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Case | HBS Case Collection | April 2008

TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial

by Michael Beer and Sunru Yong

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Abstract

TerraCog, a successful privately held high-tech firm that develops GPS (global positioning system) and similar products for consumer markets, has recently been caught off-guard by a competitor's new product that makes novel use of satellite imagery. When TerraCog pursues development of a directly competing product, dubbed Aerial, the projected costs threaten to scuttle the project. The key unit managers gather in a pair of contentious meetings that feature anger, blame, and bewilderment, but produce no effective conclusion. At the end of the case it falls to Emma Richardson, a newly-promoted executive vice-president, to push the group toward a go/no-go decision.

Keywords: communication; organizational behavior; Meetings; decision making; leadership; group dynamics; human resource management; conflict; Technology; Leadership; Conflict Management; Competition; Groups and Teams; Organizational Culture; Human Resources; Communication; Decision Choices and Conditions; Crisis Management; Technology Industry;

Language: English Format: Print 12 pages EducatorsPurchase

Citation:

Beer, Michael, and Sunru Yong. "TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial." Harvard Business School Brief Case 082-184, April 2008.

About the Author

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Michael Beer
Cahners-Rabb Professor of Business Administration, Emeritus

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More from the Author

  • Case | HBS Case Collection | May 2000 (Revised December 2018)

    SMA: Micro-Electronic Products Division (A)

    Michael Beer and Michael Tushman

    The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by change in organization and management. A rewritten version of an earlier case.

    Keywords: Change Management; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Conflict and Resolution; Business Strategy;

    Citation:

    Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (A)." Harvard Business School Case 400-084, May 2000. (Revised December 2018.)  View Details
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  • Teaching Note | HBS Case Collection | February 2010 (Revised December 2018)

    SMA: Micro-Electronic Products Division (A), (B) & (C)

    Michael Beer

    Teaching Note for [400084], [400085], and [400086].

    Citation:

    Beer, Michael. "SMA: Micro-Electronic Products Division (A), (B) & (C)." Harvard Business School Teaching Note 910-413, February 2010. (Revised December 2018.)  View Details
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  • Supplement | HBS Case Collection | May 2000 (Revised December 2018)

    SMA: Micro-Electronic Products Division (B)

    Michael Beer and Michael Tushman

    Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case.

    Keywords: Change Management; Organizational Culture; Conflict Management; Corporate Strategy;

    Citation:

    Beer, Michael, and Michael Tushman. "SMA: Micro-Electronic Products Division (B)." Harvard Business School Supplement 400-085, May 2000. (Revised December 2018.)  View Details
    CiteView DetailsPurchase Related
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