Market Failures

Bharat N. Anand; Tarun   Khanna; Jan W. Rivkin

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Background Note | HBS Case Collection | April 2000

Market Failures

by Bharat N. Anand, Tarun Khanna and Jan W. Rivkin

Abstract

Examines the role of transaction costs in impeding the functioning of markets and shows how the concept of transaction costs sheds light on a broad range of issues in strategy.

Keywords: Competitive Strategy; Competition; Corporate Strategy; Cost; Market Transactions; Industry Clusters; Failure; Internet;

Format: Print

12 pages

Educators Purchase

Citation:

Anand, Bharat N., Tarun Khanna, and Jan W. Rivkin. "Market Failures." Harvard Business School Background Note 700-127, April 2000.

About the Authors

Bharat N. Anand

Henry R. Byers Professor of Business Administration

Strategy

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Tarun Khanna

Jorge Paulo Lemann Professor

Strategy

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Jan W. Rivkin

C. Roland Christensen Professor of Business Administration
Senior Associate Dean, Chair, MBA Program

Strategy

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More from these Authors

Case | HBS Case Collection | May 2020 (Revised July 2020)

MassChallenge

Rembrand Koning, Andy Wu, Nataliya Langburd Wright and Tarun Khanna

The case explores the strategic decision of global non-profit startup accelerator MassChallenge on whether to pursue a for-profit spinoff, discussing: (1) the costs and benefits of this decision, (2) how best to manage the risks of the decision, and (3) alternative pathways to ensure business sustainability and success.

Keywords: accelerators; Nonprofit Organizations; Business Startups; Business Model; For-Profit Firms; Cost vs Benefits; Risk Management; Decision Making; Strategy;

Citation:
Koning, Rembrand, Andy Wu, Nataliya Langburd Wright, and Tarun Khanna. "MassChallenge." Harvard Business School Case 720-469, May 2020. (Revised July 2020.) View Details

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Teaching Note | HBS Case Collection | July 2020

Hurtigruten: Sailing into Warm Water?

Jan W. Rivkin

Citation:
Rivkin, Jan W. "Hurtigruten: Sailing into Warm Water?" Harvard Business School Teaching Note 721-360, July 2020. View Details

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Case | HBS Case Collection | July 2020

Super 30: Educating the Elite Poor

Prithwiraj Choudhury, Tarun Khanna and Shreya Ramachandran

In the summer of 2019 in New Delhi, S K Shahi and his daughter, Meenakshi, faced a difficult problem. India had 19 centers of their non-profit, the Center for Social Responsibility and Leadership. Also called the 'Super 30' program, this offered free training for India's rigorous engineering entrance exam, the Joint Entrance Examination, to 30 - or sometimes 50 or 100 - high school graduates, selected by merit. Shahi and Meenakshi ran these centers using the corporate social responsibility funds donated by large state-owned companies in India, and some private companies. They had been operational for over a decade, with alumni working in academia, top tech companies, and education, having graduated from India's best colleges. They now had a difficult decision to make: should they expand in large metropolis cities - New Delhi; Kanpur; Mumbai - that would attract talented youth from all over India? Or else, given India's remote geographies and uneven distribution of income and educational benefits, was it best to expand to these tough regions to help those who most needed it? An additional source of concern was the operational and logistical cost of running centers in different parts of the country. What was the best way forward: city or town, urban or remote? New Delhi or Kashmir?

Keywords: Education; Higher Education; Diversity; Nonprofit Organizations; Operations; Expansion; Geographic Location; Strategy; Decision Making; India;

Citation:
Choudhury, Prithwiraj, Tarun Khanna, and Shreya Ramachandran. "Super 30: Educating the Elite Poor." Harvard Business School Case 621-004, July 2020. View Details

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Market Failures

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