Henderson, R., and K. B. Clark. "Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms." Administrative Science Quarterly 35, no. 1 (March 1990): 9–30.

    Book Chapters

    1. Modularity in the Design of Complex Engineering Systems

      Keywords: Complexity; Design; Engineering;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Modularity in the Design of Complex Engineering Systems." In Complex Engineered Systems: Science Meets Technology, edited by Ali Minai, Dan Braha, and Yaneer Bar Yam. New England Complex Systems Institute Series on Complexity. NY: Springer, 2006.
    2. Between 'Knowledge' and 'the Economy': Notes on the Scientific Study of Designs

      Keywords: Design; Knowledge; Economy;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Between 'Knowledge' and 'the Economy': Notes on the Scientific Study of Designs." In Advancing Knowledge and the Knowledge Economy, edited by B. Kahin and D. Foray. Cambridge, MA: MIT Press, 2006.
    3. Preface

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Preface." Preface to The Power of Modularity. Vol. 1, by Carliss Y. Baldwin and Kim B. Clark. Design Rules. Cambridge, MA: MIT Press, 2000. (Full text of Preface, Chinese ed.)
    4. Preface

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Preface." Preface to The Power of Modularity. Vol. 1, by Carliss Y. Baldwin and Kim B. Clark. Design Rules. Cambridge, MA: MIT Press, 2000.
    5. Preface to the Japanese Edition

      Keywords: Japan;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Preface to the Japanese Edition." Preface to Design Rules, Volume 1, The Power of Modularity. Tokyo, Japan: Research Institute of Economy, Trade and Industry (RIETI), 2004, Japanese ed.
    6. The Value and Cost of Modularity

      Keywords: Value; Cost;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "The Value and Cost of Modularity." In Modularity, edited by Masahiko Aoki. Tokyo, Japan: Research Institute of Economy, Trade and Industry (RIETI), 2002, Japanese ed.
    7. Managing in the Age of Modularity

      Keywords: Management;

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Managing in the Age of Modularity." In Managing in the Modular Age: Architectures, Networks, and Organizations, edited by Raghu Garud, Arun Kumaraswamy, and Richard Langlois. Blackwell Publishing, 2002.
    8. Managing in an Age of Modularity

      Keywords: Management;

      Citation:

      Baldwin, C. Y., and Kim B. Clark. Comment on "Managing in an Age of Modularity." Managing in the Modular Age: Architectures, Networks, and Organizations, edited by Raghu Garud, Arun Kumaraswamy, and Richard Langlois. Blackwell Publishing, 2002.
    9. Sun Wars: Competition within a Modular Cluster

      Keywords: Competition;

      Citation:

      Baldwin, C. Y., and K. B. Clark. "Sun Wars: Competition within a Modular Cluster." In Competing in the Age of Digital Convergence, edited by D. B. Yoffie. Boston: Harvard Business School Press, 1997.
    10. Organizing and Leading 'Heavyweight' Development Teams

      Keywords: Groups and Teams; Leadership; Organizational Design;

      Citation:

      Clark, K. B., and S. C. Wheelwright. "Organizing and Leading 'Heavyweight' Development Teams." In Managing Strategic Innovation and Change: A Collection of Readings, by Michael Tushman and P. Anderson. NY: Oxford University Press, 1997.
    11. External Integration in Product Development

      Keywords: Integration; Product Development;

      Citation:

      Fujimoto, T., M. Iansiti, and K. B. Clark. "External Integration in Product Development." In Managing Product Development, edited by T. Nishiguchi. New York: Oxford University Press, 1996.
    12. How to Integrate Work and Deepen Expertise

      Keywords: Experience and Expertise; Performance Improvement;

      Citation:

      Leonard, D. A., H. K. Bowen, K. B. Clark, C. Holloway, and S. C. Wheelwright. "How to Integrate Work and Deepen Expertise." In The Product Development Challenge: Competing Through Speed, Quality, and Creativity, edited by K. B. Clark and S. C. Wheelwright. Boston: Harvard Business School Press, 1995.
    13. Project Leadership and Organization

      Keywords: Projects; Leadership; Organizational Design;

      Citation:

