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• Teaching Note | HBS Case Collection | June 2003 (Revised February 2020)

  Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A), (B), and (C)

  Teaching Note for (9-303-008), (9-303-058), and (9-303-081).

  Citation:

  Garvin, David A., and Michael A. Roberto. "Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A), (B), and (C)." Harvard Business School Teaching Note 303-126, June 2003. (Revised February 2020.)  View Details

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• Case | HBS Case Collection | January 2017 (Revised December 2017)

  Merging American Airlines and US Airways (A)

  David G. Fubini, David A. Garvin and Carin-Isabel Knoop

  In February 2013, US Airways announced that it would merge with American Airlines to create the world’s largest airline. Doug Parker, the CEO of US Airways, would become CEO of the new American Airlines Group (AAL). The case describes a number of critical decisions Parker made and actions that he took in the course of the acquisition integration process. All focused on how best to combine the two airlines’ core systems and operating processes as well as the appropriate scope and speed of strategic changes. Now, Parker must decide on the composition of AAL’s senior executive team. Should Parker select a team dominated by US Airways executives with whom he has successfully worked for decades? Or should he establish a new team with roughly equal representation from both airlines? Parker’s choice will send important signals to employees about the extent to which the transaction will be viewed as a merger of equals or as a takeover by US Airways.

  Keywords: airlines; Merger; takeover; integration strategy; merger integration; Mergers and Acquisitions; Decision Making; Governance; Management Teams; Operations; Organizational Culture; Air Transportation Industry; United States;

  Citation:

  Fubini, David G., David A. Garvin, and Carin-Isabel Knoop. "Merging American Airlines and US Airways (A)." Harvard Business School Case 417-054, January 2017. (Revised December 2017.)  View Details

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• Case | HBS Case Collection | October 2016

  Malenti Strings: Intrapreneurship within FLG, Inc.

  David A. Garvin and Rachel Gordon

  This case follows Jenica Fletcher as she rebuilds her company's guitar strings division from the ground up. Convinced that she could turn the division around if given complete independence from corporate headquarters, Fletcher relocated the group, rebranded it as Malenti Strings, repositioned the guitar strings as high-performance products, and transformed Malenti into a fast-growing, profitable business. The case traces Fletcher's key steps in rebuilding the organization, including the development of a team of committed, interdependent employees. Students learn about Fletcher's values and unique management philosophy, as well as her managerial practices and daily activities. The case also discusses the role and development of the partnerships that helped solidify and grow the business. Coming off its high-end success, Malenti must now decide whether to move into the mid-priced market with a new line of electric guitar strings called True.

  Keywords: Organizational Change and Adaptation; Management Style; Management Practices and Processes; Restructuring; Business Divisions; Consumer Products Industry;

  Citation:

  Garvin, David A., and Rachel Gordon. "Malenti Strings: Intrapreneurship within FLG, Inc." Harvard Business School Brief Case 917-513, October 2016.  View Details

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