Malcolm S. Salter

James J. Hill Professor of Business Administration, Emeritus

Malcolm Salter has been a member of the Harvard Business School faculty since 1967. His teaching and research focuses on issues of corporate strategy, organization, and governance.

Over the years, Professor Salter has taught and helped develop a wide variety of courses at HBS. Most recently, he has taught courses in Leadership and Corporate Accountability, Governance and Corporate Control, and Competition and Strategy in the MBA Program. In addition to teaching at HBS, he has also taught at the Harvard Law School (2 years) and the Kennedy School of Government (4 years).

Professor Salter is author of Innovation Corrupted (Harvard University Press, 2008), which addresses the origins and legacy of Enron’s collapse; co-author of Changing Alliances (HBS Press, 1987), a study of business-government-labor relations the world auto industry; Diversification through Acquisition (Free Press, 1979), a study of how real economic value can be created through corporate diversification; and many other articles and papers addressing issues of corporate strategy and internal governance and control.

In addition to his scholarly activities, Professor Salter served as Senior Associate Dean for External Relations from 2003 to 2006. He has also served as Chair of the Elective Curriculum in the MBA Program, Chairman of the Advanced Management Program and the International Senior Managers Program (the School's two most senior executive education programs), and Chairman of the General Management Area (a section of the faculty encompassing the subject areas of general management, entrepreneurial management, and international management).

From 1986 to 2006, Professor Salter was also president of Mars & Co., a strategy consulting firm with offices in Greenwich (CT), London, Paris, San Francisco, Tokyo, and Shanghai.

Professor Salter is a Trustee and Director of the Dana-Farber Cancer Institute where he serves on the Finance Committee and is Chair of the Trustee's Science Committee. He is also an Overseer of the Boston Symphony Orchestra. Active in civic affairs at both the municipal and state levels of government, Professor Salter served as Chair of Newton’s (MA) Citizen Advisory Group from June 1, 2008 to May 1, 2009, charged with developing a new financial and management model for this city of 85,000 residents and thirteen villages.

He is also a founder of the Friends of Boston Art, a past Overseer of the Boston Museum of Fine Arts and the Rose Art Museum at Brandeis University, a former Trustee and Treasurer of the Shady Hill School, and a past director of Schlegel Corporation and Christie's, the London-based auction house.

Professor Salter is a graduate of Harvard University where he received his AB, MBA, and DBA degrees.

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Publications

Research Summary

Books

Book | 2008

Innovation Corrupted: The Origins and Legacy of Enron's Collapse

Malcolm S. Salter

Keywords: Innovation and Invention; Crime and Corruption; Energy Industry;

Citation:
Salter, Malcolm S. Innovation Corrupted: The Origins and Legacy of Enron's Collapse. Harvard University Press, 2008.

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Book | 1987

Changing Alliances: The Harvard Business School Project on the Auto Industry and the American Economy

Davis Dyer, Malcolm S. Salter and Alan M. Weber

Keywords: Change; Alliances; Higher Education; Projects; Economy; Auto Industry; United States;

Citation:
Dyer, Davis, Malcolm S. Salter, and Alan M. Weber. Changing Alliances: The Harvard Business School Project on the Auto Industry and the American Economy. Harvard Business School Press, 1987.

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Book | 1979

Diversification through Acquisition: Strategies for Creating Economic Value

Malcolm S. Salter and Wolf A. Weinhold

Keywords: Mergers and Acquisitions; Strategy; Value; Diversification;

Citation:
Salter, Malcolm S., and Wolf A. Weinhold. Diversification through Acquisition: Strategies for Creating Economic Value. Free Press, 1979.

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Journal Articles

Article | Journal of Strategic Management Education |

Notes on Governance and Corporate Control

Malcolm S. Salter

Keywords: Governance;

Citation:
Salter, Malcolm S. "Notes on Governance and Corporate Control." Journal of Strategic Management Education 1, no. 1 (August 2003): 5–54.

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Working Papers

Working Paper | HBS Working Paper Series | 2012

How Short-Termism Invites Corruption—And What to Do About It

Malcolm S. Salter

Researchers and business leaders have long decried short-termism: the excessive focus of executives of publicly traded companies-along with fund managers and other investors-on short-term results. The central concern is that short-termism discourages long-term investments, threatening the performance of both individual firms and the U.S. economy. I argue that short-termism also invites institutional corruption. I define that as institutionally supported behavior that—while not necessarily unlawful—undermines a company's legitimate processes and core values, weakening its capacity to achieve espoused goals and eroding public trust. In the private sector, institutional corruption typically entails gaming society's laws and regulations, tolerating conflicts of interest, persistently violating accepted norms of fairness, and pursuing various forms of cronyism. The gaming of Securities and Exchange Commission rules by Citigroup's mortgage-banking desk in 2007 is an illuminating example of institutional corruption in the finance industry. After exploring that case, I provide a more complete definition of gaming, and explain how short-termism invites the kind of gaming and institutional corruption that occurred at Citigroup. I then examine the key drivers of short-termism in contemporary business, and their potential effects on the behavior of both executives and their organizations. I conclude by proposing mechanisms to deter the corrupting effects of short-termism, including changes in both business and public policy. While business leaders and policymakers have been cautious in implementing many of these countermeasures, we must seriously consider them if want to rein in the public and private costs of institutional corruption in the private sector.

Keywords: Business and Shareholder Relations; Public Ownership; Performance Expectations; Economy; Crime and Corruption; Ethics; Trust; Financial Services Industry; United States;

Citation:
Salter, Malcolm S. "How Short-Termism Invites Corruption—And What to Do About It." Harvard Business School Working Paper, No. 12–094, April 2012.

