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All HBS Web
(5,616)
- Faculty Publications (907)
- June 2005
- Case
Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (A)
By: Michael Y. Yoshino and Yukihiko Endo
The company, once an outstanding Japan-based global leader in electronics and major appliances, suffered poor performance during the 1990s. Kunio Nakamura became CEO in 2001 and sought to transform the company in a fundamental way. Examines the company's history,...
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Keywords:
Transformation;
Business History;
Leading Change;
Management Systems;
Organizational Change and Adaptation;
Organizational Culture;
Performance Improvement;
Electronics Industry;
Japan
Yoshino, Michael Y., and Yukihiko Endo. "Transformation of Matsushita Electric Industrial Co., Ltd. 2005 (A)." Harvard Business School Case 905-412, June 2005.
- May 2005 (Revised April 2011)
- Case
Arctic Timber AB: Engineered Woods Division (A)
By: Michael L. Tushman, David Kiron and Wendy Smith
Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies, and culture that impede innovation. Pivots on a new leader's...
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Keywords:
Change Management;
Innovation and Management;
Innovation Strategy;
Leadership;
Management Teams;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure
Tushman, Michael L., David Kiron, and Wendy Smith. "Arctic Timber AB: Engineered Woods Division (A)." Harvard Business School Case 405-067, May 2005. (Revised April 2011.)
- April 2005 (Revised January 2006)
- Case
Protege Partners: The Capacity Challenge
In February 2005, Jeffrey Tarrant (HBS '85) and Ted Seides (HBS '99) considered their strategy for Protege Partners, founded in July 2002 as a fund of hedge funds (FOHF) specializing in small hedge funds. Protege's assets under management had grown to $1.1 billion, and...
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Keywords:
Organizational Change and Adaptation;
Business Growth and Maturation;
Investment Funds;
Financial Services Industry
Cohen, Randolph B., and Brian DeLacey. "Protege Partners: The Capacity Challenge." Harvard Business School Case 205-100, April 2005. (Revised January 2006.)
- April 2005 (Revised January 2007)
- Case
Furman Selz LLC (A): A Tale of Two Acquisitions
By: Nancy D. Beaulieu, Boris Groysberg and Kyle Doherty
Profiles a firm that was reacquired by two companies with different degrees of success. Highlights integration challenges present in acquisition deals when the primary assets of the target are human capital. Focuses on Furman Selz's acquisition by Xerox in 1987; its...
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Keywords:
Mergers and Acquisitions;
Transition;
Valuation;
Human Capital;
Compensation and Benefits;
Integration;
Organizational Culture;
Banking Industry;
Financial Services Industry;
United States
Beaulieu, Nancy D., Boris Groysberg, and Kyle Doherty. "Furman Selz LLC (A): A Tale of Two Acquisitions." Harvard Business School Case 905-066, April 2005. (Revised January 2007.)
- January 2005 (Revised April 2006)
- Case
Stonewall Kitchen
By: Myra M. Hart, Victoria Winston, Kristin Lieb, Kenna Wyllie Baudin, Alison Bell and Leslie Simmons
Jonathan King and Jim Stott, the founders of Stonewall Kitchen, started out in 1992 with a simple business selling jams and jellies at local farmers' markets. By 2004, they had grown the company into a $25 million organization with 250 employees. They expanded their...
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Keywords:
Strategic Planning;
Food;
Expansion;
Business Growth and Maturation;
Entrepreneurship;
Financing and Loans;
Business Startups;
Growth and Development Strategy;
Retail Industry;
Food and Beverage Industry;
United States
Hart, Myra M., Victoria Winston, Kristin Lieb, Kenna Wyllie Baudin, Alison Bell, and Leslie Simmons. "Stonewall Kitchen." Harvard Business School Case 805-006, January 2005. (Revised April 2006.)
- December 2004 (Revised April 2006)
- Case
Managing a Public Image: Rob Thomas
By: Robin J. Ely and Ingrid Vargas
Rob Thomas describes some of the challenges he has faced as a white, middle-aged man who is managing director of a mid-size consulting firm where he is committed to increasing staff gender and racial diversity. Unwilling to risk the disapproval of any constituency,...
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Ely, Robin J., and Ingrid Vargas. "Managing a Public Image: Rob Thomas." Harvard Business School Case 405-054, December 2004. (Revised April 2006.)
- December 2004 (Revised April 2006)
- Case
Managing Diversity at Spencer Owens & Co.
By: Robin J. Ely and Ingrid Vargas
Spencer Owens & Co, a disguised consulting firm, focuses on domestic and international economic development. As an extension of the firm's commitment to social justice, 20 years ago, Spencer Owens management introduced an affirmative action hiring and promotion...
