Unbalanced Boards

Jay W. Lorsch; A.  Zelleke; Katharina  Pick

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Article | Harvard Business Review | February 2001

Unbalanced Boards

by Jay W. Lorsch, A. Zelleke and Katharina Pick

Format: Print

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Citation:

Lorsch, Jay W., A. Zelleke, and Katharina Pick. "Unbalanced Boards." F0102E. Harvard Business Review 79, no. 2 (February 2001).

About the Authors

Jay W. Lorsch

Louis E. Kirstein Professor of Human Relations

Organizational Behavior

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Andy Zelleke

MBA Class of 1962 Senior Lecturer of Business Administration

General Management

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Case | HBS Case Collection | March 2018

A Nonprofit Board in Transition at Farrington Nature Linc

Jay Lorsch and Emily Irving

Citation:
Lorsch, Jay, and Emily Irving. "A Nonprofit Board in Transition at Farrington Nature Linc." Harvard Business School Case 418-066, March 2018. View Details

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Case | HBS Case Collection | January 2018

Merck CEO Ken Frazier Quits President Trump's Advisory Council

Andy Zelleke and Brian Tilley

In the first six months of Donald Trump’s presidency, Merck CEO Kenneth Frazier appeared alongside Trump at least three times at press events, one of which commemorated the first and only meeting of the president’s Manufacturing Job Initiative (better known at the president’s “Manufacturing Council”). Then by August 2017, after tragic events surrounding a white supremacist rally in Charlottesville, Virginia, and a press event in which Trump condemned violence “on many sides,” Frazier became the first CEO to resign from the Council in response. His action immediately elicited an angry tweet from the president that disparaged the CEO and his company. Two days later, the Council disbanded completely. This short case describes a CEO’s act of conscience, and suggests some of the potential risks of such outspokenness.

Keywords: corporate governance; CEO role; politics; Corporate Governance; Moral Sensibility; Managerial Roles; United States;

Citation:
Zelleke, Andy, and Brian Tilley. "Merck CEO Ken Frazier Quits President Trump's Advisory Council." Harvard Business School Case 318-105, January 2018. View Details

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Supplement | HBS Case Collection | January 2018

In the Eye of a Geopolitical Storm: South Korea's Lotte Group, China and the U.S. THAAD Missile Defense System (B)

Andy Zelleke and Brian Tilley

This case explores Lotte Group’s challenge of how to respond to Chinese government pressure in 2017, following the Group’s February decision to transfer land to the South Korean government, on which Seoul intended to deploy the U.S.-built THAAD missile defense system. Within a week of the deal’s announcement, the Chinese government had effectively caused 23 Lotte supermarket stores in China to shut down. Concurrently, however, South Korea’s political crisis climaxed with President Park’s replacement by the less hawkish Moon Jae-in. This “B” case chronicles the mounting losses in Lotte’s China business between March and September 2017, also a period in which bilateral relations between China and South Korea began to warm under President Moon, leaving South Korea’s commitment to a full THAAD deployment in some doubt. Against this uncertain backdrop, Lotte’s senior-most executives and board members had to reevaluate Lotte’s previously strong commitment to the China market.

Keywords: corporate governance; leadership; multinational corporation; Corporate Governance; Leadership; International Relations; Decision Making; South Korea; China; Japan; United States;

Citation:
Zelleke, Andy, and Brian Tilley. "In the Eye of a Geopolitical Storm: South Korea's Lotte Group, China and the U.S. THAAD Missile Defense System (B)." Harvard Business School Supplement 318-023, January 2018. View Details

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Unbalanced Boards

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