Joseph L. Badaracco

John Shad Professor of Business Ethics

            Joseph L. Badaracco is the John Shad Professor of Business Ethics at Harvard Business School. He has taught courses on business ethics, strategy, and management in the School's MBA and executive programs.

            Badaracco is a graduate of St. Louis University, Oxford University, where he was a Rhodes scholar, and Harvard Business School, where he earned an MBA and a DBA. Badaracco serves on the Faculty Committee of the Harvard Center for Ethics and the Professions, and he is also the faculty chair of the Nomura School of Advanced Management in Tokyo.

            In recent years, Professor Badaracco served as Chair of the MBA Program and as Housemaster of Currier House in Harvard College.  He has also been chairman of the Harvard University Advisory Committee on Shareholder Responsibility and has served on the boards of two public companies. Badaracco has taught in executive programs in the United States, Japan, and many other countries and has spoken to a wide variety of organizations on issues of leadership, values, and ethics.

            Badaracco's current research focuses on the practical challenges facing responsible leaders in fluid, highly uncertain, intensely competitive environments. He has written several books on leadership, decision-making, and responsibility. These include Defining Moments: When Managers Must Choose between Right and Right, Leading Quietly: An Unorthodox Guide to Doing the Right Thing, and Questions of Character. These books have been translated into ten languages.

            Badaracco has three children and lives with his wife, Patricia O'Brien, in Brookline, Massachusetts.

Books

  1. The Good Struggle: Responsible Leadership in an Unforgiving World

    The question of how to lead successfully and responsibly is crucially important in our uncertain, high-pressure, turbulent world. In this book, Joseph Badaracco answers this question in practical and, at times, provocative ways.

    Keywords: Ethics; Leadership Style;

    Citation:

    Badaracco, Joseph L., Jr. The Good Struggle: Responsible Leadership in an Unforgiving World. Harvard Business Review Press, 2013. View Details
  2. Questions of Character: Illuminating the Heart of Leadership Through Literature

    Keywords: Leadership; Arts;

    Citation:

    Badaracco, Joseph L., Jr. Questions of Character: Illuminating the Heart of Leadership Through Literature. Boston: Harvard Business School Press, 2006. View Details
  3. Leading Quietly: An Unorthodox Guide to Doing the Right Thing

    Keywords: Leadership; Ethics;

    Citation:

    Badaracco, J. L., Jr. Leading Quietly: An Unorthodox Guide to Doing the Right Thing. Boston: Harvard Business School Press, 2002. View Details
  4. Defining Moments: When Managers Must Choose between Right and Right

    Keywords: Decision Making;

    Citation:

    Badaracco, Joseph L., Jr. Defining Moments: When Managers Must Choose between Right and Right. Boston: Harvard Business School Press, 1997. View Details
  5. Business Ethics: Roles and Responsibilities

    Keywords: Business Ventures; Ethics;

    Citation:

    Badaracco, J. L., Jr. Business Ethics: Roles and Responsibilities. Homewood, IL: Irwin, 1994. View Details
  6. The Knowledge Link

    Keywords: Knowledge Sharing;

    Citation:

    Badaracco, J. L., Jr. The Knowledge Link. Boston: Harvard Business School Press, 1991. View Details

Journal Articles

  1. Leadership in Literature

    Keywords: Leadership; Information;

    Citation:

    Badaracco, Joseph L., Jr. "Leadership in Literature." Harvard Business Review 84, no. 3 (March 2006). View Details
  2. How 'Leading Quietly' Offers Realistic Help with the Difficult, Important Human Problems

    Keywords: Leadership; Problems and Challenges;

    Citation:

    Badaracco, Joseph L., Jr. "How 'Leading Quietly' Offers Realistic Help with the Difficult, Important Human Problems." Journal of Organizational Excellence 22, no. 3 (summer 2003). View Details
  3. The Anything-But Unremarkable Lessons of the Quiet Leader

    Keywords: Leadership;

    Citation:

    Badaracco, Joseph L., Jr. "The Anything-But Unremarkable Lessons of the Quiet Leader." Ivey Business Journal (May–June 2002): 16–21. View Details
  4. We Don't Need Another Hero

    Citation:

    Badaracco, J. L., Jr. "We Don't Need Another Hero." Harvard Business Review 79, no. 8 (September 2001). View Details
  5. How Free Are Free Agents?

    Citation:

    Badaracco, J. L., Jr. "How Free Are Free Agents?" Harvard Business Review 77, no. 6 (November–December 1999): 169–175. View Details
  6. The Discipline of Building Character

    Keywords: Personal Characteristics;

    Citation:

    Badaracco, Joseph L., Jr. "The Discipline of Building Character." Harvard Business Review 76, no. 2 (March–April 1998). View Details
  7. The Internet, Intel and the Vigilante Stakeholder

    Keywords: Online Technology; Web; Hardware; Business and Stakeholder Relations;

    Citation:

    Badaracco, Joseph L., Jr. "The Internet, Intel and the Vigilante Stakeholder." Business Ethics 6, no. 1 (January 1997): 18–29. View Details
  8. Business Ethics: The View from the Trenches

    Citation:

    Badaracco, Joseph L., Jr., and A. P. Webb. "Business Ethics: The View from the Trenches." California Management Review 37, no. 2 (winter 1995). View Details

Book Chapters

  1. Right versus Right: Dealing with Ethical Dilemmas in Business

    Keywords: Ethics; Decision Choices and Conditions;

    Citation:

    Badaracco, Joseph L., Jr. "Right versus Right: Dealing with Ethical Dilemmas in Business." In How to Run a Company, edited by Dennis C. Carey and Marie-Caroline von Weichs, pp. 271–280. New York: Crown Business, 2003. View Details
  2. The Boundaries of the Firm

    Keywords: Business Ventures; Boundaries;

    Citation:

    Badaracco, J. L., Jr. "The Boundaries of the Firm." In Socio Economics: A New Synthesis, edited by P. Lawrence and A. Etzioni. M.E. Sharpe, 1991. View Details

Cases and Teaching Materials

  1. iMatari

    Keywords: ethical behavior; Ethical Judgment; ethics; entrepreneurship; imitation; Ethics; Moral Sensibility; Values and Beliefs; Europe; Middle East;

    Citation:

    Badaracco, Joseph L., and Matthew Preble. "iMatari." Harvard Business School Teaching Note 314-140, April 2014. View Details
  2. LGBT Issues at Exxon Mobil Corporation

    In late September 2013, Exxon Mobil Corporation announced that it would begin offering benefits to the spouses of its employees in same-sex marriages. This short supplement touches upon what led Exxon Mobil to this decision, some insights into its previous relationship with the Lesbian, Gay, Bisexual and Transgender (LGBT) community, and its standing on LGBT issues relative to its peers in the oil and gas sector and the Fortune 500.