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Working Paper | HBS Working Paper Series | 2010

Lawful but Corrupt: Gaming and the Problem of Institutional Corruption in the Private Sector

Malcolm S. Salter

This paper describes how the gaming of society's rules by corporations contributes to the problem of institutional corruption in the world of business. "Gaming" in its various forms involves the use of technically legal means to subvert the intent of society's rules in order to gain advantage over rivals, maximize reported earnings, maintain high credit ratings, preserve access to capital on favorable terms, and reap personal rewards-just to mention several possible motives. It is one of the most corrosive forms of institutional corruption in business. "Institutional corruption" refers to company-sanctioned behavior and relationships that may be lawful but either harm the public interest or weaken the capacity of the institution to achieve its primary purposes. The most salient consequence of institutional corruption is diminished public trust in the governance of the institution. In this paper, I describe the twin phenomena of gaming and institutional corruption—and how the former contributes to the latter, often with the support of professional advisors at law and auditing firms. I illustrate these phenomena with examples from Enron, which (apart from outright fraud) pursued one of the greatest gaming strategies of all time. I also point to the implementation of the Dodd-Frank Act as an excellent source of clinical data pertaining to gaming in a more contemporary setting. I then discuss how gaming and other trust-destroying behaviors have been encouraged by the short-term decision-making horizons of both corporate executives and managers of large investment funds, how those time horizons are largely driven by ways in which the performance of operating executives and investment fund managers is measured and rewarded, and how the directors of these entities become complicit in the gaming of society's rules and the spreading of institutional corruption. I end by suggesting possible remedies for curbing the ill effects of continued gaming of society's rules and restoring much needed public trust in the offending institutions.

Keywords: Crime and Corruption; Civil Society or Community; Competitive Advantage; Earnings Management; Trust; Law; Performance; Investment Funds; Private Sector; Behavior; Relationships; Goals and Objectives;

Citation:
Salter, Malcolm S. "Lawful but Corrupt: Gaming and the Problem of Institutional Corruption in the Private Sector." Harvard Business School Working Paper, No. 11–060, December 2010.

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Working Paper | HBS Working Paper Series | 2003

Innovation Corrupted: The Rise and Fall of Enron, Part I

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Innovation Corrupted: The Rise and Fall of Enron, Part I." Harvard Business School Working Paper, No. 03–077, January 2003.

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Working Paper | HBS Working Paper Series | 2001

A Note on Governance and Corporate Control

Malcolm S. Salter

Citation:
Salter, Malcolm S. "A Note on Governance and Corporate Control." Harvard Business School Working Paper, No. 01–090, June 2001.

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Cases and Teaching Materials

Case | HBS Case Collection | 2006 (Revised from original 1999 version)

Goldman Sachs IPO, The

Ashish Nanda, Malcolm S. Salter, Boris Groysberg and Sarah Matthews

Addresses the proposed IPO and raises questions regarding how agency costs may rise or fall as Goldman converts from a private partnership to a public limited corporation.

Citation:
Nanda, Ashish, Malcolm S. Salter, Boris Groysberg, and Sarah Matthews. "Goldman Sachs IPO, The." Harvard Business School Case 800-016, April 2006. (Revised from original September 1999 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2004 version)

Innovation Corrupted: The Rise and Fall of Enron (A)

Malcolm S. Salter

Presents a brief historical overview of Enron's rise, its strategic successes and failures, the evolution of its business model, and the organizational processes relied upon by Enron's management to drive and monitor the business. A rewritten version of an earlier case.

Citation:
Salter, Malcolm S. "Innovation Corrupted: The Rise and Fall of Enron (A)." Harvard Business School Case 905-048, October 2005. (Revised from original December 2004 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2004 version)

Innovation Corrupted: The Rise and Fall of Enron (B)

Malcolm S. Salter

Presents a brief historical overview of Enron's rise, its strategic successes and failures, the evolution of its business model, and the organizational processes relied upon by Enron's management to drive and monitor the business. A rewritten version of an earlier case.

Citation:
Salter, Malcolm S. "Innovation Corrupted: The Rise and Fall of Enron (B)." Harvard Business School Case 905-049, October 2005. (Revised from original December 2004 version.)

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Case | HBS Case Collection | 2005 (Revised from original 2003 version)

Innovation Corrupted: The Rise and Fall of Enron

Malcolm S. Salter

Presents an historical overview of Enron's rise and fall and summarizes what is currently known about (1) the evolution of Enron's business model, (2) the organizational processes Enron officials relied on to drive and monitor the business, (3) emergent behavior related to the structuring of major partnerships and corporate financial reporting, and (4) oversight provided by Enron's management and board of directors. Concludes with a comment on how Enron's story as a new, post-deregulation corporate model escaped critical analysis by the financial community, the business press, and other observers for such a long time.

Citation:
Salter, Malcolm S. "Innovation Corrupted: The Rise and Fall of Enron." Harvard Business School Case 904-036, April 2005. (Revised from original October 2003 version.)

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Case | HBS Case Collection | 2004 (Revised from original 2003 version)

Internal Governance and Control at Goldman Sachs: Block Trading

Malcolm S. Salter and Ratna Sarkar

Although the explicit problem presented in the case concerns pricing a block trade, the real issue involves the decision-making and oversight processes used to arrive at a price that is appropriate for both the client and Goldman Sachs. Asks students in assignment questions to map the decision and control processes used in this core activity and then to reflect on whether these processes are sustainable and scalable as Goldman Sachs grows from 5,000 employees to 20,000 employees within a 5-year period. Goldman Sachs' decision and control processes are based, at root, on trust, so the question becomes whether and how a culture based on trust is scalable.

Citation:
Salter, Malcolm S., and Ratna Sarkar. "Internal Governance and Control at Goldman Sachs: Block Trading." Harvard Business School Case 904-026, April 2004. (Revised from original November 2003 version.)

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Case | HBS Case Collection | 2003 (Revised from original 2002 version)

EXP Systems

Malcolm S. Salter and Alison Berkley Wagonfeld

Discusses selecting investors and avoiding board-level conflicts of interest in start-ups. Using the "term sheet" in third-round financing as a negotiation over future governance and control rights. A rewritten version of an earlier case.

