CaseLink for
Kreitner-Kinicki: Organizational Behavior, Ninth Edition
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 Front Matter
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| 1 pp.
| Preface
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| I. The World of Organizational Behavior
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| 1 pp.
| Introduction
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| 30 pp.
| 1. Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct
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| 27 pp.
| Case — Southwest Airlines: Using Human Resources for Competitive Advantage (A)
Author(s): O’Reilly, Charles A., III; Pfeffer, Jeffrey
Publication Date: 01/01/1995 Revision Date: 04/05/2006
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach. May be used with: (99307) Firing Up the Front Line.
HBS Number: HR1A
Geographic Setting: United States Industry Setting: Airline industry Number of Employees: 12,000 Gross Revenues: $2.2 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Corporate strategy; Human resources management; Organizational behavior; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Field), (HR1B), 8p, by Charles A. O‘Reilly III; Teaching Note, (HR1T), 3p, by Charles A. O'Reilly III, Jeffrey Pfeffer
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| 16 pp.
| Case — Suzanne de Passe at Motown Productions (A)
Hill, Linda A.; Elias, Jaan
Illustrates: 1) the impact of a manager’s leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their styles as situational requirements change. More specifically, it provides an opportunity to look at some of the special issues of: 1) being a black woman manager, 2) the advantages and disadvantages associated with a "family corporate culture," and 3) managing in a creative business. May be used with De Passe Entertainment and Creative Partners.
HBS Number: 9-487-042 Type: Case (Field)
Publication Date: 11/5/1986 Revision Date: 10/12/1995
Geographic Setting: Los Angeles, CA Industry Setting: entertainment Number of Employees: 40
Event Year Start: 1986 Event Year End: 1986
Subjects: Corporate culture; Creativity; Diversity; Entertainment industry; Growth management; Leadership; Management styles
Supplementary Materials: Supplement (Field), (9-494-014), 5p, by Linda A. Hill, Melinda B. Conrad, Katherine S. Weber; Teaching Note, (5-487-010), 15p, by Linda A. Hill, Jaan Elias; Case Video, (9-889-508), 15 min, by Linda A. Hill, Jaan Elias
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| 30 pp.
| 2. Managing Diversity: Releasing Every Employee’s Potential
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| 18 pp.
| Case — Monitor Co.: Personal Leadership on Diversity
Gentile, Mary; Gant, Sara B.
Several members of a consulting firm work to develop ways to build and nurture a more diverse work environment while reflecting on personal experiences that help them to become leaders around issues of diversity. Teaching Purpose: To open discussion of definitions of diversity and approaches to creating and managing a diverse workplace.
HBS Number: 9-395-049 Type: Case (Field)
Publication Date: 10/13/1994 Revision Date: 3/15/1995
Geographic Setting: Cambridge, MA Industry Setting: consulting Number of Employees: 600
Event Year Start: 1993 Event Year End: 1994
Subjects: Consulting; Corporate culture; Diversity; Job satisfaction; Leadership; Organizational change; Women
Supplementary Materials: Teaching Note, (5-396-021), 7p, by Mary Gentile
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| 30 pp.
| 3. Organizational Culture, Socialization, and Mentoring
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| 29 pp.
| 4. International OB: Managing across Cultures
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| 20 pp.
| Case — Acer America: Development of the Aspire
Author(s): Bartlett, Christopher A.; St. George, Ant
Publication Date: 12/30/1998 Revision Date: 04/09/2001
Product Type: Case (Field)
Product Description: Follows the development, national launch, and global rollout of the Aspire, Acer’s first new product developed outside Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical “fast food” business concept and his “client server‘' organization model? Teaching Purpose: To discuss the development and implementation of global strategy, to explore new models of global organization, and to examine the management of headquarter-subsidiary relations. May be used with: (9-399-010) Acer, Inc.: Taiwan's Rampaging Dragon.
HBS Number: 9-399-011
Geographic Setting: United States, Taiwan, Global Industry Setting: computers Number of Employees: 600 Gross Revenues: $1.1 billion revenues
Event Year Start: 1995 Event Year End: 1998
Subjects: International business; Marketing implementation; Matrix organization; Multinational corporations; Product development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-300-035), 12p, by Christopher A. Bartlett; Case Video, (9-301-805), 14 min, by Christopher A. Bartlett
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| 18 pp.
| Case — Sealed Air Corp.: Globalization and Corporate Culture (A)
Paine, Lynn Sharp; Wruck, Karen H.