    Keywords: human capital; human resources; Human Capital; Welfare or Wellbeing; Human Resources; Utilities Industry; United States;

    Citation:

    Badaracco, Joseph L., and Matthew Preble. "LGBT Issues at Exxon Mobil Corporation." Harvard Business School Case 314-116, March 2014. View Details
  3. PepsiCo, Profits, and Food: The Belt Tightens

    The case describes the issues facing Indra Nooyi after five years of PepsiCo's new and controversial nutrition strategy.

    Keywords: strategy; ethics; leadership; Strategy; Ethics; Leadership; Food and Beverage Industry; United States;

    Citation:

    Badaracco, Joseph L., and Matthew Preble. "PepsiCo, Profits, and Food: The Belt Tightens." Harvard Business School Case 314-055, September 2013. View Details
  4. iMatari

    In late 2012, recent Harvard Business School graduate Hannah Lopez is given the opportunity to lead entry into a new market for Plámo, a company that created startup companies in Europe and emerging markets based upon existing successful business models. She had only been with the company a few months, and while excited by the opportunity, she was beginning to have some doubts about the company. In the brief time she had been with the company, she had had a few experiences that made her question the company's approach to management and the sustainability of its business. Accepting the assignment could give her a unique entrepreneurial opportunity, but she wondered what level of support she could expect to receive and, if the startup did fail, what impact would that have on her career and reputation? Lopez was also starting to worry about the ethical implications of Plámo's style of entrepreneurship. She worried that by agreeing to serve as a manager of the new operations, she would be tacitly supporting elements of Plámo's strategy and practices that she was concerned about. Was she comfortable taking other companies' ideas and simply copying them? Was this true entrepreneurship?

    Keywords: ethical behavior; Ethical Judgment; ethics; entrepreneurship; imitation; Ethics; Moral Sensibility; Values and Beliefs; Europe; Middle East;

    Citation:

    Badaracco, Joseph L., and Matthew Preble. "iMatari." Harvard Business School Case 313-083, March 2013. (Revised November 2013.) View Details
  5. Joe Gifford in Tal Afar, Iraq (A)

    A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis.

    Keywords: Decision Choices and Conditions; Moral Sensibility; Leadership; Management; Problems and Challenges; Iraq;

    Citation:

    Badaracco, Joseph, Richard Burgess Jr., Robert Carpio III, and William Wheeler. "Joe Gifford in Tal Afar, Iraq (A)." Harvard Business School Case 311-085, January 2011. (Revised June 2012.) View Details
  6. Joe Gifford in Tal Afar, Iraq (B)

    A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis. The (B) case describes the decision made and the rationale behind it.

    Keywords: Iraq;

    Citation:

    Badaracco, Joseph, Richard Burgess Jr., Robert Carpio III, and William Wheeler. "Joe Gifford in Tal Afar, Iraq (B)." Harvard Business School Supplement 311-086, January 2011. (Revised June 2012.) View Details
  7. Joe Gifford in Tal Afar, Iraq (TN) (A) and (B)

    Keywords: Iraq;

    Citation:

    Badaracco, Joseph. "Joe Gifford in Tal Afar, Iraq (TN) (A) and (B)." Harvard Business School Teaching Note 312-075, November 2011. View Details
  8. Note on Human Behavior: Character and Situation (TN)

    Teaching Note to 9-404-091.

    Keywords: Behavior; Values and Beliefs;

    Citation:

    Badaracco, Joseph L., Jr., and Aldo Sesia. "Note on Human Behavior: Character and Situation (TN)." Harvard Business School Teaching Note 307-026, September 2006. (Revised June 2007.) View Details
  9. Conflict on a Trading Floor (B)

    Supplements the (A) case.

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Conflict on a Trading Floor (B)." Harvard Business School Supplement 394-061, October 1993. (Revised February 2007.) View Details
  10. Two Tough Calls (TN) (A) and (B)

    Citation:

    Badaracco, Joseph L., Jr. "Two Tough Calls (TN) (A) and (B)." Harvard Business School Teaching Note 306-110, May 2006. (Revised September 2006.) View Details
  11. Models of the Corporation (TN)

    Keywords: Corporate Governance;

    Citation:

    Badaracco, Joseph L., Jr., and Aldo Sesia. "Models of the Corporation (TN)." Harvard Business School Teaching Note 307-022, September 2006. View Details
  12. Two Tough Calls (B)

    Citation:

    Badaracco, Joseph L., Jr. "Two Tough Calls (B)." Harvard Business School Supplement 306-028, November 2005. (Revised July 2006.) View Details
  13. Two Tough Calls (A)

    A young female manager must decide whether to terminate two poorly performing managers who work for her. Shows the practical and ethical issues involved in firing decisions.

    Keywords: Ethics; Resignation and Termination; Management; Performance;

    Citation:

    Badaracco, Joseph L., Jr. "Two Tough Calls (A)." Harvard Business School Case 306-027, November 2005. (Revised July 2006.) View Details
  14. Conflict on a Trading Floor (A)

    A junior salesperson on FirstAmerica Bank's trading floor is assisting a top salesperson, Linda, on a deal to finance the construction of a new cruise ship for Poseidon Cruise Lines. While the terms of the deal are being worked out, he realizes Linda has taken advantage of the Poseidon executives' unfamiliarity with complex financial structures to build an outrageously high profit margin into the deal. When the executives become suspicious of the prices FirstAmerica is quoting, Linda asks the protoganist to send them an intentionally misleading fax so that the deal will not be held up. Holding the personal belief that "before a blind man you shall not put a stumpling block," he does not know if he can bring himself to send the information.

    Keywords: Cost vs Benefits; Ethics; Values and Beliefs; Profit; Knowledge Use and Leverage;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Conflict on a Trading Floor (A)." Harvard Business School Case 394-060, October 1993. (Revised March 2006.) View Details
  15. Personal Values and Professional Responsibilities

    Describes some of the classic conflicts managers face in trying to live and work by their personal values and uses Hirschman's "exit, loyalty, and voice" framework to suggest ways for resolving these conflicts.

    Keywords: Values and Beliefs; Personal Development and Career; Conflict of Interests; Conflict and Resolution;

    Citation:

    Badaracco, Joseph L., Jr. "Personal Values and Professional Responsibilities." Harvard Business School Background Note 304-070, January 2004. (Revised April 2005.) View Details
  16. Defining Moments: A Framework for Moral Decisions

    Keywords: Decisions; Ethics;

    Citation:

    Badaracco, Joseph L., Jr. "Defining Moments: A Framework for Moral Decisions." Boston: Harvard Business School Publishing Class Lecture, 2003. Electronic. (Faculty Lecture: HBSP Product Number 2861C.) View Details
  17. Leading Quietly

    Keywords: Leadership Style;

    Citation:

    Badaracco, Joseph L., Jr. "Leading Quietly." Boston: Harvard Business School Publishing Class Lecture, 2003. Electronic. (Faculty Lecture: HBSP Product Number 2853C.) View Details
  18. Individual and the Corporation, The: Kathy Levinson and E*TRADE (A)

    Kathy Levinson, the president and COO of ETRADE and a lesbian mother of two children, must decide whether and how to participate in the "No on Knight" campaign. The campaign opposes California ballot proposition 22, which requires California to recognize only marriages between a man and a woman. This case provides background for Levinson's decision, in which she must balance her obligations as an executive with her personal values and commitments.

