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Alphabetically : H
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 “High Ability” or “Overqualified”? Robert Jordan v. The City of New London
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| 6 pp.
| Case
Thomas R. Miller
Robert Jordan was a 46-year-old Caucasian who applied for a position as a police officer in New London, Connecticut. As part of the application process, Jordan completed a battery of tests that included the Wonderlic Personnel Test, a test of general cognitive ability. When Jordan later inquired about the status of his application, he was told that he had been eliminated from the applicant pool because of his score on the intelligence test-he had scored too high and was judged to be unacceptable for a job as a police patrol officer. Jordan filed a lawsuit against the city, claiming that its employment decision violated his constitutional right to equal protection under the law. City officials were then faced with preparing a defense to attempt to justify their hiring practice.
Source: North American Case Research Association, Case Research Journal, Volume 21, Issue 4
Subjects: Human Resource Management, Employee Selection, Discrimination, Selection Criteria, Test Validity
Source: NACRA
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| ’GEL FOR WELL‘: A CASE OF LBTZ AGRI BANK PVT LTD
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| 5 pp.
| Case
Butt, A H — Air University
Ahmad, T — Air University
Distributor: ecch (www.ecch.com) Reference: 909-014-1 Language: English
Category: Knowledge, Information and Communications Systems Management Data source: Field research
Product Year: 2009
Geo location: Pakistan Industry: Banking Size: 5,000 employees Timing: 2008
Topics: Agricultural financing; IT; Communication management; Conflict resolution; Change management
Abstract: This case is about an agriculture finance bank that had been undertaking various information technology projects funded by the Asian Development Bank. Earlier in the first decade of its inception, the bank was known to be a leader for acquiring latest technologies, tools and techniques for the automation of the banking operations. Later from the last two decades, due to inept planning of human resource development and being deficient in appropriate investments in technology upgrading, the bank was left behind other peer banks for effective use of information technology in modern banking operations. Introduction of new human resource and procurement of the latest equipment were not producing the required results, milestones were delayed regularly. The major cause of these problems was confrontation and the lack of co-operation between old and new employees that had been hired with high salaries for the completion of new projects. This case primarily focuses on the areas of project human resource management and project communications management. It identifies the importance of maintaining the harmony between old and new employees for the smooth execution of a project, it also highlights the need for proper communication and a human resources plan.
Source: ecch
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| ’HOW TO BUILD AND MANAGE A GLOBAL R&D CENTRE: THE CASE OF GE IN INDIA‘
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| 22 pp.
| Case
Ernst, H; Dubiel, A
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 309-039-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2009
Geo location: India Industry: High-tech, energy and technology infrastructure Size: Over 320,000 employees and US$173 billion revenue Timing: 2000-2008
Topics: Corporate strategy; Emerging markets; General Electric; Global research and development (R&D) network; India; Innovation; International business; New product development; Research and development; Technology
Abstract: In 2000, General Electric (GE) opened the John F Welch Technology Centre (JFWTC), its first research and development (R&D) site outside the USA, in Bangalore, India. In the last eight years it has grown from just under 300 employees to 3,800 researchers and engineers, making it GE’s largest multidisciplinary R&D centre abroad. This extraordinary facility can be described as a ‘mini GE' because it mirrors the business structure of GE itself. It is a true innovation hub for developing new products for worldwide markets. What's more, the site has a competitive advantage in the light of increasingly important so-called emerging markets. The case describes the story behind the establishment of the JFWTC. Furthermore, it shows in detail a number of factors critical for the successful set up and day-to-day management of such an R&D site. These are, among other things, top management support, human resource management as well as a good local and international network. Thus, the case brings up several very up to date issues concerning global R&D management and new product development in an international setting. How should a company establish R&D operations in an emerging market? How should it integrate such a new site into its existing international R&D networ
Source: ecch
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| H&R Block 2006
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| 12 pp.
| Case
Author(s): Tufano, Peter; Roy, Arijit; Ekins, Emily McClintock
Publication Date: 01/23/2007 Revision Date: 10/21/2008
Product Type: Case (Field)
HBS Number: 307091
Industry Setting: Financial services Gross Revenues: $4.9 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Competitive decision making; Corporate responsibility; Financial services; Laws & regulations; Strategy
Academic Discipline: Finance
Product Description: Mark Ernst, the Chairman, CEO and President of H&R Block, has to decide how to respond to a competitive threat posed by a competitor’s refund lending product. Block is the largest U.S. tax preparation firm, which competes not only on its tax preparation services, but also through the provision of related financial services. A rival offers a pre-season refund lending product that has drawn away Block customers. Ernst feels that the product as structured is not good for Block, its customers, or the industry. As an added complication, Block is facing an imminent suit brought by Eliot Spitzer about one of its saving products. May be used with: (205013) H&R Block and “Everyday Financial Services”.