Sealed Air Corp.’s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company‘s key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture. Teaching Purpose: To illustrate the challenges of building a single corporate culture in a global enterprise and to explore the tensions between U.S. culture and cultures of Europe and Asia. May be used with: (9-398-097) Sealed Air Corp.: Globalization and Corporate Culture (B).
HBS Number: 9-398-096 Type: Case (Field)
Publication Date: 1/22/98 Revision Date: 4/25/00
Geographic Setting: United States, Europe, Asia Industry Setting: packaging (protective and specialty) Number of Employees: 4,200 Gross Revenues: $800 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Business policy; Corporate culture; Ethics; Expansion; International business; Leadership; Organizational development
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| 8 pp.
| Article — Right Way to Manage Expats
Black, J. Stewart; Gregersen, Hal B.
In the global economy, having a workforce that is fluent in the ways of the world is a competitive necessity. That’s why more and more companies are sending more and more professionals abroad. But international assignments don‘t come c
HBS Number: 99201 Type: Harvard Business Review Article
Publication Date: 3/1/99
Subjects: Careers & career planning; International business; International management; Management development; Management of professionals
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| II. Individual Behavior in Organizations
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| 1 pp.
| Introduction
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| 30 pp.
| 5. Key Individual Differences and the Road to Success
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| 30 pp.
| 6. Values, Attitudes, Job Satisfaction, and Counterproductive Work Behaviors
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| 11 pp.
| Case — Jonah Creighton (A)
Donnellon, Anne; Margolis, Joshua D.
How do you manage yourself and your interaction with others when you feel your personal values challenged? What should you be aware of as you proceed with sensitive, ethical issues? Jonah Creighton coordinates the company’s fast-track training program, and when he tries to place some participants at two of the company‘s overseas divisions, he learns of their discriminatory hiring practices. He finds this deeply troubling and attempts to have the issue addressed by his supervisor and others at the company. As he tries to act in accordance with his personal standards and convictions, his relationship with his supervisor deteriorates, and he feels increasingly uncertain about his future at the company. People do not seem to be responding to the problems he sees, and Jonah wonders how to proceed.
HBS Number: 9-490-090 Type: Case (Field)
Publication Date: 6/29/1990 Revision Date: 3/5/1991
Geographic Setting: West Coast Industry Setting: packaged goods Number of Employees: 50,000 Gross Revenues: $4 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Discrimination; Ethics; Managing superiors; Organizational behavior; Personal strategy & style; Values
Supplementary Materials: Supplement (Field), (9-490-091), 3p, by Anne Donnellon, Joshua D. Margolis; Teaching Note, (5-491-094), 32p, by Anne Donnellon, Joshua D. Margolis
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| 20 pp.
| Case — MacTemps: Building Commitment in the Interim Workforce
Bradach, Jeffrey L.; Sackley, Nicole
MacTemps is a provider of temporary workers skilled in computer graphics and database management. Unlike many temporary agencies that treat temps as a commodity, MacTemps has attempted to build relationships with temps through offering benefits and training. This case explores the pros and cons of this strategy by presenting data on the underlying economics of the arrangement and the characteristics of the temp force. Teaching Purpose: To discuss the economics of contingent work arrangements, strategies for building relationships with workers/temps, strategies for staffing firms in highly competitive environments, and the changing social contract between people and organizations.
HBS Number: 9-497-005 Type: Case (Field)
Publication Date: 10/7/1996 Revision Date: 1/6/1997
Geographic Setting: United States Industry Setting: staffing Number of Employees: 130 Gross Revenues: $56 million revenues
Subjects: Careers & career planning; Human resources management; MIS; Organizational design; Personnel management
Supplementary Materials: Teaching Note, (5-497-065), 15p, by Jeffrey L. Bradach
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| 18 pp.
| Case — PPG: Developing a Self-Directed Work Force (A)
Garvin, David A.; Klein, Norman
PPG has built a state-of-the-art glass plant in Berea, Kentucky. The plant is pursuing the goal of a "self-directed workforce." The case describes the progress to date and the unresolved issues faced by management. These include questions about shift rotation, promotion opportunities, employee evaluation and supervision, the role of employees in policy setting, and whether or not to introduce a system of peer review. Explores the process of creating a self-directed workforce, the underlying theoretical model, and the difficulties and tensions inherent in that approach. May be used with: (9-693-080) Note on High-Commitment Work Systems.
