Publications
Publications
- November 1990 (Revised August 1992)
- HBS Case Collection
Corning, Inc.: A Network of Alliances
By: Christopher A. Bartlett and Ashish Nanda
Abstract
Describes James Houghton's actions in assuming the role of CEO at Corning in the midst of a recession. Not only must he turn around operating performance, he must also revitalize a demoralized organization and set a new, clear strategic direction. In doing so, the case focuses on the changing role of alliances and partnerships in Corning operations. Increasingly, they are moving from a peripheral role in providing market access interchange for technology, to a more central role at the core of Corning's business. The strategic and organizational challenges this presents are highlighted through some specific decision issues facing Houghton.
Keywords
Business Cycles; Policy; Leading Change; Organizational Change and Adaptation; Performance Expectations; Partners and Partnerships; Business Strategy
Citation
Bartlett, Christopher A., and Ashish Nanda. "Corning, Inc.: A Network of Alliances." Harvard Business School Case 391-102, November 1990. (Revised August 1992.)
