Corning, Inc.: A Network of Alliances

Christopher A. Bartlett; Ashish   Nanda

Case | HBS Case Collection | November 1990 (Revised August 1992)

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;

Format: Print

26 pages

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Citation:

Bartlett, Christopher A., and Ashish Nanda. "Corning, Inc.: A Network of Alliances." Harvard Business School Case 391-102, November 1990. (Revised August 1992.)

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Corning, Inc.: A Network of Alliances

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