HBS Number: 9-693-020 Type: Case (Field)
Publication Date: 11/23/1992
Geographic Setting: Kentucky Industry Setting: glass Number of Employees: 100
Event Year Start: 1991 Event Year End: 1991
Subjects: Employee empowerment; Glass & glassware industry; Human resources management; Work force management
Supplementary Materials: Supplement (Field), (9-693-021), 2p, by David A. Garvin, Norman Klein; Supplement (Field), (9-693-022), 1p, by David A. Garvin, Norman Klein; Teaching Note, (5-697-095), 13p, by David Upton, Christine Steinman
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| 28 pp.
| 7. Social Perception and Attributions
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| 7 pp.
| Case — Jensen Shoes: Jane Kravitz’s Story
Author(s): Gentile, Mary; Maus, Pamela J.
Publication Date: 12/05/1994 Revision Date: 05/04/2007
Product Type: Case (Gen Exp)
HBS Number: 9-395-120
Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile
Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jenson Shoes: Lyndon Twitchell‘s Story.
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| 8 pp.
| Case — Jensen Shoes: Lyndon Twitchell’s Story
Author(s): Gentile, Mary; Maus, Pamela J.
Publication Date: 12/05/1994 Revision Date: 09/27/2006
Product Type: Case (Gen Exp)
HBS Number: 9-395-121
Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile
Product Description: Jane Kravitz (Caucasian female), strategic product manager, and Lyndon Twitchell (African American male), a member of her staff at Jensen Shoes, a successful producer and marketer of casual, athletic, and children’s footwear, are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz‘s Story.
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| 32 pp.
| 8. Foundations of Motivation
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| 30 pp.
| Case — Ritz-Carlton Hotel Co.
Author(s): Sucher, Sandra J.; McManus, Stacy
Publication Date: 03/20/2001 Revision Date: 09/30/2005
Product Type: Case (Field)
Product Description: In just seven days, the Ritz-Carlton transforms newly hired employees into “Ladies and Gentlemen Serving Ladies and Gentlemen.” The case details a new hotel launch, focusing on the unique blend of leadership, quality processes, and values of self-respect and dignity, to create award-winning service.
HBS Number: 9-601-163
Geographic Setting: District of Columbia Industry Setting: Lodging industry Number of Employees: 18,000 Gross Revenues: $1.5 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Brands; Change management; Human resources management; Innovation; Operations management; Organizational behavior
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-602-113), 28p, by Sandra J. Sucher
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| 2 pp.
| Case — Nordstrom: Dissension in the Ranks? (B)
Author(s): Simons, Robert L.
Publication Date: 09/06/1991
Product Type: Supplement (Field)
Product Description: Presents a follow-up to the (A) case. Must be used with: (9-191-002) Nordstrom: Dissension in the Ranks? (A).
HBS Number: 9-192-027
Geographic Setting: West CoastIndustry Setting: retailing
Event Year Start: 1989Event Year End: 1990
Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing
Academic Discipline: Human resources management
Supplementary Materials: Teaching Note, (5-192-026), 11p, by Robert L. Simons
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| 16 pp.
| Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)
Simons, Robert L.; Weston, Hilary A.
Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.
HBS Number: 9-190-103 Type: Case (Field)
Publication Date: 3/8/1990 Revision Date: 10/15/1999
Geographic Setting: Dallas, TX Industry Setting: cosmetics
Company Size: mid-size Gross Revenues: $400 million sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management
Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
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| 29 pp.
| 9. Improving Job Performance with Goals, Feedback, Rewards, and Positive Reinforcement
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| 26 pp.
| Case — Compensation and Performance Evaluation at Arrow Electronics
Hall, Brian; Madigan, Carleen
Describes a company’s struggles in implementing a subjective performance rating system for its employees. In particular, it describes the difficulties faced by the CEO in getting managers to combat "ratings inflation"—that is, to produce numerical ratings that are both differentiated and "not too high."