    Keywords: Conflict of Interests; Leadership; Managerial Roles; Values and Beliefs; Decision Choices and Conditions; Gender Characteristics; Diversity Characteristics; Financial Services Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Susan Harmeling. "Individual and the Corporation, The: Kathy Levinson and E*TRADE (A)." Harvard Business School Case 301-057, October 2000. (Revised January 2002.) View Details
  19. Individual and the Corporation, The: Kathy Levinson and E*TRADE (B)

    Supplements the (A) case.

    Keywords: Conflict of Interests; Leadership; Managerial Roles; Values and Beliefs; Decision Choices and Conditions; Gender Characteristics; Diversity Characteristics; Financial Services Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Susan Harmeling. "Individual and the Corporation, The: Kathy Levinson and E*TRADE (B)." Harvard Business School Case 301-058, October 2000. (Revised January 2002.) View Details
  20. Individual and the Corporation, The: Kathy Levinson and E*Trade (A) and (B) TN

    Teaching Note for (9-301-057) and (9-301-058).

    Citation:

    Badaracco, Joseph L., Jr. "Individual and the Corporation, The: Kathy Levinson and E*Trade (A) and (B) TN." Harvard Business School Teaching Note 702-417, October 2001. View Details
  21. Ann Hopkins (A)

    Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on business ethics, it encourages students to discuss what "fairness" and "diversity" mean when an organization is also trying to create a sense of teamwork and "fit." Based upon the open court records of Ann Hopkins versus Price Waterhouse, a sexual discrimination and sexual stereotyping suit brought by a woman who was denied partnership at Price Waterhouse. (The court found in her favor.) Includes lengthy exhibits drawn directly from Price Waterhouse.

    Keywords: Ethics; Employee Relationship Management; Organizational Culture; Organizational Structure; Problems and Challenges; Groups and Teams;

    Citation:

    Badaracco, Joseph L., Jr., and Ilyse Barkan. "Ann Hopkins (A)." Harvard Business School Case 391-155, February 1991. (Revised August 2001.) View Details
  22. Ann Hopkins (B)

    Describes the reasons why the courts found in favor of Ann Hopkins in the sexual discrimination suit. Also explains why the courts concluded she was the victim of sexual stereotyping.

    Keywords: Law; Ethics; Human Resources; Gender Characteristics;

    Citation:

    Badaracco, Joseph L., Jr., and Ilyse Barkan. "Ann Hopkins (B)." Harvard Business School Supplement 391-170, March 1991. (Revised July 2001.) View Details
  23. New Economy Ethics: YouKnowIt.com

    Entrepreneur Janice Schwartz is hoping to grow her start-up company by creating a technical advisory board and compensating members with discounted company stock. Schwartz is considering six candidates that can help her online education company in a variety of ways: as a potential customer, a media maven, venture capitalist, and technical advisor. The case suggests ways of compensating the advisory board and raises questions about whether there are new rules in the new economy about building professional networks, and when offers of equity constitute bribery and wrong doing.

    Keywords: Business Startups; Crime and Corruption; Customers; Entrepreneurship; Venture Capital; Governing and Advisory Boards; Media; Networks; Internet;

    Citation:

    Badaracco, Joseph L., Jr., and Kim Slack. "New Economy Ethics: YouKnowIt.com." Harvard Business School Case 301-050, October 2000. (Revised November 2000.) View Details
  24. Orthoteks USA (B3)

    Supplements the (A) case.

    Keywords: Health Industry; United States;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (B3)." Harvard Business School Supplement 384-060, September 1983. (Revised May 1999.) View Details
  25. Exporting American Culture

    A large entertainment company, extensively criticized for producing violent, offensive, and anti-social material, is considering whether to sell its material to a semi-illegal operation that is beaming satellite TV into Turkey. The opportunity raises many questions about cultural sensitivities and the concept of American cultural imperialism around the globe, especially in the traditional Muslim Middle East. The young executive responsible for the deal wonders if his company will be perceived as a "Western vulture."

    Keywords: Decision Choices and Conditions; Forecasting and Prediction; Cross-Cultural and Cross-Border Issues; Media; Business and Community Relations; Opportunities; Social Issues; Media and Broadcasting Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Exporting American Culture." Harvard Business School Case 396-055, September 1995. (Revised April 1999.) View Details
  26. Orthoteks USA Series TN

    Teaching Note for (9-384-057), (9-384-058), (9-384-059), (9-384-060), (9-384-061), and (9-384-062).

    Keywords: Health Industry; United States; Switzerland;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA Series TN." Harvard Business School Teaching Note 398-126, June 1998. View Details
  27. This Case Sucks: Beavis, Butt-head, and TV Content (A)

    Beginning in 1992, "Beavis and Butt-head," an animated series on MTV about two uncivilized teenaged misfits, became both a runaway popular sensation and the symbol of a heated national debate about violent and inappropriate programming on television. Especially after the show was blamed for inspiring a five-year-old to set a fire that killed his younger sister, the controversy posed difficult decisions both for MTV's parent company, Viacom, and for advertisers, including some of America's biggest.

    Keywords: Debates; Decision Choices and Conditions; Animation Entertainment; Fairness; Governance Controls; Media; Outcome or Result; Social Issues; Entertainment and Recreation Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "This Case Sucks: Beavis, Butt-head, and TV Content (A)." Harvard Business School Case 395-053, September 1994. (Revised January 1997.) View Details
  28. Willie Overmeyer

    A student comes to believe that a classmate has cheated on an exam. The action question is: What, if anything, should the student do?

    Keywords: Ethics; Management; Value;

    Citation:

    Badaracco, Joseph L., Jr., and Jennifer Bermant. "Willie Overmeyer." Harvard Business School Case 396-056, September 1995. (Revised October 1996.) View Details
  29. Comp.Sys.Intel: The Internet and the Pentium Chip Controversy (A)

    Keywords: Internet; Hardware; Ethics; Semiconductor Industry; Computer Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Comp.Sys.Intel: The Internet and the Pentium Chip Controversy (A)." Harvard Business School Case 395-246, June 1995. (Revised June 1996.) View Details
  30. Comp.Sys.Intel: The Internet and the Pentium Chip Controversy (B)

    Keywords: Internet; Hardware; Ethics; Semiconductor Industry; Computer Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Comp.Sys.Intel: The Internet and the Pentium Chip Controversy (B)." Harvard Business School Case 395-247, June 1995. (Revised June 1996.) View Details
  31. AT&T Consumer Products, Teaching Note

    Teaching Note for (9-392-108).

    Keywords: Asia; Mexico;

    Citation:

    Badaracco, Joseph L., Jr. "AT&T Consumer Products, Teaching Note." Harvard Business School Teaching Note 392-154, May 1992. (Revised May 1996.) View Details
  32. This Case Sucks: Beavis, Butt-head, and TV Content (B)

    Supplements the (A) case.