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Keywords:
Working Conditions;
Selection and Staffing;
Development Economics;
Corporate Social Responsibility and Impact;
Employees;
Diversity;
Cross-Cultural and Cross-Border Issues;
Consulting Industry
Ely, Robin J., and Ingrid Vargas. "Managing Diversity at Spencer Owens & Co." Harvard Business School Case 405-048, December 2004. (Revised April 2006.)
- November 2004 (Revised September 2007)
- Case
The Mitchell Family and Mitchells/Richards
By: Amy C. Edmondson, John A. Davis, Corey B. Hajim and Kelly Mulderry
Describes a small, luxury retail chain's operational sophistication achieved through the use of technology and "high-touch" customer service. A family-run business, Mitchells has built its success with a customer service strategy known internally as "hugging." The term...
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Keywords:
Family Business;
Customer Relationship Management;
Knowledge Management;
Service Delivery;
Organizational Culture;
Expansion;
Information Technology;
Retail Industry
Edmondson, Amy C., John A. Davis, Corey B. Hajim, and Kelly Mulderry. "The Mitchell Family and Mitchells/Richards." Harvard Business School Case 605-047, November 2004. (Revised September 2007.)
- November 2004
- Article
Unemployment Benefits As a Substitute for a Conservative Central Banker
By: Rafael Di Tella and Robert MacCulloch
In the many years since their introduction, positive theories of inflation have rarely been tested. This paper documents a negative relationship between inflation and the welfare state (proxied by the parameters of the unemployment benefit program) that is to be...
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Di Tella, Rafael, and Robert MacCulloch. "Unemployment Benefits As a Substitute for a Conservative Central Banker." Review of Economics and Statistics 86, no. 4 (November 2004): 911–23.
- October 2004 (Revised July 2013)
- Case
Making China Beautiful: Shiseido and the China Market
By: Geoffrey G. Jones, Akiko Kanno and Masako Egawa
Describes the multinational growth of Shiseido, the world's fourth-largest cosmetics company, with a focus on its strategy in China since 1981. Explores the challenges facing firms in the globalization of a culturally specific industry such as cosmetics. The Japanese...
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Keywords:
Cross-Cultural and Cross-Border Issues;
Globalized Firms and Management;
Growth and Development Strategy;
Resource Allocation;
Competition;
Beauty and Cosmetics Industry;
China;
Japan
Jones, Geoffrey G., Akiko Kanno, and Masako Egawa. "Making China Beautiful: Shiseido and the China Market." Harvard Business School Case 805-003, October 2004. (Revised July 2013.)
- September 2004 (Revised November 2004)
- Case
Sanford C. Bernstein: Growing Pains
By: Boris Groysberg and Anahita Hashemi
To remain competitive, Sallie Krawcheck and Lisa Shalett, Sanford C. Bernstein's director of research and associate director of research, respectively, were examining the need to expand the research department's size, not only domestically but also internationally....
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Keywords:
Global Strategy;
Selection and Staffing;
Management Teams;
Organizational Culture;
Competitive Strategy;
Competitive Advantage;
Expansion
Groysberg, Boris, and Anahita Hashemi. "Sanford C. Bernstein: Growing Pains." Harvard Business School Case 405-011, September 2004. (Revised November 2004.)
- September 2004 (Revised October 2004)
- Case
Pat Anderson
By: Leslie A. Perlow and Daisy Wademan
Patten Bank's pending sale jeopardizes Pat Anderson's prospect of receiving an expected year-end bonus. What to do now? This problem follows several earlier conflicts that Anderson has confronted during the past four-and-one-half years spent working as an analyst and...
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Keywords:
Change Management;
Organizational Culture;
Organizational Change and Adaptation;
Conflict Management;
Power and Influence;
Executive Compensation;
Banking Industry;
Financial Services Industry;
United States
Perlow, Leslie A., and Daisy Wademan. "Pat Anderson." Harvard Business School Case 405-033, September 2004. (Revised October 2004.)
- August 2004 (Revised September 2005)
- Case
Stanley O'Neal at Merrill Lynch (A)
By: David A. Thomas and Ayesha Kanji
In the late 1970s, Stanley O'Neal joined Merrill Lynch as an investment banker. Profiles O'Neal's ascent at Merrill to CEO. O'Neal put Merrill through a comprehensive restructuring program, cutting costs and significantly reducing the work force. As CEO, O'Neal faces...
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Keywords:
Restructuring;
Race;
Cost Management;
Investment Banking;
Job Cuts and Outsourcing;
Leadership;
Management Succession;
Performance Effectiveness;
Personal Development and Career
Thomas, David A., and Ayesha Kanji. "Stanley O'Neal at Merrill Lynch (A)." Harvard Business School Case 405-029, August 2004. (Revised September 2005.)
- March 2004 (Revised February 2006)
- Case
Salt Lake Organizing Committee, The: 2002 Olympics
By: H. Kent Bowen, Bryce LaPierre and Courtney Purrington
After two and a half years of effort, Fraser Bullock, COO of the 2002 Winter Olympics, faced projected deficits and post-9/11 security requirements only five months before the opening ceremony. Summarizes the organizational structure and processes put in place by...