Source: Harvard
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| 12 pp.
| Case
Author(s): Tufano, Peter; Roy, Arijit; Ekins, Emily McClintock
Publication Date: 01/23/2007 Revision Date: 10/21/2008
Product Type: Case (Field)
HBS Number: 307091
Industry Setting: Financial services Gross Revenues: $4.9 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Competitive decision making; Corporate responsibility; Financial services; Laws & regulations; Strategy
Academic Discipline: Finance
Product Description: Mark Ernst, the Chairman, CEO and President of H&R Block, has to decide how to respond to a competitive threat posed by a competitor’s refund lending product. Block is the largest U.S. tax preparation firm, which competes not only on its tax preparation services, but also through the provision of related financial services. A rival offers a pre-season refund lending product that has drawn away Block customers. Ernst feels that the product as structured is not good for Block, its customers, or the industry. As an added complication, Block is facing an imminent suit brought by Eliot Spitzer about one of its saving products. May be used with: (205013) H&R Block and “Everyday Financial Services”.
Source: Harvard
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| 12 pp.
| Case
Author(s): Tufano, Peter; Roy, Arijit; McClintock, Emily
Publication Date: 01/23/2007 Revision Date: 09/05/2007
Product Type: Case (Field)
HBS Number: 9-307-091
Industry Setting: Financial services Gross Revenues: $4.9 billion revenues
Event Year Start: 2006 Event Year End: 2006
Subjects: Competitive decision making; Corporate responsibility; Financial services; Laws & regulations; Strategy
Academic Discipline: Finance
Product Description: Mark Ernst, the Chairman, CEO and President of H&R Block, has to decide how to respond to a competitive threat posed by a competitor’s refund lending product. Block is the largest U.S. tax preparation firm, which competes not only on its tax preparation services, but also through the provision of related financial services. A rival offers a pre-season refund lending product that has drawn away Block customers. Ernst feels that the product as structured is not good for Block, its customers, or the industry. As an added complication, Block is facing an imminent suit brought by Eliot Spitzer about one of its saving products. May be used with: (9-205-013) H&R Block and “Everyday Financial Services”.
Source: Harvard
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| H&R Block and “Everyday Financial Services”
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| 23 pp.
| Case
Author(s): Tufano, Peter; Schneider, Daniel
Publication Date: 07/01/2004 Revision Date: 01/22/2007
Product Type: Case (Field)
HBS Number: 9-205-013
Geographic Setting: Kansas City, MO Industry Setting: Financial services Company Size: large Number of Employees: 12,000 Gross Revenues: $3.7 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Brands; Economic development; Financial institutions; Financial services; Market entry; Strategy formulation; Tax accounting
Academic Discipline: Finance
Product Description: H&R Block, the U.S. market leader in tax preparation services, must decide whether to offer financial services to its low-income clients. H&R Block is facing increased competition from branded and nonbranded tax preparers, and the number of returns prepared by the company has declined in recent years. The CEO, Mark Ernst, considers a proposal for Block to differentiate itself from these competitors by offering its low-income clients a range of financial services, including check cashing, money transfer, and savings products. Ernst must decide whether this new suite of services would be profitable for the company and determine its impact on Block’s brand and how the company and the marketplace would receive it.
Source: Harvard
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| H-E-B Own Brands
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| 23 pp.
| Case
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 02/05/2002 Revision Date: 12/17/2003
Product Type: Color Case
HBS Number: 502053
Geographic Setting: Texas Industry Setting: Grocery stores; Retail industry Number of Employees: 33,000 Gross Revenues: $9 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Brands; Competition; Customer service; Supermarkets
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (503006), 8p, by V. Kasturi Rangan
Product Description: H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B’s private label strategy, a product category that accounts for 19% of H-E-B‘s sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of “supercenters.” Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits.