Citation:
Salter, Malcolm S., and Alison Berkley Wagonfeld. "EXP Systems." Harvard Business School Case 903-022, August 2003. (Revised from original July 2002 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2001 version)

Tracking Stocks at Genzyme (A)

Malcolm S. Salter

Genzyme, a tracking stock pioneer, has used its innovative capital structure as a way to frame and grow its R&D-intensive business. Facing the question of how best to integrate a new acquisition into its tracking stock structure, Genzyme's top management is forced to review how tracking stocks add value to Genzyme, whether this value is sustainable, what future governance and control problems the current structure might present, and how these problems might be best handled. A rewritten version of an earlier note.

Citation:
Salter, Malcolm S. "Tracking Stocks at Genzyme (A)." Harvard Business School Case 902-023, December 2002. (Revised from original November 2001 version.)

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Case | HBS Case Collection | 2002 (Revised from original 1999 version)

Debate Over Unbundling General Motors: The Delphi Divestiture and Other Possible Transactions, The

Malcolm S. Salter

Ever since General Motors (GM) announced in February 1997 its intention to divest Delphi Automotive Systems--its upstream parts manufacturing operations--Wall Street had called for further unbundling, and various stakeholders competed for their claim of value represented by GM. The case presents GM's four options for the Delphi unit and raises valuation and governance issues regarding the remaining corporate assets. A rewritten version of an earlier case.

Citation:
Salter, Malcolm S. "Debate Over Unbundling General Motors: The Delphi Divestiture and Other Possible Transactions, The." Harvard Business School Case 800-196, June 2002. (Revised from original November 1999 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2001 version)

OAO YUKOS Oil Company

Malcolm S. Salter and Joshua N. Rosenbaum

This case presents the history and current position of Russia's second-largest oil company, YUKOS, as it seeks listing on the NYSE as an ADR and attempts to rid itself from a punishing "governance discount" by the capital markets. This is a company with a history of significant corporate governance abuses that is, more recently, attempting to reform its ways. Although the market value of the company has risen dramatically over the past year (2000), it is still selling at a whopping discount from the imputed market value of its gigantic oil and gas reserves. What more should YUKOS be doing to eliminate its governance discount? How can any program be implemented successfully given the current ownership structure of the company?

Citation:
Salter, Malcolm S., and Joshua N. Rosenbaum. "OAO YUKOS Oil Company." Harvard Business School Case 902-021, January 2002. (Revised from original October 2001 version.)

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Case | HBS Case Collection | 2001

Regal Cinemas LBO (A)

Malcolm S. Salter and Daniel Green

This case describes one of the greatest LBO failures of the 1990s. It presents an overview of the difficulties two experienced buyout sponsors were forced to deal with.

Keywords: Leveraged Buyouts; Corporate Governance; Failure;

Citation:
Salter, Malcolm S., and Daniel Green. "Regal Cinemas LBO (A)." Harvard Business School Case 902-019, July 2001.

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Case | HBS Case Collection | 2001

Regal Cinemas LBO (B)

Malcolm S. Salter and Daniel Green

Supplements the (A) case.

Keywords: Leveraged Buyouts; Corporate Governance; Failure;

Citation:
Salter, Malcolm S., and Daniel Green. "Regal Cinemas LBO (B)." Harvard Business School Case 902-020, July 2001.

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Case | HBS Case Collection | 2000

Japanese Financial Crisis and the Long-Term Credit Bank of Japan, The

Malcolm S. Salter and Andrew Eggers

Illustrates the failure of Japan's banking elite to adjust to new economic conditions.

Keywords: Financial Crisis; Banks and Banking; Behavior; Japan;

Citation:
Salter, Malcolm S., and Andrew Eggers. "Japanese Financial Crisis and the Long-Term Credit Bank of Japan, The." Harvard Business School Case 801-039, September 2000.

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Case | HBS Case Collection | 2000 (Revised from original 1998 version)

Deere & Company: Sustaining Value

Malcolm S. Salter and Marlowe Dayley

The question facing Deere & Co. is whether or not to adopt some of the organizational technologies of private equity investors (decentralized equity holdings, use of leverage to control the disposition of cash flows, the externalization of the capital budgeting process, partial spin-offs) to sustain over the next decade the supernormal returns created through more traditional means.

Keywords: Budgets and Budgeting; Decision Choices and Conditions; Cash Flow; Private Equity; Wealth; Adoption; Manufacturing Industry;

Citation:
Salter, Malcolm S., and Marlowe Dayley. "Deere & Company: Sustaining Value." Harvard Business School Case 899-001, July 2000. (Revised from original November 1998 version.)

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Case | HBS Case Collection | 2000 (Revised from original 2000 version)

ORIX KK

Malcolm S. Salter and Andrew Eggers

Describes the challenges facing a Japanese financial services company as it attempts to maintain its ability to attract and retain talented employees. The CEO's ideas of corporate governance and evidence from the competitive labor environment suggest the need for more performance-based compensation. But employees at all levels of the firm understand that any new compensation system must carefully consider the strategic goals of the firm, the cultural context of the Japanese workplace, and the legal framework of the Japanese corporation. Considers how a particular performance measurement system known as ORIX Value Added (OVA) might be used in the firm.

Keywords: Corporate Governance; Compensation and Benefits; Motivation and Incentives; Management Analysis, Tools, and Techniques; Geographic Location; Financial Services Industry; Japan;

Citation:
Salter, Malcolm S., and Andrew Eggers. "ORIX KK." Harvard Business School Case 800-272, July 2000. (Revised from original June 2000 version.)

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Case | HBS Case Collection | 1999

Restructuring General Motors North America (A): Pay-for-Performance

Malcolm S. Salter

Presents the new pay-for-performance scheme adopted by General Motors (GM) in its 1999 reorganization of its sales and marketing organization. Once in operation, many administrative problems developed requiring a reconsideration of the scheme's basic architecture.