HBS Number: 9-800-290 Type: Case (Field)
Publication Date: 6/23/2000
Geographic Setting: Long Island, NY Industry Setting: semiconductors Number of Employees: 6,000 Gross Revenues: $6 billion revenues
Event Year Start: 1994 Event Year End: 1998
Subjects: Compensation; Incentives; Performance measurement; Semiconductors
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| 16 pp.
| Case — Firmwide 360-degree Performance Evaluation Process at Morgan Stanley
Author(s): Burton, M. Diane
Publication Date: 02/13/1998 Revision Date: 10/29/1998
Product Type: Case (Field)
Product Description: Describes Morgan Stanley’s firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. Teaching Purpose: To introduce students to a 360-degree performance evaluation process. May be used with: (9-498-054) Rob Parson at Morgan Stanley (A); (9-498-056) Rob Parson at Morgan Stanley (C); (9-498-057) Rob Parson at Morgan Stanley (C) (Abridged); (9-400-043) Morgan Stanley: Becoming a “One-Firm Firm”.
HBS Number: 9-498-053
Geographic Setting: New York, NY Industry Setting: investment banking Number of Employees: 2,000 Gross Revenues: $1 billion revenues
Event Year Start: 1993 Event Year End: 1995
Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-400-078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O‘Reilly III; Teaching Note, (5-400-101), 18p, by M. Diane Burton, Thomas J. DeLong
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| III. Group and Social Processes
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| 1 pp.
| Introduction
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| 32 pp.
| 10. Group Dynamics
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| 7 pp.
| Case — Overhead Reduction Task Force
Wageman, Ruth; Hackman, J. Richard
A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team’s life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. Teaching Purpose: To learn about the effective leadership of work groups and teams. A rewritten version of an earlier case.
HBS Number: 9-400-026 Type: Case (Gen Exp)
Publication Date: 10/4/1999
Geographic Setting: United States Industry Setting: household appliances
Company Size: mid-size
Event Year Start: 1977 Event Year End: 1999
Subjects: Appliances; Diversity; Group behavior; Group dynamics; Leadership; Management styles; Managerial skills; Meetings; Organizational behavior; Teams
Supplementary Materials: Case Video, (9-400-502), 91 min, by Ruth Wageman, J. Richard Hackman; Teaching Note, (5-400-027), 17p, by J. Richard Hackman, Ruth Wageman; Case Video, (9-400-501), 79 min, by Ruth Wageman, J. Richard Hackman
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| 14 pp.
| Case — Transformation of Pratt & Whitney North Haven (Abridged)
Hill, Linda A.; Bowen, H. Kent; Bradach, Jeffrey L.; Doughty, Kristin C.
Business unit manager Tom Hutton has empowered a group of hourly workers to purchase grit blast equipment for two cells. The capital purchase decision runs into some problems when the two cells fail to reach an agreement on which equipment to purchase. A rewritten version of two earlier cases.
HBS Number: 9-499-050 Type: Case (Field)
Publication Date: 2/3/1999 Revision Date: 6/28/1999
Geographic Setting: Connecticut Industry Setting: aviation manufacturing Number of Employees: 2,000
Event Year Start: 1993 Event Year End: 1994
Subjects: Aerospace industry; Aircraft; Group dynamics; Leadership; Organizational change; Process analysis; Restructuring
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| 12 pp.
| Article — Building the Emotional Intelligence of Groups
Vanessa Urch Druskat; Steven B. Wolff
The management world knows by now that to be effective in the workplace, an individual needs high emotional intelligence. What isn’t so well understood is that teams need it, too. Citing such companies as IDEO, Hewlett-Packard, and the Hay Group, the authors show that high emotional intelligence is at the heart of effective teams. These teams behave in ways that build relationships both inside and outside the team and that strengthen their ability to face challenges. High group emotional intelligence may seem like a simple matter of putting a group of emotionally intelligent individuals together. It‘s not. For a team to have high EI, it needs to create norms that establish mutual trust among members, a sense of group identity, and a sense of group efficacy. These three conditions are essential to a team's effectiveness because they are the foundation of true cooperation and collaboration. Group EI isn't a question of dealing with a necessary evil—catching emotions as they bubble up and promptly suppressing them. It's about bringing emotions deliberately to the surface and understanding how they affect the team's work. Group emotional intelligence is about exploring, embracing, and ultimately relying on the emotions that are at the core of teams.
HBS Number: R0103E Type: Harvard Business Review Article
Publication Date: 3/1/01
Subjects: Employee morale; Group behavior; Group dynamics; Organizational behavior; Teams
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| 30 pp.
| 11. Developing and Leading Effective Teams
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| 9 pp.
| Case — Buck & Pulleyn’s Team Management
Barnes, Louis B.