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Keywords:
Framework;
Knowledge Dissemination;
Business or Company Management;
Managerial Roles;
Organizational Design;
Organizational Structure;
Planning;
Practice;
Risk and Uncertainty;
Safety;
Sports;
System
Bowen, H. Kent, Bryce LaPierre, and Courtney Purrington. "Salt Lake Organizing Committee, The: 2002 Olympics." Harvard Business School Case 604-092, March 2004. (Revised February 2006.)
- February 2004
- Case
New HP, The: The Clean Room and Beyond
By: Leslie A. Perlow and Elizabeth Kind
When the $19 billion merger of Silicon Valley legend Hewlett-Packard and Houston-based PC giant Compaq Computer Corp. legally closed on May 3, 2002, both companies had already devoted an immense amount of time preparing for the challenges that lay ahead. Chief among...
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Keywords:
Horizontal Integration;
Management Teams;
Management Style;
Problems and Challenges;
Employees;
Organizational Culture;
Computer Industry;
San Francisco
Perlow, Leslie A., and Elizabeth Kind. "New HP, The: The Clean Room and Beyond." Harvard Business School Case 404-064, February 2004.
- February 2004
- Case
The Making of Verizon
By: Rosabeth M. Kanter, Douglas A Raymond and Ryan Raffaelli
Through a series of mergers, Ivan Seidenberg, Verizon chairman and CEO, successfully shared the co-CEO title twice while building the largest telecom company in the United States. The strong and complementary cultures of the companies that Seidenberg and a key group of...
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Keywords:
Mergers and Acquisitions;
Change Management;
Transition;
Leading Change;
Organizational Culture;
Risk Management;
Telecommunications Industry;
United States
Kanter, Rosabeth M., Douglas A Raymond, and Ryan Raffaelli. "The Making of Verizon." Harvard Business School Case 303-131, February 2004.
- February 2004 (Revised March 2010)
- Case
Brazil 2003: Inflation Targeting and Debt Dynamics
By: Laura Alfaro, Rafael M. Di Tella and Ingrid Vogel
In October 2002, Brazilians elected a left-wing president, Luis Inacio Lula da Silva, for the first time in that country's history. As markets faltered in response, Lula sought to reaffirm his commitment to fiscal discipline, a floating exchange rate, and inflation...
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Keywords:
Economy;
Inflation and Deflation;
Money;
Borrowing and Debt;
Policy;
Emerging Markets;
Brazil
Alfaro, Laura, Rafael M. Di Tella, and Ingrid Vogel. "Brazil 2003: Inflation Targeting and Debt Dynamics." Harvard Business School Case 704-028, February 2004. (Revised March 2010.)
- January 2004 (Revised February 2005)
- Case
Timberland and Community Involvement (Abridged Version)
By: James E. Austin and James Quinn
When Jeffrey Swartz became the third generation in his family to lead the Timberland Co., he made community involvement an integral part of the company's strategy. Under Swartz's leadership, Timberland formed a close partnership with City Year, the national corps of...
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Keywords:
Philanthropy and Charitable Giving;
Business and Community Relations;
Business and Stakeholder Relations;
Corporate Strategy;
Manufacturing Industry
Austin, James E., and James Quinn. "Timberland and Community Involvement (Abridged Version)." Harvard Business School Case 304-086, January 2004. (Revised February 2005.)
- January 2004
- Article
Corporate Venturing: The Origins of Unilever's Pregnancy Test
By: Geoffrey Jones and Alison Kraft
The relative ability of different sizes of firm and organisational designs to develop and sustain dynamic capabilities in innovation and create new businesses remains a matter of contention. While Chandler among many others has emphasised the pre-eminent role of large...
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Keywords:
Business Ventures;
Organizational Design;
Technological Innovation;
Business Startups;
Venture Capital;
Brands and Branding;
Multinational Firms and Management;
Product Development;
Product Launch;
Corporate Entrepreneurship;
Great Britain
Jones, Geoffrey, and Alison Kraft. "Corporate Venturing: The Origins of Unilever's Pregnancy Test." Business History 46, no. 1 (January 2004): 100–122.
- 2004
- Article
Sources of Structural Inequality in Managerial Labor Markets
By: Rakesh Khurana and Mikolaj Jan Piskorski
This article proposes two mechanisms that allow actors to obtain unearned advantages in labor markets. The first mechanism is consistent with collusive closure arguments. However, it questions the assumption that those who seek to benefit from collusive closure will...
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Khurana, Rakesh, and Mikolaj Jan Piskorski. "Sources of Structural Inequality in Managerial Labor Markets." Research in Social Stratification and Mobility 21 (2004): 169–187.