Keywords: Restructuring; Compensation and Benefits; Marketing; Organizational Change and Adaptation; Problems and Challenges; Sales; Auto Industry; North America;

Citation:
Salter, Malcolm S. "Restructuring General Motors North America (A): Pay-for-Performance." Harvard Business School Case 800-027, July 1999.

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Teaching Note | HBS Case Collection | 1999 (Revised from original 1999 version)

Deere & Company: Sustaining Value TN

Malcolm S. Salter

Teaching Note for (9-899-001).

Keywords: Manufacturing Industry;

Citation:
Salter, Malcolm S. "Deere & Company: Sustaining Value TN." Harvard Business School Teaching Note 899-231, March 1999. (Revised from original February 1999 version.)

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Case | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Conoco's "Green" Oil Strategy (A)

Malcolm S. Salter and Susan E.A. Hall

Conoco's attempted to win an oil development contract in Ecuador's tropical rain forest. The case discusses government perspectives, environmental perspectives, and indigenous people's perspectives. Allows role playing in a "negotiating forum" set up by Conoco to get their developing plan in the various interest groups. This oil development contract is key to Conoco's Latin American E&D strategy.

Keywords: Governance; Contracts; Growth and Development Strategy; Negotiation; Practice; Business and Community Relations; Environmental Sustainability; Perspective; Culture; Corporate Strategy; Latin America;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. Block 16: Conoco's "Green" Oil Strategy (A). Harvard Business School Case 394-001, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Ecuadorian Government's Perspective

Malcolm S. Salter and Susan E.A. Hall

Supplements Block 16: Conoco's Green Oil Strategy (A). Provides the government perspective on Conoco's Ecuadorian strategy. Designed to be distributed to students who will be playing the role of Ecuadorian government officials.

Keywords: Policy; Business or Company Management; Resource Allocation; Marketing Strategy; Natural Environment; Environmental Sustainability; Perspective; Corporate Strategy;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. "Block 16: Ecuadorian Government's Perspective." Harvard Business School Supplement 394-002, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Indigenous Peoples' Perspective

Malcolm S. Salter and Susan E.A. Hall

Supplements Block 16: Conoco's Green Oil Strategy (A). Provides the indigenous people's perspective on Conoco's Ecuadorian strategy. Designed to be distributed to students who will be playing the role of Ecuadorian indigenous people.

Keywords: Ethnicity Characteristics; Perspective;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. "Block 16: Indigenous Peoples' Perspective." Harvard Business School Supplement 394-003, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Environmental Groups' Perspectives

Malcolm S. Salter and Susan E.A. Hall

Supplements Block 16: Conoco's Green Oil Strategy (A). Provides the environmental groups' perspective on Conoco's Ecuadorian strategy. Designed to be distributed to students who will be playing the role of Ecuadorian environmentalists.

Keywords: Resource Allocation; Marketing Strategy; Natural Environment; Environmental Sustainability; Perspective; Corporate Strategy;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. "Block 16: Environmental Groups' Perspectives." Harvard Business School Supplement 394-004, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Conoco's "Green" Oil Strategy (B)

Malcolm S. Salter and Susan E.A. Hall

Presents a continuation of the (A) case. New legal and social issues arise.

Keywords: Energy Generation; Energy Industry;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. Block 16: Conoco's "Green" Oil Strategy (B). Harvard Business School Supplement 394-005, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Conoco's "Green" Oil Strategy (C)

Malcolm S. Salter and Susan E.A. Hall

Presents a continuation of the (A) and (B) cases. New issues arise.

Keywords: Latin America;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. Block 16: Conoco's "Green" Oil Strategy (C). Harvard Business School Supplement 394-006, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Conoco's "Green" Oil Strategy (D)

Malcolm S. Salter and Susan E.A. Hall

Presents a continuation of the (A), (B), and (C) cases.

Keywords: Energy Generation; Energy Industry;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. Block 16: Conoco's "Green" Oil Strategy (D). Harvard Business School Supplement 394-007, September 1995. (Revised from original July 1993 version.)

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Supplement | HBS Case Collection | 1995 (Revised from original 1993 version)

Block 16: Management's Perspective

Malcolm S. Salter and Susan E.A. Hall

Supplements Block 16: Conoco's Green Oil Strategy (A). Reviews the environmental challenges facing the oil industry throughout upstream and downstream operations, and oil companies' competitive responses. Reviews Conoco's and Du Pont's environmental initiatives in more detail. Provides a multinational and competitive context to deepen management's appreciation of the strategic significance of the Block 16 development.

Keywords: Local Range; Operations; Environmental Sustainability; Perspective; Competitive Strategy; Corporate Strategy;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. "Block 16: Management's Perspective." Harvard Business School Supplement 394-075, September 1995. (Revised from original November 1993 version.)

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Case | HBS Case Collection | 1994 (Revised from original version)

Asahi Breweries Ltd.

Malcolm S. Salter

Focuses on competitive repositioning, organizational renewal, and personal leadership. Describes how Asahi Breweries was faced with a major capacity expansion decision after succeeding in increasing market share dramatically in the traditionally stable Japanese beer industry. This has been done through the creation of a new product category, "Dry Beer." Information on industry economics, Asahi's organizational process, and competitive interaction are provided as well as an in-depth description of top management's profile and management posture at Asahi. Designed to allow discussion on how to make a balanced decision incorporating such market strategy issues as product strategy, competitor retaliation, advertising policy, rebate policy, and distributor relations management, as well as such organizational elements as corporate goals, financial integrity, quality control, personnel policy, management philosophy, and leadership style.