    Keywords: Entertainment and Recreation Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "This Case Sucks: Beavis, Butt-head, and TV Content (B)." Harvard Business School Supplement 396-341, April 1996. View Details
  33. Decision Making and Ethical Values, Overview and Assignments

    Citation:

    Badaracco, Joseph L., Jr. "Decision Making and Ethical Values, Overview and Assignments." Harvard Business School Background Note 392-007, July 1991. (Revised July 1995.) View Details
  34. Managerial Duties and Business Law

    Consists of excerpts from Principles of Corporate Governance, a set of legal guidelines that enumerates the principal duties of corporate managers and directors, including fiduciary duty, duty of care, and duty of fair dealing. Also addresses legal obligations relating to tender offers and the supervision of employees.

    Keywords: Ethics; Corporate Governance; Retention; Common Law; Business or Company Management; Goals and Objectives; Managerial Roles;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Managerial Duties and Business Law." Harvard Business School Background Note 395-244, July 1995. View Details
  35. IBM-Fujitsu Dispute

    Describes a dispute between IBM and Fujitsu over allegations that Fujitsu stole proprietary IBM software for controlling mainframe computers. Also describes a novel arbitration agreement intended to resolve the dispute, an overview of intellectual property law in the United States and Japan, and background on the question of whether Japan is a peculiarly imitation society. The main teaching objective is to show students the differing approach to intellectual property law in the two countries and the problems these create for trade and for company management.

    Keywords: Trade; Ethics; Intellectual Property; Law; Negotiation Process; Relationships; Software; Information Technology Industry;

    Citation:

    Badaracco, Joseph L., Jr. "IBM-Fujitsu Dispute." Harvard Business School Case 390-168, March 1990. (Revised October 1994.) View Details
  36. AT&T Consumer Products

    Describes the factors AT&T Consumer Products managers considered in deciding whether to locate a new plant for telephone answering machines in the United States, Asia, or Mexico. Describes in depth the restructuring of AT&T during the 1980s, the competition facing its consumer products division, the division's overseas manufacturing strategy, the Mexican economy, and the country's macquilodora program. Encourages students to analyze where a company's and an executive's responsibilities lie in making a complex plant-siting decision involving overseas operations, and in making decisions about pay, benefits, bribery, gender-based hiring, waste disposal, and so forth in operating in developing countries.

    Keywords: Restructuring; Competitive Strategy; Trade; Management; Operations; Crime and Corruption; Executive Compensation; Selection and Staffing; Demand and Consumers; Asia; Mexico;

    Citation:

    Badaracco, Joseph L., Jr. "AT&T Consumer Products." Harvard Business School Case 392-108, March 1992. (Revised October 1994.) View Details
  37. Introduction to the Milgram Experiment Film

    Keywords: Arts; Film Entertainment;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Introduction to the Milgram Experiment Film." Harvard Business School Background Note 395-015, July 1994. View Details
  38. A Brush with AIDS (A)

    A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospitals report repeated instances of needles penetrating the container walls, she realizes the defective product poses a health hazard for medical workers. The product manager must decide whether or not to fix the containers when doing so would significantly decrease her profit performance for the year. The company mission statement stresses quality commitment to customers, but all compensation and advancement incentives are geared solely toward profit objectives.

    Keywords: Health; Cost vs Benefits; Motivation and Incentives; Safety; Values and Beliefs; Profit; Goals and Objectives; Compensation and Benefits; Medical Devices and Supplies Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "A Brush with AIDS (A)." Harvard Business School Case 394-058, October 1993. (Revised July 1994.) View Details
  39. A Brush with AIDS (B)

    Supplements the (A) case.

    Keywords: Medical Devices and Supplies Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "A Brush with AIDS (B)." Harvard Business School Supplement 394-059, October 1993. (Revised July 1994.) View Details
  40. Morality and Realism

    Citation:

    Badaracco, Joseph L., Jr. "Morality and Realism." Harvard Business School Background Note 393-036, November 1992. (Revised May 1994.) View Details
  41. Chris Miller & Procters' Problem, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "Chris Miller & Procters' Problem, Teaching Note." Harvard Business School Teaching Note 394-169, May 1994. View Details
  42. Malcolm X, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "Malcolm X, Teaching Note." Harvard Business School Teaching Note 394-178, May 1994. View Details
  43. Brush with AIDS, A (A) & (B) TN

    Teaching Note for (9-394-058) and (9-394-059).

    Keywords: Health Care and Treatment; Ethics; Health Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Brush with AIDS, A (A) & (B) TN." Harvard Business School Teaching Note 394-180, May 1994. View Details
  44. Kathryn McNeil (A) & (B) TN

    Teaching Note for (9-394-111) and (9-394-112).

    Keywords: Retail Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Kathryn McNeil (A) & (B) TN." Harvard Business School Teaching Note 394-185, May 1994. View Details
  45. Conflict on a Trading Floor (A) & (B) TN

    Teaching Note for (9-394-060) and (9-394-061).

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Conflict on a Trading Floor (A) & (B) TN." Harvard Business School Teaching Note 394-194, May 1994. View Details
  46. Where Is He? (A) & (B) TN

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Where Is He? (A) & (B) TN." Harvard Business School Teaching Note 394-195, May 1994. View Details
  47. BayBank Boston TN

    Teaching Note for (9-393-095).

    Keywords: Mortgages; Problems and Challenges; Programs; Business and Community Relations; Financial Services Industry; Boston;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "BayBank Boston TN." Harvard Business School Teaching Note 394-211, May 1994. View Details
  48. Lotus MarketPlace: Households TN

    Teaching Note for (9-392-026).

    Keywords: Information Technology Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Lotus MarketPlace: Households TN." Harvard Business School Teaching Note 394-219, May 1994. View Details
  49. Individual and the Corporation and Tom Reese, TN

    Citation:

    Badaracco, Joseph L., Jr. "Individual and the Corporation and Tom Reese, TN." Harvard Business School Teaching Note 392-141, May 1992. (Revised May 1994.) View Details
  50. Kathryn McNeil (A)

    Charles Foley, vice president of the computer retailing firm Sayer MicroWorld, must decide whether or not to fire his employee, Kathryn McNeil, a 37-year-old product manager who has been unable to work as many hours as her colleagues due to her status as a single parent of a six-year-old boy. The company's recent risk-laden acquisition of another ailing firm has intensified the office's already high-pressure environment by necessitating that all employees work 13- and 14-hour days. Although McNeil appears to be doing her best to fulfill both her parental and professional responsibilities, her immediate supervisor insists that McNeil has not been able to complete her share of the work.

    Keywords: Ethics; Values and Beliefs; Employees; Work-Life Balance; Resignation and Termination; Mergers and Acquisitions; Retail Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Kathryn McNeil (A)." Harvard Business School Case 394-111, February 1994. View Details
  51. Kathryn McNeil (B)

    Supplements the (A) case.