      Clark, K. B., M. Iansiti, and R. Billington. "Project Leadership and Organization." In The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development, edited by H. K. Bowen, K. B. Clark, C. H. Holloway, and S. C. Wheelwright. New York: Oxford University Press, 1994.
    14. The Product Development Imperative: Competing in the New Industrial Marathon

      Keywords: Product Development; Competitive Advantage;

      Citation:

      Clark, K. B., and T. Fujimoto. "The Product Development Imperative: Competing in the New Industrial Marathon." In The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press, edited by Paula B. Duffy. Boston, MA: Harvard Business School Press, 1994.
    15. Manufacturing for Design: Beyond the Product/R & D Dichotomy

      Keywords: Product Design; Research and Development;

      Citation:

      Chew, W. B., K. B. Clark, and F. Fujimoto. "Manufacturing for Design: Beyond the Product/R & D Dichotomy." In Integrating Design and Manufacturing for Competitive Advantage, edited by G. I. Susman. New York: Oxford University Press, 1992.
    16. Measurement, Coordination and Learning in a Multi-plant Network

      Keywords: Factories, Labs, and Plants; Organizational Structure; Networks; Business Model; Measurement and Metrics; Cooperation;

      Citation:

      Chew, W. B., K. B. Clark, and T. Bresnahan. "Measurement, Coordination and Learning in a Multi-plant Network." In Measures for Manufacturing Excellence, edited by Robert S. Kaplan. Boston: Harvard Business School Press, 1990.

    Working Papers

    1. Architectural Innovation and Dynamic Competition: The Smaller "Footprint" Strategy

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. Architectural Innovation and Dynamic Competition: The Smaller "Footprint" Strategy. Harvard Business School Working Paper, No. 07-014, August 2006.
    2. Where Do Transactions Come From? A Network Design Perspective on the Theory of the Firm

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Where Do Transactions Come From? A Network Design Perspective on the Theory of the Firm." Harvard Business School Working Paper, No. 06-051, May 2006.
    3. Designs and Design Architecture: The Missing Link Between "Knowledge" and the "Economy"

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. Designs and Design Architecture: The Missing Link Between "Knowledge" and the "Economy". Harvard Business School Working Paper, No. 05-052, February 2005.
    4. Modularity in the Design of Complex Engineering Systems

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "Modularity in the Design of Complex Engineering Systems." Harvard Business School Working Paper, No. 04-055, May 2004.
    5. The Architecture of Cooperation: Does Code Architecture Mitigate Free Riding in the Open Source Development Model?

      Citation:

      Baldwin, Carliss Y., and Kim B. Clark. "The Architecture of Cooperation: Does Code Architecture Mitigate Free Riding in the Open Source Development Model?" Harvard Business School Working Paper, No. 03-209, November 2003.
    6. The Pricing and Profitability of Modular Clusters

      Citation:

      Baldwin, Carliss Y., Kim Clark, and C. Jason Woodard. "The Pricing and Profitability of Modular Clusters." Harvard Business School Working Paper, No. 04-006, September 2003.
    7. Design Rules: Volume 1, the Power of Modularity: Preface to the Japanese Edition

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Design Rules: Volume 1, the Power of Modularity: Preface to the Japanese Edition." Harvard Business School Working Paper, No. 04-013, September 2003.
    8. Where Do Transactions Come From? A Perspective from Engineering Design

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Where Do Transactions Come From? A Perspective from Engineering Design." Harvard Business School Working Paper, No. 03-031, September 2002.
    9. The Option Value of Modularity in Design An Example from Design Rules, Volume 1: The Power of Modularity

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Option Value of Modularity in Design An Example from Design Rules, Volume 1: The Power of Modularity." Harvard Business School Working Paper, No. 02-078, May 2002.
    10. The Fundamental Theorem of Design Economics

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Fundamental Theorem of Design Economics." Harvard Business School Working Paper, No. 02-077, May 2002.
    11. Institutional Forms, Part 1: The Technology of Design and Its Problems

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Institutional Forms, Part 1: The Technology of Design and Its Problems." Harvard Business School Working Paper, No. 02-076, May 2002.
    12. Modularity after the Crash