Keywords: Competitive Strategy; Expansion; Leadership; Organizational Structure; Product Launch; Management Teams; Business or Company Management; Marketing Strategy; Supply Chain Management; Mission and Purpose; Food and Beverage Industry; Japan;

Citation:
Salter, Malcolm S. "Asahi Breweries Ltd." Harvard Business School Case 389-114, October 1994. (Revised from original February 1989 version.)

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Supplement | HBS Case Collection | 1994 (Revised from original version)

U.S. Auto Industry: Scenarios and Choices for the 1990s, Supplement

Malcolm S. Salter

Provides relevant back-up data for the required scenario writing exercise.

Keywords: Auto Industry; United States;

Citation:
Salter, Malcolm S. "U.S. Auto Industry: Scenarios and Choices for the 1990s, Supplement." Harvard Business School Supplement 391-002, August 1994. (Revised from original July 1990 version.)

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Case | HBS Case Collection | 1994 (Revised from original version)

U.S. Auto Industry: Scenarios and Choices for the 1990s

Malcolm S. Salter

Asks students to prepare a capacity utilization scenario for the U.S. auto industry in 1992 and to propose proper courses of action for Ford and General Motors in the face of globalizing competition. The subject is "corporate strategy in an overcapacitized world." Rewritten version of earlier case.

Keywords: Globalization; Business or Company Management; Competitive Strategy; Corporate Strategy; Auto Industry; United States;

Citation:
Salter, Malcolm S. "U.S. Auto Industry: Scenarios and Choices for the 1990s." Harvard Business School Case 391-001, August 1994. (Revised from original July 1990 version.)

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Case | HBS Case Collection | 1993 (Revised from original version)

Moet-Hennessy Group

Malcolm S. Salter

Presents the strategic and organizational problems of a venerable French firm pursuing product and financial diversification in an international context.

Keywords: Globalization; Product Marketing; Organizations; Diversification; France;

Citation:
Salter, Malcolm S. "Moet-Hennessy Group." Harvard Business School Case 386-191, October 1993. (Revised from original May 1986 version.)

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Case | HBS Case Collection | 1993 (Revised from original version)

Volkswagen Group

Malcolm S. Salter

Keywords: Auto Industry;

Citation:
Salter, Malcolm S. "Volkswagen Group." Harvard Business School Case 385-333, September 1993. (Revised from original May 1985 version.)

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Case | HBS Case Collection | 1993 (Revised from original version)

Conoco's: "Green" Oil Strategy (A)

Malcolm S. Salter and Joseph L. Badaracco Jr.

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, July 1993. (Revised from original April 1992 version.)

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Case | HBS Case Collection | 1992 (Revised from original version)

Managing Health Care at Ford Motor Co.

George C. Lodge and Malcolm S. Salter

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

Citation:
Lodge, George C., and Malcolm S. Salter. "Managing Health Care at Ford Motor Co." Harvard Business School Case 792-015, November 1992. (Revised from original October 1991 version.)

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Teaching Note | HBS Case Collection | 1992 (Revised from original 1992 version)

Conoco's "Green" Oil Strategy (A) TN

Malcolm S. Salter and Susan E.A. Hall

Teaching Note for (9-392-133).

Keywords: Ecuador;

Citation:
Salter, Malcolm S., and Susan E.A. Hall. Conoco's "Green" Oil Strategy (A) TN. Harvard Business School Teaching Note 393-021, September 1992. (Revised from original September 1992 version.)

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Supplement | HBS Case Collection | 1991

NIKE Series, Video

Christopher A. Bartlett and Malcolm S. Salter

Citation:
Bartlett, Christopher A., and Malcolm S. Salter. "NIKE Series, Video." Harvard Business School Video Supplement 392-504, September 1991.

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Case | HBS Case Collection | 1991 (Revised from original version)

Olivetti Group (A)

Malcolm S. Salter and Roy V. Eales

Keywords: Information Technology Industry;

Citation:
Salter, Malcolm S., and Roy V. Eales. "Olivetti Group (A)." Harvard Business School Case 391-134, June 1991. (Revised from original January 1991 version.)

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Case | HBS Case Collection | 1991 (Revised from original version)

Olivetti Group (B): The Transition Concerto, 1st and 2nd Movements

Malcolm S. Salter and Roy V. Eales

Keywords: Corporate Strategy; Information Technology Industry;

Citation:
Salter, Malcolm S., and Roy V. Eales. "Olivetti Group (B): The Transition Concerto, 1st and 2nd Movements." Harvard Business School Case 391-137, June 1991. (Revised from original January 1991 version.)

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Supplement | HBS Case Collection | 1991 (Revised from original version)

Olivetti Group (C): The Transition Concerto, Finale

Malcolm S. Salter and Roy V. Eales

Citation:
Salter, Malcolm S., and Roy V. Eales. "Olivetti Group (C): The Transition Concerto, Finale." Harvard Business School Supplement 391-138, June 1991. (Revised from original January 1991 version.)

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Case | HBS Case Collection | 1990 (Revised from original version)

Airbus vs. Boeing (A): Turbulent Skies

Malcolm S. Salter

Presents the economic and political dimensions of competition in the commercial aircraft industry, as demonstrated by Airbus of Europe and Boeing of the United States.

Keywords: Economics; Government and Politics; Competition; Aerospace Industry; Europe; United States;

Citation:
Salter, Malcolm S. "Airbus vs. Boeing (A): Turbulent Skies." Harvard Business School Case 386-193, November 1990. (Revised from original May 1986 version.)

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Case | HBS Case Collection | 1990 (Revised from original version)

Airbus vs. Boeing (B): The Storm Intensifies

Malcolm S. Salter

Discusses the growing competition faced by U.S. producers of civil aircraft due to the success and expanding product line of Airbus Industries. Designed to foster discussion of international trade policy as it affects producers in the industry and to encourage firm managers to consider competitive strategies, given their influence over trade policy negotiations. A rewritten version of an earlier case.