    Keywords: Retail Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Kathryn McNeil (B)." Harvard Business School Supplement 394-112, February 1994. View Details
  52. Analyst's Dilemma (A) & (B) TN, The

    Teaching Note for (9-394-056) and (9-394-057).

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Analyst's Dilemma (A) & (B) TN, The ." Harvard Business School Teaching Note 394-148, February 1994. View Details
  53. Morality and Character Taro Yoshida TN

    Citation:

    Badaracco, Joseph L., Jr., and Allen Webb. "Morality and Character Taro Yoshida TN." Harvard Business School Teaching Note 394-098, December 1993. View Details
  54. Selling Harvard Business School Cases

    Keywords: Business Education; Ethics;

    Citation:

    Badaracco, Joseph L., Jr. "Selling Harvard Business School Cases." Harvard Business School Case 394-062, November 1993. View Details
  55. Where Is He? (A)

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Where Is He? (A)." Harvard Business School Case 394-054, October 1993. View Details
  56. Where Is He? (B)

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Where Is He? (B)." Harvard Business School Supplement 394-055, October 1993. View Details
  57. Analyst's Dilemma (A), The

    A young investment banker returns home one night to find that her roommate and best friend has been laid off from Universal Bank because Universal is shutting down its capital finance group. Her roommate makes her promise to keep this information confidential because the news is not to be disclosed to the market for several days. The protaganist knows, however, that Universal's capital finance group is collaborating with her own investment bank on a leveraged buyout deal and that Universal's withdrawal could have potentially disastrous ramifications for the deal if her own investment bank is not notified immediately. She must decide whether to break her promise to her friend or to remain silent and expose her own company to great risk.

    Keywords: Ethics; Values and Beliefs; Leveraged Buyouts; Conflict of Interests; Decision Choices and Conditions; Risk and Uncertainty;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "Analyst's Dilemma (A), The." Harvard Business School Case 394-056, October 1993. View Details
  58. The Analyst's Dilemma (B)

    Supplements the (A) case.

    Keywords: Investment Banking; Ethics; Risk and Uncertainty; Problems and Challenges; Financial Services Industry;

    Citation:

    Badaracco, Joseph L., Jr., and Jerry Useem. "The Analyst's Dilemma (B)." Harvard Business School Supplement 394-057, October 1993. View Details
  59. Conoco's: "Green" Oil Strategy (A)

    Conoco faces challenges in formulating a proactive environmental strategy for its proposed oil development in Ecuador's pristine tropical rain forest region. The case outlines the innovative process in which Conoco collaborated with a wide range of often conflicting constituency groups to define and implement its policies, along with Conoco's successes and failures in reaching constituency consensus.

    Keywords: Decision Choices and Conditions; Ethics; Collaborative Innovation and Invention; Corporate Social Responsibility and Impact; Outcome or Result; Problems and Challenges; Business and Stakeholder Relations; Conflict Management; Ecuador;

    Citation:

    Salter, Malcolm S., and Joseph L. Badaracco Jr. Conoco's: "Green" Oil Strategy (A). Harvard Business School Case 392-133, April 1992. (Revised July 1993.) View Details
  60. Conflicting Responsibilities

    Presents a framework for resolving issues in which managers' responsibilities--to shareholders, employees, other stakeholder groups, and to their own values and commitments in life--conflict with each other. The framework analyzes these issues in terms of duties, consequences, personal values, and practicality. Provides an analytic framework for a course or module on business ethics, that brings together basic considerations in moral philosophy with practical pressures, perspectives, and concerns of business executives.

    Keywords: Ethics; Employees; Management Analysis, Tools, and Techniques; Management Practices and Processes; Organizational Structure; Personal Development and Career; Business and Shareholder Relations; Business and Stakeholder Relations;

    Citation:

    Badaracco, Joseph L. "Conflicting Responsibilities." Harvard Business School Background Note 392-002, July 1991. (Revised June 1993.) View Details
  61. Trade In Services and American Express

    Keywords: Financial Services Industry;

    Citation:

    Badaracco, Joseph L., Jr., and David B. Yoffie. "Trade In Services and American Express." Harvard Business School Case 383-114, April 1983. (Revised June 1993.) View Details
  62. Company's Ethical Climate

    Explains what a company's ethical climate is, describes the forces that shape it, and ways managers can work to alter a firm's ethical climate.

    Keywords: Ethics; Values and Beliefs; Business or Company Management; Value;

    Citation:

    Badaracco, Joseph L. "Company's Ethical Climate." Harvard Business School Background Note 392-004, July 1991. (Revised September 1992.) View Details
  63. H. Ross Perot

    Keywords: Energy Industry; Financial Services Industry;

    Citation:

    Badaracco, Joseph L., Jr. "H. Ross Perot." Harvard Business School Case 390-210, June 1990. (Revised August 1992.) View Details
  64. AT&T Productos de Consumo de Mexico

    Describes in detail the decisions AT&T made in designing and staffing their Mexican telephone answering machine plant. Allows students to evaluate a company's detailed implementation decisions on a plant in a developed country--involving wages, benefits, waste management, gender-based hiring, and other issues.

    Keywords: Decision Making; Executive Compensation; Selection and Staffing; Management Analysis, Tools, and Techniques; Management Systems; Mexico;

    Citation:

    Badaracco, Joseph L., Jr. "AT&T Productos de Consumo de Mexico." Harvard Business School Case 392-109, March 1992. (Revised June 1992.) View Details
  65. IBM-Fujitsu Dispute and IBM-Fujitsu Settlement, Teaching Note

    Teaching Note for (9-390-168) and (391-149).

    Keywords: Information Technology Industry;

    Citation:

    Badaracco, Joseph L., Jr. "IBM-Fujitsu Dispute and IBM-Fujitsu Settlement, Teaching Note." Harvard Business School Teaching Note 391-148, January 1991. (Revised May 1992.) View Details
  66. Lake Pleasant Bodies Case (A) and (B), Teaching Note

    Teaching Note for (9-390-212) and (9-390-216).

    Keywords: Legal Services Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Lake Pleasant Bodies Case (A) and (B), Teaching Note." Harvard Business School Teaching Note 392-103, May 1992. View Details
  67. International Drilling Corp. (A), (B), (C), Morality and Consequences, and Morality and Duties TN

    Citation:

    Badaracco, Joseph L., Jr., and Allen Webb. "International Drilling Corp. (A), (B), (C), Morality and Consequences, and Morality and Duties TN." Harvard Business School Teaching Note 392-104, May 1992. View Details
  68. Morality and Integrity, Taro Yoshida, and Susan Woods, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "Morality and Integrity, Taro Yoshida, and Susan Woods, Teaching Note." Harvard Business School Teaching Note 392-138, May 1992. View Details
  69. H. Ross Perot, Teaching Note

    Keywords: Energy Generation; Energy Industry;

    Citation:

    Badaracco, Joseph L., Jr. "H. Ross Perot, Teaching Note." Harvard Business School Teaching Note 392-139, May 1992. View Details
  70. Tom Monaghan: In Business for God, Teaching Note

    Teaching Note for (9-392-079).