In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues? Teaching Purpose: Team management has become very popular, but transitions from traditional structures to teams are not easy. The discussion will center on how to deal with these issues.
HBS Number: 9-497-007 Type: Case (Field)
Publication Date: 7/17/1996
Geographic Setting: Rochester, NY Industry Setting: advertising
Company Size: small Number of Employees: 70 Gross Revenues: $26 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Advertising; Group behavior; Organizational change; Organizational design; Organizational structure; Participatory management
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| 15 pp.
| Case — Datavision (A)
Author(s): Beer, Michael; Rogers, Gregory C.
Publication Date: 03/15/1995 Revision Date: 09/24/1997
Product Type: Case (Field)
Product Description: Depicts a “team-building” intervention by an organizational consultant at a small computer company. Teaching Purpose: Should promote discussion surrounding such techniques.
HBS Number: 9-495-046
Geographic Setting: Burlington, MA Industry Setting: computers Number of Employees: 500 Gross Revenues: $3 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Computer industry; Consulting; Organizational development; Teams
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-495-047), 3p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-495-048), 2p, by Michael Beer, Gregory C. Rogers; Teaching Note, (5-498-030), 12p, by Michael Beer, Stephanie Woerner; Teaching Note, (5-481-090), 7p, by Michael Beer; Teaching Note, (5-491-012), 5p, by Louis B. Barnes
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| 36 pp.
| 12. Individual and Group Decision Making
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| 21 pp.
| Case — Decision Making at the Top: The All-Star Sports Catalog Division
Author(s): Garvin, David A.; Roberto, Michael A.
Publication Date: 10/16/1997 Revision Date: 05/11/1998
Product Type: Case (Field)
Product Description: Describes a senior management team’s strategic decision making process. The division president faces three options for redesigning the process to address several key concerns. The president has extensive quantitative and qualitative data about the process to guide him as he and the senior team attempt to make improvements. Teaching Purpose: To teach students about how general managers can design and shape decision-making processes, and how these processes affect the quality of the choice and the implementation.
HBS Number: 9-398-061
Geographic Setting: United States Industry Setting: retail/mail order Number of Employees: 1,000 Gross Revenues: $800 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Decision making; Group dynamics; Leadership; Retailing; Strategy formulation; Teams
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-398-103), 25p, by David A. Garvin, Michael A. Roberto
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| 17 pp.
| Case — Saturn Corp. in 1998
Author(s): McGahan, Anita
Publication Date: 09/06/1998 Revision Date: 09/16/1998
Product Type: Case (Library)
Product Description: Describes the challenges facing the Saturn Corp., General Motor’s (GM) small-car company, as it enters a phase of transferring its knowledge, technology, and experience throughout GM. Describes the urgency of Saturnization at GM and the continuing pressure to retain traditional job design and vertical integration. Used to demonstrate the extraordinary time and expense required in some situations to generate competitive advantage. May be used with: (9-795-010) Saturn: A Different Kind of Car Company; (9-795-011) Saturn Corp.‘s Module II Decision.
HBS Number: 9-799-021
Geographic Setting: United States Industry Setting: automobile manufacture Number of Employees: 8,000 Gross Revenues: $5 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Automobiles; Competition; Industry structure; Knowledge transfer; Labor relations; Leadership; Strategy formulation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-799-022), 19p, by Anita McGahan
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| 29 pp.
| 13. Managing Conflict and Negotiating
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| 15 pp.
| Case — Amelia Rogers at Tassani Communications (A)
Author(s): Hill, Linda A.; Conrad, Melinda B.
Publication Date: 02/19/1992 Revision Date: 03/16/1995
Product Type: Case (Field)
Product Description: Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director’s behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity.
HBS Number: 9-492-034
Geographic Setting: Chicago, IL Industry Setting: advertising
Company Size: small Number of Employees: 50 Gross Revenues: $25 million revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-492-035), 1p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (5-494-098), 20p, by Linda A. Hill, Katherine S. Weber
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| IV. Organizational Processes
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| 1 pp.
| Introduction
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| 34 pp.
| 14. Communicating in the Digital Age
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| 18 pp.
| Case — ALPHA GEARING SYSTEMS SHANGHAI CO., LTD.