Keywords: Trade; Policy; Negotiation; Competition; Competitive Strategy; Aerospace Industry; United States;

Citation:
Salter, Malcolm S. "Airbus vs. Boeing (B): The Storm Intensifies." Harvard Business School Case 388-145, November 1990. (Revised from original May 1988 version.)

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Supplement | HBS Case Collection | 1990 (Revised from original version)

Airbus vs. Boeing (C): Steps Toward Dispute Resolution

Malcolm S. Salter

Presents partial resolution of problem. Cites points still to be resolved in trade dispute between U.S. aircraft manufacturers and Airbus Industrie. To be used as a handout after discussion of the case.

Keywords: Trade; Problems and Challenges; Conflict and Resolution; Aerospace Industry; United States;

Citation:
Salter, Malcolm S. "Airbus vs. Boeing (C): Steps Toward Dispute Resolution." Harvard Business School Supplement 388-146, November 1990. (Revised from original May 1988 version.)

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Background Note | HBS Case Collection | 1990 (Revised from original version)

Adding Value at the Top: A Perspective on the General Manager's Job

Malcolm S. Salter and Howard H. Stevenson

Citation:
Salter, Malcolm S., and Howard H. Stevenson. "Adding Value at the Top: A Perspective on the General Manager's Job." Harvard Business School Background Note 388-089, July 1990. (Revised from original February 1988 version.)

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Case | HBS Case Collection | 1990 (Revised from original version)

Olivetti (A): Picking Up the Pieces

Roy V. Eales and Malcolm S. Salter

Keywords: Information Technology Industry;

Citation:
Eales, Roy V., and Malcolm S. Salter. "Olivetti (A): Picking Up the Pieces." Harvard Business School Case 388-157, May 1990. (Revised from original June 1988 version.)

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Case | HBS Case Collection | 1990 (Revised from original version)

Olivetti (B): Putting De Benedetti's ""Mark I"" Strategy to Work

Roy V. Eales and Malcolm S. Salter

Keywords: Corporate Strategy; Information Technology Industry;

Citation:
Eales, Roy V., and Malcolm S. Salter. Olivetti (B): Putting De Benedetti's ""Mark I"" Strategy to Work. Harvard Business School Case 388-158, May 1990. (Revised from original June 1988 version.)

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Supplement | HBS Case Collection | 1990 (Revised from original version)

Olivetti (C1): The Transition Concerto, Finale

Malcolm S. Salter and Roy V. Eales

Citation:
Salter, Malcolm S., and Roy V. Eales. "Olivetti (C1): The Transition Concerto, Finale." Harvard Business School Supplement 390-004, May 1990. (Revised from original October 1989 version.)

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Case | HBS Case Collection | 1989

Olivetti (C): The Transition Concerto, 1st and 2nd Movements

Malcolm S. Salter and Roy V. Eales

Keywords: Corporate Strategy; Information Technology Industry;

Citation:
Salter, Malcolm S., and Roy V. Eales. "Olivetti (C): The Transition Concerto, 1st and 2nd Movements." Harvard Business School Case 390-003, October 1989.

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Background Note | HBS Case Collection | 1989

Industrial Governance and Corporate Performance

John T. Dunlop and Malcolm S. Salter

Keywords: Governance; Performance;

Citation:
Dunlop, John T., and Malcolm S. Salter. "Industrial Governance and Corporate Performance." Harvard Business School Background Note 390-032, September 1989.

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Background Note | HBS Case Collection | 1989 (Revised from original version)

Note on Takeovers and the Corporate Commonwealth

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Note on Takeovers and the Corporate Commonwealth." Harvard Business School Background Note 386-203, September 1989. (Revised from original June 1986 version.)

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Teaching Note | HBS Case Collection | 1989 (Revised from original version)

U.S. Auto Industry: Scenarios and Choices, Teaching Note

Malcolm S. Salter

Citation:
Salter, Malcolm S. "U.S. Auto Industry: Scenarios and Choices, Teaching Note." Harvard Business School Teaching Note 390-002, August 1989. (Revised from original July 1989 version.)

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Case | HBS Case Collection | 1989 (Revised from original version)

U.S. Auto Industry: Scenarios and Choices

Malcolm S. Salter

Keywords: Corporate Strategy; Situation or Environment; Auto Industry; United States;

Citation:
Salter, Malcolm S. "U.S. Auto Industry: Scenarios and Choices." Harvard Business School Case 389-152, June 1989. (Revised from original April 1989 version.)

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Supplement | HBS Case Collection | 1989 (Revised from original version)

U.S. Auto Industry: Scenarios and Choices, Supplement

Malcolm S. Salter

Citation:
Salter, Malcolm S. "U.S. Auto Industry: Scenarios and Choices, Supplement." Harvard Business School Supplement 389-153, June 1989. (Revised from original April 1989 version.)

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Teaching Note | HBS Case Collection | 1989

Asahi Breweries Ltd., Teaching Note

Malcolm S. Salter

Teaching Note for (9-389-114).

Keywords: Food and Beverage Industry; Japan;

Citation:
Salter, Malcolm S. "Asahi Breweries Ltd., Teaching Note." Harvard Business School Teaching Note 389-213, June 1989.

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Background Note | HBS Case Collection | 1989 (Revised from original version)

Europe's New Industrial Revolution

Malcolm S. Salter and Roy V. Eales

Citation:
Salter, Malcolm S., and Roy V. Eales. "Europe's New Industrial Revolution." Harvard Business School Background Note 388-099, April 1989. (Revised from original January 1988 version.)

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Case | HBS Case Collection | 1988 (Revised from original version)

Air Canada: The Privatization Option

Malcolm S. Salter

Keywords: Competition; Corporate Governance; Privatization; Air Transportation Industry; Canada;

Citation:
Salter, Malcolm S. "Air Canada: The Privatization Option." Harvard Business School Case 388-156, August 1988. (Revised from original June 1988 version.)