    Keywords: Food and Beverage Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Tom Monaghan: In Business for God, Teaching Note." Harvard Business School Teaching Note 392-140, May 1992. View Details
  71. Smoke Wars: The Case for and Against the Cigarette Industry, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "Smoke Wars: The Case for and Against the Cigarette Industry, Teaching Note." Harvard Business School Teaching Note 392-142, May 1992. View Details
  72. Moral Responsibilities of Organization Leaders, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "Moral Responsibilities of Organization Leaders, Teaching Note." Harvard Business School Teaching Note 392-143, May 1992. View Details
  73. Jim Sawyer (A), (B), and (C), Teaching Note

    Teaching Note for (9-383-029), (9-383-030), and (9-383-031).

    Keywords: Health Disorders; Employees;

    Citation:

    Badaracco, Joseph L., Jr. "Jim Sawyer (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 392-144, May 1992. View Details
  74. Ann Hopkins (A) and (B), Teaching Note

    Teaching Note for (9-391-155) and (9-391-170).

    Keywords: Social Issues; Corporate Social Responsibility and Impact; Rights;

    Citation:

    Badaracco, Joseph L., Jr. "Ann Hopkins (A) and (B), Teaching Note." Harvard Business School Teaching Note 392-145, May 1992. View Details
  75. McDonnell Douglas and Taiwan Aerospace, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "McDonnell Douglas and Taiwan Aerospace, Teaching Note." Harvard Business School Teaching Note 392-146, May 1992. View Details
  76. RU 486 (A) and (B), Teaching Note

    Teaching Note for (9-391-050) and (9-391-051).

    Keywords: Pharmaceutical Industry; Health Industry; France; Germany; United States;

    Citation:

    Badaracco, Joseph L., Jr. "RU 486 (A) and (B), Teaching Note." Harvard Business School Teaching Note 392-147, May 1992. View Details
  77. Moral Responsibilities of Economic Agents, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr. "Moral Responsibilities of Economic Agents, Teaching Note." Harvard Business School Teaching Note 392-152, May 1992. View Details
  78. Integrity and Management

    Describes the role that issues of personal integrity play in managers' decisions. Defines personal integrity, the factors that influence it, the situations in which it becomes particularly relevant to company decisions, and ways of overcoming the blind spots that can create too personal a focus on decisions. Helps students understand the issues in the context of decision making and action planning.

    Keywords: Decisions; Moral Sensibility; Planning; Situation or Environment; Trust; Value;

    Citation:

    Badaracco, Joseph L. "Integrity and Management." Harvard Business School Background Note 392-005, July 1991. (Revised March 1992.) View Details
  79. McDonnell Douglas and Taiwan Aerospace

    Keywords: Aerospace Industry; Taiwan;

    Citation:

    Badaracco, Joseph L., Jr. "McDonnell Douglas and Taiwan Aerospace." Harvard Business School Case 392-092, February 1992. View Details
  80. Tom Monaghan: In Business for God

    Describes the personal history of Thomas Monaghan, the founder of Domino's Pizza, his role in building the company, his strong religious convictions, and the ways those have influenced company policy. The question is when to draw lines between individuals' religious convictions and their management of a firm.

    Keywords: Leadership; Religion; Business or Company Management; Management Teams; Policy; Personal Characteristics; Food and Beverage Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Tom Monaghan: In Business for God." Harvard Business School Case 392-079, January 1992. View Details
  81. IBM-Fujitsu Settlement

    Describes the decision by the arbitrators chosen to resolve the intellectual property dispute between IBM and Fujitsu.

    Keywords: Decisions; Intellectual Property; Business or Company Management; Conflict Management;

    Citation:

    Badaracco, Joseph L., Jr. "IBM-Fujitsu Settlement." Harvard Business School Supplement 391-149, January 1991. (Revised January 1992.) View Details
  82. Proposition 11 (A)

    Citation:

    Badaracco, Joseph L., Jr. "Proposition 11 (A)." Harvard Business School Case 382-075, November 1981. (Revised November 1991.) View Details
  83. Proposition 11 (B)

    Keywords: Laws and Statutes;

    Citation:

    Badaracco, Joseph L., Jr. "Proposition 11 (B)." Harvard Business School Supplement 382-076, November 1981. (Revised November 1991.) View Details
  84. Proposition 11 (C)

    Keywords: Laws and Statutes;

    Citation:

    Badaracco, Joseph L., Jr. "Proposition 11 (C)." Harvard Business School Supplement 382-077, November 1981. (Revised November 1991.) View Details
  85. Morality and Consequences

    Consists mainly of excerpts from Utilitarianism by John Stuart Mill. Mill explains what utilitarianism is and gives his rationale for accepting it as a moral philosophy.

    Keywords: Ethics; Moral Sensibility; Outcome or Result; Value;

    Citation:

    Badaracco, Joseph L., Jr. "Morality and Consequences." Harvard Business School Case 390-206, June 1990. (Revised November 1991.) View Details
  86. Lake Pleasant Bodies Case (A)

    Presents a classic dilemma in legal ethics--the conflict between an attorney's obligations as an attorney, in this case to protect a client's confidentiality, and his or her own moral obligations as a person. An attorney must decide how to respond to the father of a missing young woman who has asked for information about her whereabouts. The attorney knows from conversations with his client that the young woman is dead and where her body is. Shows students what role-related obligations are, why they have strong moral claims, and the difficult dilemmas role obligations can create.

    Keywords: Decision Choices and Conditions; Moral Sensibility; Questionnaires; Attorney and Client Relationships; Social Psychology; Conflict Management; Legal Services Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Lake Pleasant Bodies Case (A)." Harvard Business School Case 390-212, June 1990. (Revised October 1991.) View Details
  87. Lake Pleasant Bodies Case (B)

    Describes how the attorney resolved the dilemma he faced, the reasons for his decision, and the consequences he suffered. Displays vividly the personal toll that moral conflicts can create for professionals with role obligations.

    Keywords: Decisions; Moral Sensibility; Managerial Roles; Outcome or Result; Problems and Challenges;

    Citation:

    Badaracco, Joseph L., Jr. "Lake Pleasant Bodies Case (B)." Harvard Business School Supplement 390-216, June 1990. (Revised October 1991.) View Details
  88. Understanding Context

    Citation:

    Badaracco, Joseph L. "Understanding Context." Harvard Business School Background Note 392-003, July 1991. (Revised August 1991.) View Details
  89. Orthoteks USA (A)

    A series on implementing strategy as the head of the U.S. subsidiary of a successful Swiss medical products firm. Traces the actions of the CEO over a four year period and highlights his negotiations with the Swiss parent and the way functional components of the strategy were developed and integrated. Describes Hans Wyss' first eight months as CEO of Orthoteks USA.