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Modularity after the Crash." Harvard Business School Working Paper, No. 01-075, May 2001.
    13. Afterword - Chapter 16

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Afterword - Chapter 16." Harvard Business School Working Paper, No. 99-081, January 1999.
    14. Competition Among Hidden Modules and Industry Evolution - Chapter 15

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Competition Among Hidden Modules and Industry Evolution - Chapter 15." Harvard Business School Working Paper, No. 99-069, January 1999.
    15. The Emergence of Modular Clusters - Chapter 14

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Emergence of Modular Clusters - Chapter 14." Harvard Business School Working Paper, No. 99-068, January 1999.
    16. The Value of Inverting and Porting - Chapter 13

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Value of Inverting and Porting - Chapter 13." Harvard Business School Working Paper, No. 99-067, January 1999.
    17. The Value of Augmenting and Excluding - Chapter 12

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Value of Augmenting and Excluding - Chapter 12." Harvard Business School Working Paper, No. 99-066, January 1999.
    18. All Modules Are Not Created Equal - Chapter 11

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "All Modules Are Not Created Equal - Chapter 11." Harvard Business School Working Paper, No. 98-097, January 1999.
    19. Design Options and Design Evolution - Chapter 9

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Design Options and Design Evolution - Chapter 9." Harvard Business School Working Paper, No. 98-055, January 1999.
    20. Enterprise Design: A Task Structure Plus a Contract Structure - Chapter 8

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Enterprise Design: A Task Structure Plus a Contract Structure - Chapter 8." Harvard Business School Working Paper, No. 98-054, January 1999.
    21. The Value of Modularity Splitting and Substitution

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Value of Modularity Splitting and Substitution." Harvard Business School Working Paper, No. 98-087, January 1999.
    22. System/360: A New Design Creates New Contract Structure Possibilities

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "System/360: A New Design Creates New Contract Structure Possibilities." Harvard Business School Working Paper, No. 98-063, January 1998.
    23. The Modular Operations - Chapter 4

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Modular Operations - Chapter 4." Harvard Business School Working Paper, No. 98-059, December 1997.
    24. The Economic System Surrounding The Artifacts and Designs - Chapter 3

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Economic System Surrounding The Artifacts and Designs - Chapter 3." Harvard Business School Working Paper, No. 98-053, December 1997.
    25. Designs and the Structure of Firms and Industries - Chapter 1

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Designs and the Structure of Firms and Industries - Chapter 1." Harvard Business School Working Paper, No. 98-052, December 1997.
    26. The Microstructure of Designs

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Microstructure of Designs." Harvard Business School Working Paper, No. 98-031, October 1997.
    27. Value, Contract Structure and Organizations

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Value, Contract Structure and Organizations." Harvard Business School Working Paper, No. 97-085, May 1997.
    28. Design Options and Design Evolution

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "Design Options and Design Evolution." Harvard Business School Working Paper, No. 97-038, November 1996.
    29. The Value of Modularity -- Splitting and Substitution - Chapter 7

      Citation:

      Baldwin, Carliss Y., and Kim Clark. "The Value of Modularity -- Splitting and Substitution - Chapter 7." Harvard Business School Working Paper, No. 97-039, November 1996.

    Cases and Teaching Materials

    1. Workplace Safety at Alcoa (A)

      Examines the challenge facing the managers of a large aluminum manufacturing plant in its drive to improve workplace safety. The CEO of the company has made safety a top priority. The plant has made good progress in reducing the injury rate, but now confronts the need to accelerate its improvement. Doing so requires the safety director to consider progress to date and analyze the opportunities for improvement, many of which involve fundamental changes in behavior at all levels of the organization. Progress has not been uniform throughout the plant and past approaches may not be adequate in meeting the challenge. As the case comes to a close, these issues come to a head because a superintendent wants to fire a supervisor who has failed to adhere to safety procedures. Designed to introduce students to the issues of safety in its operating context. Students have information available that allows them to analyze underlying causes and identify major opportunities for improvement. However, the interactions between safety and other dimensions of manufacturing performance are evident in developing and implementing a plan for improvement.