Source: Harvard
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| 23 pp.
| Case
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 02/05/2002 Revision Date: 12/17/2003
Product Type: Color Case
Product Description: H-E-B is a $9 billion grocery chain located in Southwest Texas. This case focuses on H-E-B’s private label strategy, a product category that accounts for 19% of H-E-B‘s sales and one that earns gross margins 50% higher than national brands. A leader in its markets, H-E-B is faced with increasing competition, especially from Wal-Mart, which has aggressively entered the Texas markets with a series of “supercenters.” Although the case specifically focuses on H-E-B's Own Brands (private label), it more broadly raises important strategic questions regarding H-E-B's ability to compete effectively in this new market environment. Includes color exhibits.
HBS Number: 9-502-053
Geographic Setting: Texas Industry Setting: grocery retailing Number of Employees: 33,000 Gross Revenues: $9 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Brands; Competition; Customer service; Retailing; Supermarkets
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-503-006), 8p, by V. Kasturi Rangan
Source: Harvard
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| H.D. Chasen Company, Inc.
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| 9 pp.
| Case
"Raymond M. Kinnunen; James F. Molloy, Jr.; Roger M. Atherton"
This case focuses on the issues facing a small, family-owned hardware store and industrial equipment supplier. The case contains information on the industry and provides information on three generations of the Chasen family. Students are challenged to evaluate the isuues facing a company, owned by two and operated by three generations simultaneously. Identifying and evaluating short- and long-term strategies provides a paltform for discussion of marketing- and policy-related issues, as well as discussions of problems unique to small business.
Source: North American Case Research Association, Case Research Journal, Volume 17, Issue 3
Subjects: Small Business Management, Family Business, Succession Planning, Strategic Management
Source: NACRA
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| H.J. Heinz Co.: Plastic Bottle Ketchup (A)
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| 25 pp.
| Case
Author(s): Quelch, John A.; Teopaco, John L.
Publication Date: 09/04/1985 Revision Date: 09/01/1987
Product Type: Case (Field)
Product Description: The Heinz Ketchup product manager must decide whether or not to launch a new plastic bottle and, if so, what marketing program and support to place behind it.
HBS Number: 9-586-035
Geographic Setting: United States Industry Setting: packaged foods Company Size: Fortune 500 Gross Revenues: $3.7 billion sales
Event Year Start: 1983 Event Year End: 1983
Subjects: Consumer marketing; Market research; Packaging; Product lines; Product management
Academic Discipline: Marketing
Supplementary Materials: Case Video, (9-886-527), 4 min, by John A. Quelch; Teaching Note, (5-587-132), 13p, by John A. Quelch
Source: Harvard
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| H.J. Heinz Co.: The Administration of Policy (A)
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| 6 pp.
| Case
Goodpaster, Kenneth E.; Post, Richard J.
Relates the April 1979 discovery of improper income transferal practices used at the H.J. Heinz Co. Background data on the company is presented, along with a detailed description of the organizational practices, the management incentive system, and the corporate ethical policy then in use. Also contains an organization chart and financial data for the 1972-78 fiscal years.
HBS Number: 9-382-034 Type: Case (Library)
Publication Date: 10/1/1981 Revision Date: 4/1/1984
Geographic Setting: Pittsburgh, PA Industry Setting: prepared foods Gross Revenues: $2 billion sales
Event Year Start: 1972 Event Year End: 1981
Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure
Supplementary Materials: Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Source: Harvard
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| H.J. Heinz Co.: The Administration of Policy (B)
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| 11 pp.
| Case
Goodpaster, Kenneth E.; Post, Richard J.
Summarizes the investigation conducted by outside legal and accounting firms under the Heinz audit committee. Improper practices were found at three of the five Heinz domestic divisions and at a number of foreign operations. Presents restated financial data for the period, filed by Heinz with the SEC. Summarizes the committee’s assessment of contributing factors and its conclusions.
HBS Number: 9-382-035 Type: Case (Library)
Publication Date: 10/1/1981 Revision Date: 4/1/1984
Geographic Setting: Pittsburgh, PA Industry Setting: prepared foods Gross Revenues: $2 billion sales
Event Year Start: 1972 Event Year End: 1981
Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure
Supplementary Materials: Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Source: Harvard
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| H.J. Heinz Co.: The Administration of Policy (C)
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| 7 pp.
| Case
Author(s): Goodpaster, Kenneth E.; Post, Richard J.