    Keywords: Business Subsidiaries; Trade; Health Care and Treatment; Leadership Style; Agreements and Arrangements; Strategy; Health Industry; Switzerland; United States;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (A)." Harvard Business School Case 384-057, September 1983. (Revised July 1991.) View Details
  90. Allied Chemical Corp., Supplementary Financial Information

    Supplements the (A) case.

    Keywords: Chemical Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Allied Chemical Corp., Supplementary Financial Information." Harvard Business School Supplement 392-006, July 1991. View Details
  91. Dirty Hands

    A one-paragraph excerpt from a play by Jean-Paul Sartre. Describes in the words of one character, the ethical problem of "dirty hands": the problem that doing the morally superior thing in some circumstances inevitably involves doing some things that are morally wrong. This excerpt is for use as a supplement to cases in which the "dirty hands" problem arises.

    Keywords: Moral Sensibility; Management; Problems and Challenges; Personal Characteristics; Value;

    Citation:

    Badaracco, Joseph L., Jr. "Dirty Hands." Harvard Business School Background Note 390-213, May 1990. (Revised April 1991.) View Details
  92. RU 486 (A)

    Describes the factors faced by Roussel UCLAF, a French drug company, in deciding whether and how to market a controversial new drug, RU 486, which is often called "the French abortion pill." Roussel's decision involved its relations with the French government, its parent company, the German chemicals giant Hoechst, supporters and opponents of abortion rights in France and the United States, and the research community. The objective is to show students the complex web of responsibilities managers face and the practical issues that arise from conflicts among those obligations.

    Keywords: Judgments; Ethics; Product Launch; Negotiation; Outcome or Result; Performance; Business and Government Relations; Health Industry; Pharmaceutical Industry; France; Germany; United States;

    Citation:

    Badaracco, Joseph L., Jr. "RU 486 (A)." Harvard Business School Case 391-050, October 1990. (Revised April 1991.) View Details
  93. RU 486 (B)

    Describes how Roussel UCLAF resolved the dilemma. Intended for use as an in-class handout.

    Keywords: Pharmaceutical Industry; Health Industry; France; Germany; United States;

    Citation:

    Badaracco, Joseph L., Jr. "RU 486 (B)." Harvard Business School Supplement 391-051, September 1990. (Revised March 1991.) View Details
  94. Veil of Ignorance

    Citation:

    Badaracco, Joseph L., Jr. "Veil of Ignorance." Harvard Business School Case 391-162, February 1991. View Details
  95. Morality and Integrity

    Keywords: Moral Sensibility; Ethics;

    Citation:

    Badaracco, Joseph L., Jr. "Morality and Integrity." Harvard Business School Case 390-214, June 1990. (Revised February 1991.) View Details
  96. Taro Yoshida

    Citation:

    Badaracco, Joseph L., Jr. "Taro Yoshida." Harvard Business School Case 391-143, January 1991. (Revised February 1991.) View Details
  97. Tom Reese

    Citation:

    Badaracco, Joseph L., Jr. "Tom Reese." Harvard Business School Case 391-145, January 1991. View Details
  98. Roger Smith, General Motors, and Ross Perot

    Keywords: Auto Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Roger Smith, General Motors, and Ross Perot." Harvard Business School Case 391-060, September 1990. View Details
  99. Southern Packaging (A)

    Citation:

    Badaracco, Joseph L., Jr. "Southern Packaging (A)." Harvard Business School Case 385-179, October 1984. (Revised July 1990.) View Details
  100. CBS vs. Andy Rooney

    Keywords: Media and Broadcasting Industry;

    Citation:

    Badaracco, Joseph L., Jr. "CBS vs. Andy Rooney." Harvard Business School Case 390-215, June 1990. View Details
  101. General Motors' Asian Alliances, Teaching Note

    Teaching Note for (9-388-094).

    Citation:

    Badaracco, Joseph L., Jr. "General Motors' Asian Alliances, Teaching Note." Harvard Business School Teaching Note 390-062, October 1989. View Details
  102. Intellectual Property Rights: The IBM-Fujitsu Case

    Keywords: Intellectual Property; Law; Computer Industry; United States; Japan;

    Citation:

    Badaracco, Joseph L., Jr. "Intellectual Property Rights: The IBM-Fujitsu Case." Harvard Business School Case 390-061, September 1989. View Details
  103. Incremental Leadership

    Keywords: Leadership Style;

    Citation:

    Badaracco, Joseph L., Jr., and Richard R. Ellsworth. "Incremental Leadership." Harvard Business School Background Note 385-106, August 1984. (Revised March 1989.) View Details
  104. Direct, Personal Leadership

    Argues that to be effective leaders, general managers must focus on substance, not process, and aggressively combat the forces that can lead to the politicization of the organization. Examines the leader's direct role in setting and communicating goals, managing the formal systems and structures, and encouraging (rather than avoiding) constructive conflict.

    Keywords: Leadership Style; Management Practices and Processes;

    Citation:

    Badaracco, Joseph L., Jr., and Richard R. Ellsworth. "Direct, Personal Leadership." Harvard Business School Background Note 385-107, August 1984. (Revised March 1989.) View Details
  105. Leadership: The Problem of Intervention

    Keywords: Leadership; Problems and Challenges;

    Citation:

    Ellsworth, Richard R., and Joseph L. Badaracco Jr. "Leadership: The Problem of Intervention." Harvard Business School Background Note 385-198, November 1984. (Revised March 1989.) View Details
  106. Mark Twain Bancshares, Inc.

    Describes the history, management, and organization of an extremely successful bank holding company. The company has had a very charismatic chairman, has made MBAs bank presidents at very early ages, and has a long record of innovation. Now deregulation and a coming change of leadership may threaten the "system" that has made the bank so successful. The teaching objectives are to display the advantages and drawbacks of management based on a strong personality and strong values in the face of major market changes.

    Keywords: Management Style; Financial Services Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Mark Twain Bancshares, Inc." Harvard Business School Case 385-178, October 1984. (Revised July 1988.) View Details
  107. Allied Corp. (A) (Condensed)

    Citation:

    Badaracco, Joseph L., Jr. "Allied Corp. (A) (Condensed)." Harvard Business School Case 387-046, October 1986. (Revised June 1988.) View Details
  108. General Motors' Asian Alliances

    Describes all of General Motors' major alliances with Asian firms. These include Toyota, Fanuc, Isuzu, Daewoo, Suzuki, Nissan, and Hitachi. Students can discuss the rationale of each alliance, their risks, their management problems, and their likely evolution. Also shows the differences between alliances based primarily on cost considerations and those aimed at learning from other organizations.