      Keywords: Working Conditions; Safety; Problems and Challenges; Change Management; Operations; Resignation and Termination; Factories, Labs, and Plants; Manufacturing Industry; United States;

      Citation:

      Clark, Kim B., and Joshua D. Margolis. "Workplace Safety at Alcoa (A)." Harvard Business School Case 692-042, October 1991. (Revised January 2000.)
    2. Braun AG: The KF 40 Coffee Machine (Abridged) TN

      Teaching Note for a reprint.

      Keywords: Product Development; Design; Markets; Decision Choices and Conditions; Reputation; Groups and Teams; Manufacturing Industry; Germany;

      Citation:

      Clark, Kim B., and Steven C. Wheelwright. "Braun AG: The KF 40 Coffee Machine (Abridged) TN." Harvard Business School Teaching Note 600-049, October 1999.
    3. Chaparral Steel (Abridged)

      Examines a major capacity expansion proposal of Chaparral Steel, a steel minimill. Gives students the opportunity to evaluate the proposed expansion in the context of the competitive environment, market demand, technological choice, and the demands of a global industry. Also challenges them to analyze the proposal's implications for manufacturing strategy, technological innovation, market share, and company finances.

      Keywords: Expansion; Performance Capacity; Steel Industry;

      Citation:

      Clark, Kim B. "Chaparral Steel (Abridged)." Harvard Business School Case 687-045, December 1986. (Revised January 1998.)
    4. Corning Glass Works: The Z-Glass Project

      Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix it. Provides an opportunity to analyze yields and productivity, as well as the organizational and personal challenges inherent in line-staff interaction.

      Keywords: Decisions; Production; Problems and Challenges; Conflict Management; Performance Productivity; Factories, Labs, and Plants; Groups and Teams; Consumer Products Industry; Manufacturing Industry; United States;

      Citation:

      Clark, Kim B. "Corning Glass Works: The Z-Glass Project." Harvard Business School Case 681-091, April 1981. (Revised January 1997.)
    5. Corning Glass Works: The Z-Glass Project, Teaching Note

      Teaching Note for (9-681-091).

      Citation:

      Clark, Kim B. "Corning Glass Works: The Z-Glass Project, Teaching Note." Harvard Business School Teaching Note 683-045, September 1982. (Revised January 1997.)
    6. Pilkington Float Glass--1955

      The case examines the development of the float glass process at Pilkington in the mid-1950s. Pilkington has pursued the development of a radically new process for flat glass production, but has experienced serious problems at each stage of development. The senior management must now decide whether to scale up to commercial production. A rewritten version of an earlier case.

      Keywords: Transformation; Decision Choices and Conditions; Technological Innovation; Product Development; Research and Development; Commercialization; Technology;

      Citation:

      Clark, Kim B. "Pilkington Float Glass--1955." Harvard Business School Case 695-024, November 1994.
    7. Sedalia Engine Plant (A), Teaching Note

      Teaching Note for (9-481-148).

      Keywords: Industrial Products Industry;

      Citation:

      Clark, Kim B. "Sedalia Engine Plant (A), Teaching Note." Harvard Business School Teaching Note 683-034, September 1982. (Revised July 1994.)
    8. New Balance Athletic Shoes

      Faced with growth exceeding 100% per year, James Davis, president of New Balance, must decide how to meet the need for additional capacity. Several factors contribute to a climate of extreme uncertainty. Several options are considered, ranging from a second shift to acquiring a plant in Ireland. Sufficient information is provided to allow an analysis of forecasted demand as well as the strategic financial and organizational implications of alternative courses of action.

      Keywords: Factories, Labs, and Plants; Forecasting and Prediction; Financial Strategy; Information; Growth Management; Organizational Design; Performance Capacity; Risk and Uncertainty; Apparel and Accessories Industry; Republic of Ireland;

      Citation:

      Clark, Kim B. "New Balance Athletic Shoes." Harvard Business School Case 680-110, January 1980. (Revised April 1994.)
    9. Hardcard Project: Plus Development Corp. (A1)

      Citation:

      Clark, Kim B. "Hardcard Project: Plus Development Corp. (A1)." Harvard Business School Case 694-059, November 1993.
    10. Hardcard Project: Plus Development Corp. (A2)

      Citation:

      Clark, Kim B. "Hardcard Project: Plus Development Corp. (A2)." Harvard Business School Case 694-060, November 1993.
    11. Lehigh Valley Industries (LVI)

      Describes a situation confronting a manufacturer of forged parts that has recently undergone a leveraged buyout. The company is under pressure to improve operating performance dramatically. Describes several options designed to improve performance, including adding capacity to bottleneck operations, reducing setup times, and improving the reliability of operations. Contains sufficient information to allow students to analyze the options and ground decisions in an understanding of the current manufacturing process. Can be used ideally as a summary in a module on process analysis or to illustrate the challenges of improving operating performance with minimal capital investment.