Slaughter KE; Jie Z; Everatt D
Alpha Gearing Systems Shanghai Co., Ltd. (Alpha Shanghai), a joint-venture between Alpha Gearing Systems of Illinois, USA (a large producer of gearing products), and Kai Li Machine Systems (one of China’s largest manufacturers of gearing systems for mopeds and motorcycles), had invested several millions of dollars in tooling in the hope of winning a major contract. The general manager of Alpha Shanghai had made the decision that the next round of negotiations would either significantly advance,or sever, the relationship between Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of its largest. The case decision revolves around Alpha Shanghai‘s senior management perspectives, strategy and assumptions which affected the negotiating process, and specifically how their communication patterns were effected by their experience and culture.
Ivey Number: 9A99C014
Publication Date: 4/6/1999 Revision Date: 11/5/2000
Geographic Setting: China Industry Setting: Transportation Equipment
Company Size: Large organization
Event Year Start: 1998
Subjects: Negotiation, Interpersonal Relations, Communications, International Business
Functional Area: Human Resource Management
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| 30 pp.
| 15. Influence, Empowerment, and Politics
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| 12 pp.
| Case — Jack Thomas
Author(s): Kotter, John P.; Burtis, Andrew
Publication Date: 11/08/1993 Revision Date: 06/01/2007
Product Type: Case (Field)
HBS Number: 9-494-062
Geographic Setting: New York, NY Industry Setting: Publishing industry Company Size: large
Event Year Start: 1990 Event Year End: 1990
Subjects: Managing superiors; Organizational behavior; Power & influence
Academic Discipline: Organizational behavior & leadership
Product Description: This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards — particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data. May be used with: (R0501J) Managing Your Boss (HBR Classic).
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| 14 pp.
| Case — Jeanne Lewis at Staples, Inc. (A) (Abridged)
Author(s): Hill, Linda A.; Suesse, Jennifer M.
Publication Date: 03/23/2000 Revision Date: 07/24/2000
Product Type: Case (Field)
HBS Number: 9-400-065
Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty
Product Description: Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, “learning the ropes” before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples’ attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces “taking charge” and managing change in a revitalization situation in which a more evolutionary approach is appropriate. Teaching Purpose: To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in
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| 19 pp.
| Case — Heidi Roizen
Author(s): Tempest, Nicole; McGinn, Kathleen
Publication Date: 01/18/2000 Revision Date: 09/11/2000
Product Type: Case (Field)
Product Description: Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur, maintains an extensive personal and professional network. She leverages this network to benefit both herself and others. The case considers the steps she’s taken to build and cultivate a network that is both broad and deep. Teaching Purpose: Provides students with an example of an effective social network; facilitates discussion of network types, content, costs, and benefits.
HBS Number: 9-800-228
Geographic Setting: Palo Alto, CA Industry Setting: venture capital, Internet
Event Year Start: 1983 Event Year End: 1999
Subjects: California Research Center; Entrepreneurship; Internet; Interpersonal behavior; Networking; Power & influence; Silicon Valley; Venture capital
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Case Video, (9-902-804), 16 min, by Nicole Tempest, Kathleen McGinn; Teaching Note, (5-801-278), 27p, by Linda-Eling Lee, Kathleen McGinn
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| 36 pp.
| 16. Leadership
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| 24 pp.
| Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: GE is faced with Jack Welch’s impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE‘s heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The “Software” Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
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| 32 pp.
| 17. Organizational Design, Effectiveness, and Innovation
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| 19 pp.
| Case — SMA: Micro-Electronic Products Division
Beer, Michael; Tushman, Michael L.
Describes a division of SMA with 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. Teaching Purpose: Can be used for analysis of organization-environment relationships and action planning for change and environment. A rewritten version of an earlier case.
HBS Number: 9-400-034 Type: Case (Field)
Publication Date: 7/20/1999
Geographic Setting: Switzerland Industry Setting: electronic manufacturing Number of Employees: 1,200 Gross Revenues: SFr 134 million
Event Year Start: 1990 Event Year End: 1990
Subjects: Business conditions; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Switzerland
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| 18 pp.
| Case — Andersen Consulting - EMEAI: Reorganization for Revitalization
Author(s): Nanda, Ashish; Yoshino, Michael Y.