    Keywords: Joint Ventures; Cost Management; Globalized Firms and Management; Problems and Challenges; Alliances; Risk and Uncertainty; Adoption; Corporate Strategy;

    Citation:

    Badaracco, Joseph L., Jr. "General Motors' Asian Alliances." Harvard Business School Case 388-094, January 1988. (Revised May 1988.) View Details
  109. General Motors in 1988

    Keywords: Auto Industry;

    Citation:

    Badaracco, Joseph L., Jr. "General Motors in 1988." Harvard Business School Case 388-118, February 1988. (Revised April 1988.) View Details
  110. New General Motors

    Keywords: Auto Industry;

    Citation:

    Badaracco, Joseph L., Jr. "New General Motors." Harvard Business School Case 387-171, April 1987. (Revised February 1988.) View Details
  111. Approaches to Leadership - Individual

    Citation:

    Badaracco, Joseph L., Jr. "Approaches to Leadership - Individual." Harvard Business School Background Note 387-073, October 1986. (Revised October 1987.) View Details
  112. General Management in Diversified Firms

    Citation:

    Badaracco, Joseph L., Jr. "General Management in Diversified Firms." Harvard Business School Background Note 387-064, October 1986. (Revised September 1987.) View Details
  113. Dilemmas of Developing and Communicating Strategy

    Citation:

    Badaracco, Joseph L., Jr. "Dilemmas of Developing and Communicating Strategy." Harvard Business School Background Note 387-044, September 1986. View Details
  114. Orthoteks USA (C)

    Supplements the (A) case.

    Keywords: Health Care and Treatment; Health Industry; United States;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (C)." Harvard Business School Supplement 384-061, September 1983. (Revised July 1986.) View Details
  115. Orthoteks USA (B1)

    Supplements the (A) case.

    Keywords: Health Industry; United States;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (B1)." Harvard Business School Supplement 384-058, September 1983. (Revised September 1985.) View Details
  116. Orthoteks USA (B2)

    Supplements the (A) case.

    Keywords: Health Industry; United States;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (B2)." Harvard Business School Supplement 384-059, September 1983. (Revised September 1985.) View Details
  117. Mark Twain Bancshares, Inc., Video

    Citation:

    Badaracco, Joseph L., Jr. "Mark Twain Bancshares, Inc., Video." Harvard Business School Video Supplement 886-506, August 1985. View Details
  118. Inertial Forces Within Organizations

    Keywords: Organizations;

    Citation:

    Ellsworth, Richard R., and Joseph L. Badaracco Jr. "Inertial Forces Within Organizations." Harvard Business School Background Note 385-053, July 1984. (Revised August 1985.) View Details
  119. Southern Packaging, Video

    Citation:

    Badaracco, Joseph L., Jr. "Southern Packaging, Video." Harvard Business School Video Supplement 885-511, June 1985. View Details
  120. Proposition 11 (A), (B), and (C), Teaching Note

    Keywords: California;

    Citation:

    Badaracco, Joseph L., Jr. "Proposition 11 (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 385-309, April 1985. View Details
  121. Trade In Services and American Express, Teaching Note

    Citation:

    Badaracco, Joseph L., Jr., and David B. Yoffie. "Trade In Services and American Express, Teaching Note." Harvard Business School Teaching Note 385-307, March 1985. View Details
  122. Encouraging Innovation and Entrepreneurship

    Keywords: Innovation Leadership;

    Citation:

    Ellsworth, Richard R., and Joseph L. Badaracco Jr. "Encouraging Innovation and Entrepreneurship." Harvard Business School Background Note 385-197, November 1984. View Details
  123. Goals: The Problem of Balancing Multiple Constituencies

    Keywords: Goals and Objectives; Problems and Challenges; Balance and Stability;

    Citation:

    Badaracco, Joseph L., Jr., and Richard R. Ellsworth. "Goals: The Problem of Balancing Multiple Constituencies." Harvard Business School Background Note 385-187, October 1984. View Details
  124. Southern Packaging (B)

    Keywords: Manufacturing Industry;

    Citation:

    Badaracco, Joseph L., Jr. "Southern Packaging (B)." Harvard Business School Supplement 385-180, October 1984. View Details
  125. Allocating Resources

    Keywords: Resource Allocation;

    Citation:

    Ellsworth, Richard R., and Joseph L. Badaracco Jr. "Allocating Resources." Harvard Business School Background Note 385-172, October 1984. View Details
  126. Developing and Communicating Strategy Goals

    Citation:

    Badaracco, Joseph L., Jr., and Richard R. Ellsworth. "Developing and Communicating Strategy Goals." Harvard Business School Background Note 385-164, October 1984. View Details
  127. Balancing General Management Responsibilities

    Keywords: Management Practices and Processes;

    Citation:

    Badaracco, Joseph L., Jr., and Richard R. Ellsworth. "Balancing General Management Responsibilities." Harvard Business School Background Note 385-154, September 1984. View Details
  128. Environmental Pressures (A&B) (Condensed)

    Citation:

    Berg, Norman A., and Joseph L. Badaracco Jr. "Environmental Pressures (A&B) (Condensed)." Harvard Business School Case 383-163, April 1983. (Revised May 1984.) View Details
  129. Allied Chemical Corp. (A)

    Describes Allied, the chemical industry, and the effects of the Kepone problem (a toxic pesticide dumped into the James River) as of 1976. The executive in the case must decide whether the company should support the passage of the Toxic Substances Control Act and an internal program called Product Responsibility. Underlying these issues is the question of whether Allied should take a cooperative or adversarial approach to government relations.

    Keywords: Pollution and Pollutants; Corporate Social Responsibility and Impact; Decision Making; Laws and Statutes; Welfare or Wellbeing; Legal Liability; Business and Government Relations; Chemical Industry;

    Citation:

    Lodge, George C., and Joseph L. Badaracco Jr. "Allied Chemical Corp. (A)." Harvard Business School Case 379-137, February 1979. (Revised December 1983.) View Details
  130. Orthoteks USA (D)

    Supplements the (A) case.

    Keywords: Health Industry; United States; Switzerland;

    Citation:

    Badaracco, Joseph L., Jr., and Richard G. Hamermesh. "Orthoteks USA (D)." Harvard Business School Supplement 384-062, September 1983. View Details
  131. Allied Chemical Corp. (B)

    Describes Allied's cooperative approach to government relations and the approach of some of the regulatory agencies Allied deals with. Based mainly on quotes from Allied and government officials. Asks the student to evaluate Allied's government relations--in general and in the light of three product decisions.

    Keywords: Business and Government Relations; Cooperation; Chemical Industry;

    Citation:

    Lodge, George C., and Joseph L. Badaracco Jr. "Allied Chemical Corp. (B)." Harvard Business School Case 379-150, March 1979. (Revised December 1982.) View Details
  132. Note on Corporate Strategy and Politics

    Keywords: Corporate Strategy;

    Citation:

    Badaracco, Joseph L., Jr. "Note on Corporate Strategy and Politics." Harvard Business School Background Note 382-151, April 1982. View Details
  133. Allied Chemical Corp. (C)

    Supplements the (B) case.

    Keywords: Chemical Industry;

    Citation:

    Lodge, George C., and Joseph L. Badaracco Jr. "Allied Chemical Corp. (C)." Harvard Business School Supplement 379-151, March 1979. View Details