      Keywords: Management Practices and Processes; Product; Production; Performance Improvement; Capital; Manufacturing Industry; Industrial Products Industry;

      Citation:

      Clark, Kim B. "Lehigh Valley Industries (LVI)." Harvard Business School Case 693-040, October 1992. (Revised October 1993.)
    12. Plus Development Corporation (C)

      Citation:

      Clark, Kim B. "Plus Development Corporation (C)." Harvard Business School Supplement 693-064, November 1992.
    13. Bendix Automation Group (B) TN

      Citation:

      Clark, Kim B. "Bendix Automation Group (B) TN." Harvard Business School Teaching Note 693-005, July 1992.
    14. Ceramics Process Systems (B) TN

      Teaching Note for (9-691-006).

      Keywords: Manufacturing Industry;

      Citation:

      Clark, Kim B. "Ceramics Process Systems (B) TN." Harvard Business School Teaching Note 693-006, July 1992.
    15. Design for Manufacturability at Midwest Industries TN

      Citation:

      Clark, Kim B. "Design for Manufacturability at Midwest Industries TN." Harvard Business School Teaching Note 693-007, July 1992.
    16. Resotech, Inc. TN

      Citation:

      Clark, Kim B. "Resotech, Inc. TN." Harvard Business School Teaching Note 693-008, July 1992.
    17. Sun Microsystems, Inc. (A) TN

      Teaching Note for (9-686-133).

      Keywords: Computer Industry;

      Citation:

      Clark, Kim B., and Steven C. Wheelwright. "Sun Microsystems, Inc. (A) TN." Harvard Business School Teaching Note 693-012, July 1992.
    18. Note on Technical Problem Solving

      Citation:

      Clark, Kim B., and Marco Iansiti. "Note on Technical Problem Solving." Harvard Business School Background Note 692-036, September 1991.
    19. Ceramics Process Systems Corp. (B)

      Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives (i.e., meet customer requirements for prototype parts, build technical capability). Kathryn Sundback, head of development for molded products, must deal with the lead time and delivery problems on current products while making choices about and allocating resources to several new projects that marketing has developed. The case gives students the opportunity to examine engineering capacity, the nature of the development process, managing the set of projects as a whole (i.e., mix of project type, resource allocation) and customer interaction in a dynamic, technical, and market environment. May be used with Ceramics Process Systems Corp. (A).

      Keywords: Product Development; Business Processes; Management Practices and Processes; Supply Chain Management; Machinery and Machining; Goals and Objectives; Resource Allocation; Customer Satisfaction; Customer Value and Value Chain; Manufacturing Industry;

      Citation:

      Clark, Kim B., and Brent D. Barnett. "Ceramics Process Systems Corp. (B)." Harvard Business School Case 691-006, July 1990.
    20. Sanyo Manufacturing Corp.--Forrest City, Arkansas

      Keywords: Electronics Industry;

      Citation:

      Hayes, Robert H., and Kim B. Clark. "Sanyo Manufacturing Corp.--Forrest City, Arkansas." Harvard Business School Case 682-045, November 1981. (Revised April 1990.)
    21. Instructor's Note on Development Project Audits

      Citation:

      Wheelwright, Steven C., Geoff K. Gill, and Kim B. Clark. "Instructor's Note on Development Project Audits." Harvard Business School Teaching Note 690-065, March 1990.
    22. Everest Computer (A): The Development of the SuperMOS Process

      The research and development lab at the semiconductor development and manufacturing facility of a computer systems manufacturer has embarked on a radically improved semiconductor manufacturing process for application in a new computer system. The case offers a detailed picture of the trade-offs involved in semiconductor process development and the issues that arise from deciding how much of a technological leap to take and how to gain control of a complex manufacturing process.