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Background Note | HBS Case Collection | 1988

Privatization: The Motives and the Outcomes

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Privatization: The Motives and the Outcomes." Harvard Business School Background Note 389-004, July 1988.

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Background Note | HBS Case Collection | 1987

Note on Advertising Effectiveness in the Beer Industry

Malcolm S. Salter

Keywords: Advertising Campaigns; Performance Effectiveness; Food and Beverage Industry;

Citation:
Salter, Malcolm S. "Note on Advertising Effectiveness in the Beer Industry." Harvard Business School Background Note 382-096, November 1987.

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Case | HBS Case Collection | 1987 (Revised from original version)

TC2 and the Apparel Industry

Malcolm S. Salter

Keywords: Apparel and Accessories Industry;

Citation:
Salter, Malcolm S. "TC2 and the Apparel Industry." Harvard Business School Case 387-160, October 1987. (Revised from original June 1987 version.)

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Background Note | HBS Case Collection | 1987

Note on Forums and Governance

John T. Dunlop and Malcolm S. Salter

Citation:
Dunlop, John T., and Malcolm S. Salter. "Note on Forums and Governance." Harvard Business School Background Note 388-046, September 1987.

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Case | HBS Case Collection | 1987 (Revised from original version)

Semiconductors: U.S. Response to Japanese Ascendency

Malcolm S. Salter

Keywords: Competition; Trade; Business and Government Relations; Semiconductor Industry; Japan; United States;

Citation:
Salter, Malcolm S. "Semiconductors: U.S. Response to Japanese Ascendency." Harvard Business School Case 387-210, September 1987. (Revised from original June 1987 version.)

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Case | HBS Case Collection | 1987

Government Intervention in the European Computer and Semiconductor Industries

Malcolm S. Salter

Keywords: Business and Government Relations; Computer Industry; Semiconductor Industry; Europe;

Citation:
Salter, Malcolm S. "Government Intervention in the European Computer and Semiconductor Industries." Harvard Business School Case 388-023, August 1987.

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Background Note | HBS Case Collection | 1987 (Revised from original version)

Apparel Industry's Political Profile

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Apparel Industry's Political Profile." Harvard Business School Background Note 387-161, June 1987. (Revised from original April 1987 version.)

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Case | HBS Case Collection | 1987

Aircraft Industry's Political Profile

Malcolm S. Salter

Keywords: Business and Government Relations; Air Transportation Industry;

Citation:
Salter, Malcolm S. "Aircraft Industry's Political Profile." Harvard Business School Case 387-190, June 1987.

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Background Note | HBS Case Collection | 1987

Deregulation in the Airline Industry: Implications for Industrial Governance

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Deregulation in the Airline Industry: Implications for Industrial Governance." Harvard Business School Background Note 387-028, April 1987.

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Background Note | HBS Case Collection | 1987

Canadian Textile Policy Since 1970

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Canadian Textile Policy Since 1970." Harvard Business School Background Note 387-150, April 1987.

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Background Note | HBS Case Collection | 1986 (Revised from original version)

Note on Diversification as a Strategy

Michael E. Porter and Malcolm S. Salter

Presents a discussion of corporate diversification. Covers historical background, the concept of strategy for a diversified company, and concepts of value creation.

Keywords: Diversification; Strategy; Value Creation;

Citation:
Porter, Michael E., and Malcolm S. Salter. "Note on Diversification as a Strategy." Harvard Business School Background Note 382-129, June 1986. (Revised from original March 1982 version.)

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Supplement | HBS Case Collection | 1986

Volkswagen Group (B)

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Volkswagen Group (B)." Harvard Business School Supplement 386-144, June 1986.

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Background Note | HBS Case Collection | 1986 (Revised from original version)

Note on the Creation of Corporate Wealth

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Note on the Creation of Corporate Wealth." Harvard Business School Background Note 386-131, March 1986. (Revised from original January 1986 version.)

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Background Note | HBS Case Collection | 1986 (Revised from original version)

Note on the World Auto Industry in Transition

Malcolm S. Salter

Keywords: Auto Industry;

Citation:
Salter, Malcolm S. "Note on the World Auto Industry in Transition." Harvard Business School Background Note 385-332, January 1986. (Revised from original May 1985 version.)

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Teaching Note | HBS Case Collection | 1985 (Revised from original version)

Fuqua Industries (A), (B), and (C), Teaching Note

Malcolm S. Salter and Richard G. Hamermesh

Citation:
Salter, Malcolm S., and Richard G. Hamermesh. "Fuqua Industries (A), (B), and (C), Teaching Note." Harvard Business School Teaching Note 375-280, October 1985. (Revised from original February 1975 version.)

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Teaching Note | HBS Case Collection | 1985 (Revised from original version)

Volkswagen Group, Teaching Note

Malcolm S. Salter

Keywords: Auto Industry;

Citation:
Salter, Malcolm S. "Volkswagen Group, Teaching Note." Harvard Business School Teaching Note 385-017, August 1985. (Revised from original June 1985 version.)

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Teaching Note | HBS Case Collection | 1985 (Revised from original version)

Boston Symphony Orchestra, Teaching Note

Malcolm S. Salter

Keywords: Music Industry;

Citation:
Salter, Malcolm S. "Boston Symphony Orchestra, Teaching Note." Harvard Business School Teaching Note 380-104, July 1985. (Revised from original November 1979 version.)

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Background Note | HBS Case Collection | 1985

NIKE: International Context

Malcolm S. Salter and Michael J. Roberts

Keywords: Apparel and Accessories Industry;

Citation:
Salter, Malcolm S., and Michael J. Roberts. "NIKE: International Context." Harvard Business School Background Note 385-328, April 1985.

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Case | HBS Case Collection | 1984 (Revised from original 1980 version)

Hudepohl Brewing Co.