Publication Date: 10/11/1995 Revision Date: 05/30/2006
Product Type: Case (Field)
Product Description: Vernon Ellis, managing partner of Andersen Consulting — Europe, Middle East, Africa, and India (AC — EMEAI), is considering how best to reorganize. AC — EMEAI has grown rapidly over the past five years to become Europe’s largest consulting operation. However, Ellis feels that the organization needs to be reconfigured if it has to continue on its trajectory of rapid growth. Each of the various alternatives that he is considering offers intriguing potential benefits but also carries considerable risks.
HBS Number: 9-396-007
Geographic Setting: Europe Industry Setting: Consulting Company Size: large Number of Employees: 10,000 Gross Revenues: $1.2 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Business policy; Consulting; International business; Organizational change; Organizational design; Professionals; Services
Academic Discipline: General management
Supplementary Materials: Supplement (Field), (9-899-035), 4p, by Ashish Nanda; Supplement, (9-396-375), 2p, by Ashish Nanda, Michael Y. Yoshino; Case Video, (9-397-501), 6 min, by Ashish Nanda, Michael Y. Yoshino; Case Video, (9-899-510), 13 min, by Ashish Nanda
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| 36 pp.
| 18. Managing Change and Stress
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| 12 pp.
| Case — Andy Chew at Siemens Nixdorf: Change from the Middle
Kanter, Rosabeth Moss; McGuire, John F.
Andy Chew, a British manager reassigned to Germany by a large German computer company, is in the middle of carrying out a project as a designated "change agent" in a program to reshape the culture toward one that is more entrepreneurial for success as a nimble global competitor. He is still uncertain of his support.
HBS Number: 9-396-204 Type: Case (Field)
Publication Date: 3/4/1996 Revision Date: 4/11/1996
Geographic Setting: Germany Industry Setting: computers
Event Year Start: 1995 Event Year End: 1995
Subjects: Computer industry; Entrepreneurship; Germany; Innovation; Management of change; Organizational behavior; Power & influence
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| 18 pp.
| Case — Charlotte Beers at Ogilvy & Mather Worldwide (A)
Author(s): Ibarra, Herminia; Sackley, Nicole
Publication Date: 01/26/1995 Revision Date: 10/12/1999
Product Type: Case (Field)
HBS Number: 9-495-031
Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues
Event Year Start: 1992 Event Year End: 1993
Subjects: Advertising; Leadership; Multinational corporations; Organizational change
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-495-032), 2p, by Herminia Ibarra, Nicole Sackley; Case Video, (9-497-501), 6 min, by Herminia Ibarra, Nicole Sackley; Case Video, DVD, (9-497-500), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note, (5-495-033), 16p, by Herminia Ibarra, Nicole Sackley
Product Description: Examines Beer’s actions on assuming leadership of Ogilvy & Mather Worldwide, the world‘s sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (95204) Leading Change: Why Transformation Efforts Fail; (R0111F) What Leaders Really Do (HBR Classic).
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| 8 pp.
| Case — Peter Browning and Continental White Cap (A)
Author(s): Jick, Todd D.; Gentile, Mary
Publication Date: 03/12/1986 Revision Date: 07/24/2000
Product Type: Case (Field)
Product Description: Presents a new divisional vice president’s entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that the crisis is real and to make changes in the organization‘s family culture and practice, in order to better position them to face the onslaught of price wars and new technology. Concludes with several complex choices facing the new vice president as he considers whether or not to replace some key but problematic senior managers, and what strategy to adopt in his relations with the retired but still visible descendant of the firm's founder.
HBS Number: 9-486-090
Geographic Setting: Illinois Industry Setting: bottle caps
Event Year Start: 1984 Event Year End: 1984
Subjects: Corporate culture; Human resources management; Management of change; Management of crises; Management styles; Manufacturing
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-486-091), 3p, by Todd D. Jick, Mary Gentile; Supplement (Field), (9-486-092), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (5-491-110), 9p, by Todd D. Jick; Case Video, (9-887-502), 17 min, by Todd D. Jick, Mary Gentile
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| Back Matter
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| 6 pp.
| Learning Module A: Self-Management
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| 10 pp.
| Learning Module B: Performance Appraisal
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| 7 pp.
| Learning Module C: Additional Leadership Models
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| 9 pp.
| Learning Module D: Research Methods in OB
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| 2 pp.
| Photo Credits
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| 61 pp.
| Endnotes
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| 7 pp.
| Glossary
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| 11 pp.
| Name/Company Index
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| 15 pp.
| Subject Index
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| 1 pp.
| Endpapers
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