      Keywords: Factories, Labs, and Plants; Governance Controls; Production; Research and Development; Hardware; Semiconductor Industry;

      Citation:

      Clark, Kim B. "Everest Computer (A): The Development of the SuperMOS Process." Harvard Business School Case 685-085, April 1985. (Revised October 1988.)
    23. Sun Microsystems, Inc. (B)

      Dissects the manufacturing process and procedures of a high-end computer manufacturer. The main issue is how to introduce new products and ramp them up quickly in a competitive environment where time-to-market is crucial. Focuses on engineering change orders--how they are proposed, documented, approved, and implemented--and raises questions about how the procedure might be made more efficient. The case also allows students to grapple with other issues, such as how to organize pilot production most effectively and how to organize the process flow in a plant where many products are assembled on the same line.

      Keywords: Factories, Labs, and Plants; Time Management; Product Launch; Production; Business Processes; Competitive Strategy; Computer Industry;

      Citation:

      Clark, Kim B. "Sun Microsystems, Inc. (B)." Harvard Business School Case 686-134, April 1986. (Revised May 1988.)
    24. Resotech, Inc.

      Keywords: Product Development; Medical Devices and Supplies Industry;

      Citation:

      Clark, Kim B. "Resotech, Inc." Harvard Business School Case 688-017, September 1987.
    25. Chaparral Steel (A)--1977

      Keywords: Steel Industry;

      Citation:

      Clark, Kim B. "Chaparral Steel (A)--1977." Harvard Business School Case 685-055, January 1985. (Revised August 1986.)
    26. Chaparral Steel (B)--1979

      Keywords: Steel Industry;

      Citation:

      Clark, Kim B. "Chaparral Steel (B)--1979." Harvard Business School Case 685-056, January 1985. (Revised August 1986.)
    27. Springs Mills: Textile Manufacturing--1981 (A)

      Keywords: Manufacturing Industry;

      Citation:

      Clark, Kim B. "Springs Mills: Textile Manufacturing--1981 (A)." Harvard Business School Case 685-063, March 1985. (Revised July 1986.)
    28. Springs Industries: Textile Manufacturing--1983 (B)

      Keywords: Buildings and Facilities; Planning; Human Resources; Management;

      Citation:

      Clark, Kim B. "Springs Industries: Textile Manufacturing--1983 (B)." Harvard Business School Case 685-064, March 1985. (Revised July 1986.)
    29. Inland Steel: Quality Scheduling--1985

      Keywords: Quality; Management; Steel Industry;

      Citation:

      Clark, Kim B. "Inland Steel: Quality Scheduling--1985." Harvard Business School Case 686-107, January 1986. (Revised July 1986.)
    30. New Balance Athletic Shoes, Teaching Note

      Teaching Note for (9-680-110).

      Keywords: Apparel and Accessories Industry;

      Citation:

      Clark, Kim B. "New Balance Athletic Shoes, Teaching Note." Harvard Business School Teaching Note 683-040, September 1982. (Revised January 1986.)
    31. SEEQ Technology--1984

      Examines a decision about product and process technology facing a small, three-year old semiconductor company. The company must decide between pursuing a well-defined technology (N-MOS) with significant short-term advantages or an advanced technology (CMOS) that has longer term strategic implications. Gives students an opportunity to explore the relationship between learning and technological innovation in a dynamic industrial setting.

      Keywords: Semiconductor Industry;

      Citation:

      Clark, Kim B. "SEEQ Technology--1984." Harvard Business School Case 685-081, April 1985.
    32. Winter Age of the Japanese Steel Industry

      Describes the situation facing the Japanese steel industry in 1984. Two strategies for coping with the world steel situation are presented: diversification and globalization. The actions of Nippon Steel and Nippon Kokan are used to illustrate these strategies.