Malcolm S. Salter

Presents the problem of how an established regional brewer can survive the onslaught of national breweries, some of which are being cross-subsidized by diversified parent companies. Requires detailed analysis of what operations are profitable and unprofitable for Hudepohl, in addition to industry and competitive analysis. Hudepohl is a private company.

Keywords: Business Subsidiaries; Profit; Management Analysis, Tools, and Techniques; Industry Growth; Private Ownership; Problems and Challenges; Competition; Diversification;

Citation:
Salter, Malcolm S. "Hudepohl Brewing Co." Harvard Business School Case 381-092, December 1984. (Revised from original December 1980 version.)

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Case | HBS Case Collection | 1983 (Revised from original version)

Tensor Corp.

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Tensor Corp." Harvard Business School Case 370-041, August 1983. (Revised from original October 1969 version.)

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Background Note | HBS Case Collection | 1983

Value Creation and General Management

Malcolm S. Salter

Keywords: Value Creation;

Citation:
Salter, Malcolm S. "Value Creation and General Management." Harvard Business School Background Note 384-080, August 1983.

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Case | HBS Case Collection | 1983 (Revised from original version)

Fuqua Industries (A)

Malcolm S. Salter and Richard G. Hamermesh

Citation:
Salter, Malcolm S., and Richard G. Hamermesh. "Fuqua Industries (A)." Harvard Business School Case 375-189, May 1983. (Revised from original December 1974 version.)

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Case | HBS Case Collection | 1983 (Revised from original version)

CIBA-GEIGY Corp. (B)

Malcolm S. Salter

Keywords: Pharmaceutical Industry;

Citation:
Salter, Malcolm S. "CIBA-GEIGY Corp. (B)." Harvard Business School Case 375-247, May 1983. (Revised from original January 1975 version.)

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Case | HBS Case Collection | 1983 (Revised from original version)

CIBA-GEIGY Corp. (A)

Malcolm S. Salter

Citation:
Salter, Malcolm S. "CIBA-GEIGY Corp. (A)." Harvard Business School Case 375-246, April 1983. (Revised from original January 1975 version.)

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Case | HBS Case Collection | 1983 (Revised from original version)

Boston Symphony Orchestra

Malcolm S. Salter

Keywords: Arts; Music Entertainment; Music Industry; Fine Arts Industry; Boston;

Citation:
Salter, Malcolm S. "Boston Symphony Orchestra." Harvard Business School Case 375-340, April 1983. (Revised from original April 1975 version.)

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Case | HBS Case Collection | 1983 (Revised from original version)

Ford Motor Co. (A): The Automobile Crisis and Ford's Strategic Posture--1980

Malcolm S. Salter

Keywords: Crisis Management; Auto Industry;

Citation:
Salter, Malcolm S. "Ford Motor Co. (A): The Automobile Crisis and Ford's Strategic Posture--1980." Harvard Business School Case 382-161, February 1983. (Revised from original May 1982 version.)

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Case | HBS Case Collection | 1983 (Revised from original version)

Ford Motor Co. (B): The Automobile Crisis and Ford's Political Strategy--1980

Malcolm S. Salter

Keywords: History; Corporate Strategy; Business and Government Relations; Auto Industry; United States;

Citation:
Salter, Malcolm S. "Ford Motor Co. (B): The Automobile Crisis and Ford's Political Strategy--1980." Harvard Business School Case 382-162, February 1983. (Revised from original May 1982 version.)

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Supplement | HBS Case Collection | 1983 (Revised from original version)

Ford Motor Co. (C)

Malcolm S. Salter

Keywords: Auto Industry;

Citation:
Salter, Malcolm S. "Ford Motor Co. (C)." Harvard Business School Supplement 382-165, February 1983. (Revised from original May 1982 version.)

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Supplement | HBS Case Collection | 1983 (Revised from original version)

Ford Motor Co. (D)

Malcolm S. Salter

Keywords: Auto Industry;

Citation:
Salter, Malcolm S. "Ford Motor Co. (D)." Harvard Business School Supplement 382-166, February 1983. (Revised from original May 1982 version.)

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Case | HBS Case Collection | 1977 (Revised from original version)

Beech Aircraft Corp.

Malcolm S. Salter

Keywords: Aerospace Industry;

Citation:
Salter, Malcolm S. "Beech Aircraft Corp." Harvard Business School Case 369-008, November 1977. (Revised from original June 1969 version.)

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Case | HBS Case Collection | 1976

Franklin Harris and Sons, Inc.

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Franklin Harris and Sons, Inc." Harvard Business School Case 377-019, July 1976.

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Case | HBS Case Collection | 1975

Gulf & Western Industries (A)

Malcolm S. Salter

Citation:
Salter, Malcolm S. "Gulf & Western Industries (A)." Harvard Business School Case 376-046, September 1975.

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Case | HBS Case Collection | 1975 (Revised from original version)

Fuqua Industries (C)

Malcolm S. Salter and Richard G. Hamermesh

Citation:
Salter, Malcolm S., and Richard G. Hamermesh. "Fuqua Industries (C)." Harvard Business School Case 375-191, April 1975. (Revised from original December 1974 version.)

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Supplement | HBS Case Collection | 1974

Fuqua Industries (B)

Malcolm S. Salter and Richard G. Hamermesh

Citation:
Salter, Malcolm S., and Richard G. Hamermesh. "Fuqua Industries (B)." Harvard Business School Supplement 375-190, December 1974.

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Background Note | HBS Case Collection | 1970

Note on the Light Aircraft Industry

Malcolm S. Salter

Keywords: Air Transportation; Air Transportation Industry;

Citation:
Salter, Malcolm S. "Note on the Light Aircraft Industry." Harvard Business School Background Note 370-036, June 1970.

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Case | HBS Case Collection | 1969

Piper Aircraft Corp.

Malcolm S. Salter

Keywords: Air Transportation Industry;

Citation:
Salter, Malcolm S. "Piper Aircraft Corp." Harvard Business School Case 369-007, June 1969.

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