      Keywords: Globalization; Situation or Environment; Business Strategy; Diversification; Steel Industry; Japan;

      Citation:

      Clark, Kim B. "Winter Age of the Japanese Steel Industry." Harvard Business School Background Note 685-050, January 1985.
    33. Toyo Kogyo Co. Ltd. (A)

      Keywords: Japan;

      Citation:

      Clark, Kim B. "Toyo Kogyo Co. Ltd. (A)." Harvard Business School Case 682-092, April 1982. (Revised December 1984.)
    34. Toyo Kogyo Co. Ltd. (B)

      Citation:

      Clark, Kim B. "Toyo Kogyo Co. Ltd. (B)." Harvard Business School Case 682-093, April 1982. (Revised December 1984.)
    35. Note on the Textile Industry in the 1980s

      Presents major developments in textile production technology during the 1970s and early 1980s. Outlines the specific innovations as well as the company and country of origin.

      Keywords: Goods and Commodities; Innovation and Invention; Production; Manufacturing Industry;

      Citation:

      Clark, Kim B. "Note on the Textile Industry in the 1980s." Harvard Business School Background Note 684-046, January 1984.
    36. LVI -- Allentown Works (A)

      Citation:

      Clark, Kim B. "LVI -- Allentown Works (A)." Harvard Business School Case 682-046, November 1981. (Revised December 1983.)
    37. General Foods: Productivity Measurement Program

      Keywords: Performance Productivity; Performance Improvement; Strategy; Food and Beverage Industry;

      Citation:

      Hayes, Robert H., and Kim B. Clark. "General Foods: Productivity Measurement Program." Harvard Business School Case 682-072, January 1982. (Revised November 1982.)
    38. Kalamazoo Plant: Parts Division, Acme Motors, Teaching Note

      Keywords: Industrial Products Industry;

      Citation:

      Clark, Kim B. "Kalamazoo Plant: Parts Division, Acme Motors, Teaching Note." Harvard Business School Teaching Note 683-032, September 1982.
    39. Boise Cascade: Manufactured Housing Division, Lafayette Region (B), Teaching Note

      Keywords: Construction Industry;

      Citation:

      Clark, Kim B. "Boise Cascade: Manufactured Housing Division, Lafayette Region (B), Teaching Note." Harvard Business School Teaching Note 683-033, September 1982.
    40. Note on Kanban and Just-In-Time Inventory Systems

      Keywords: Asset Management;

      Citation:

      Clark, Kim B. "Note on Kanban and Just-In-Time Inventory Systems." Harvard Business School Background Note 682-094, April 1982.
    41. Boise Cascade: Manufactured Housing Division, Lafayette Region (B)

      Keywords: Housing; Construction Industry;

      Citation:

      Clark, Kim B. "Boise Cascade: Manufactured Housing Division, Lafayette Region (B)." Harvard Business School Case 681-065, January 1981. (Revised January 1982.)
    42. LVI -- Allentown Works (B)

      Keywords: Air Transportation Industry;

      Citation:

      Clark, Kim B. "LVI -- Allentown Works (B)." Harvard Business School Supplement 682-047, November 1981.
    43. LVI -- Allentown Works (C)

      Keywords: Air Transportation Industry;

      Citation:

      Clark, Kim B. "LVI -- Allentown Works (C)." Harvard Business School Supplement 682-048, November 1981.
    44. LVI -- Allentown Works (D)

      Keywords: Air Transportation Industry;

      Citation:

      Clark, Kim B. "LVI -- Allentown Works (D)." Harvard Business School Supplement 682-049, November 1981.
    45. Competitive Status of the U.S. Automobile Industry--1981: Crisis and Transition

      Examines the competitive status of the U.S. auto industry in 1979-80. Provides information on the historical background of the current crisis using data on the United States and Japan. Discusses the competitive position of the U.S. industry in terms of productivity, cost and quality. Also addresses the potential impact of technological change on competition.

      Keywords: Competitive Advantage; Auto Industry;

      Citation:

      Clark, Kim B. "Competitive Status of the U.S. Automobile Industry--1981: Crisis and Transition." Harvard Business School Background Note 682-006, July 1981.

          Awards & Honors

        1. Kim B. Clark: Winner of the Newcomen-Harvard Award for Best Paper Published in the Business History Review in 1994 for "Capital Budgeting Systems and Capabilities Investments in U.S. Companies after World War II" (with Carliss Y. Baldwin, spring 1994).