Publication Date: 10/01/1981 Revision Date: 04/01/1984
Product Type: Case (Library)
Product Description: Presents a condensation of the audit committee’s recommendations for organizational and policy changes to help prevent a recurrence of improper income transferal practices used at the H.J. Heinz Co.
HBS Number: 9-382-036
Geographic Setting: Pittsburgh, PAIndustry Setting: prepared foodsGross Revenues: $2 billion sales
Event Year Start: 1972Event Year End: 1981
Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Library), (9-382-037), 2p, by Kenneth E. Goodpaster, Richard J. Post; Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Source: Harvard
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| H.J. Heinz Co.: The Administration of Policy (D)
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| 2 pp.
| Case
Author(s): Goodpaster, Kenneth E.; Post, Richard J.
Publication Date: 10/01/1981 Revision Date: 04/01/1984
Product Type: Supplement (Library)
Product Description: Supplements the (C) case. Must be used with: (9-382-036) H.J. Heinz Co.: The Administration of Policy (C).
HBS Number: 9-382-037
Subjects: Accounting procedures; Corporate responsibility; Ethics; Executive compensation; Food; Government agencies; Incentives; Organizational structure
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-382-063), 7p, by Kenneth E. Goodpaster; Teaching Note, (5-390-045), 16p, by Kenneth E. Goodpaster, Thomas R. Piper, Charles A. Nichols III
Source: Harvard
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| Habitat for Humanity — Egypt
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| 29 pp.
| Case
Author(s): Wei-Skillern, Jane; Herman, Kerry
Publication Date: 10/03/2006 Revision Date: 05/16/2007
Product Type: Case (Field)
HBS Number: 9-307-001
Geographic Setting: Egypt
Event Year Start: 2006 Event Year End: 2006
Subjects: Entrepreneurship; Housing; Innovation; Networks; Nongovernmental organizations; Social enterprise
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Case Video, (9-307-707), 11 min, by Jane Wei-Skillern, Kerry Herman; Case Video, DVD, (9-307-706), 11 min, by Jane Wei-Skillern, Kerry Herman
Product Description: Habitat for Humanity — Egypt (HFHE), has grown in just seven years to become one of the most successful Habitat programs worldwide. The organization is at a crossroads as it attempts to reach the ambitious goal of serving 10% of the 20 million Egyptians living in poverty by 2023, while at the same time developing the local NGO capacity to serve the remaining 90%. Since its establishment in 1989, HFHE has worked in close partnership with CEOSS, a 50-yr-old NGO, and through other local, community-based organizations. This network approach diverges form the traditional Habitat model of building houses through HFH’s own affiliate organizations, but enables HFHE to begin building immediately rather than wait several years to become sufficiently established to operate as an independent entity. Yousry Makar, HFHE‘s national director, faces several key issues. How can he ensure that as HFHE's partnership network grows, his own office and staff can sustain the network? To what extent should he seek to address the needs of the “poorest of the poor,” who cannot even repay loans and therefore do not qualify as Habitat beneficiaries? How can Makar continue to innovate to achieve the greatest mission impact while maintain funding and support for HFHE?
Source: Harvard
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| 22 pp.
| Case
Author(s): Loveman, Gary; Slavitt, Andrew
Publication Date: 09/13/1993 Revision Date: 01/05/1994
Product Type: Case (Field)
Product Description: Habitat for Humanity, a not-for-profit, volunteer-based home builder, is coping with years of rapid growth and success. They now face a series of options to continue their successful course and must make corresponding organizational adjustments. Teaching objectives involve applying lessons learned in the Service Management course to this unique organization: specifically, can they think of themselves as a customer-focused organization and maintain their mission and culture, what are their best options for strategic growth, and how do they mobilize human resources and a headquarters organization at a grassroots nonprofit?
HBS Number: 9-694-038
Geographic Setting: Georgia Industry Setting: nonprofit Gross Revenues: $110 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Nonprofit organizations; Service management; Social enterprise; Social services
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-395-146), 26p, by Gary Loveman, Jamie O’Connell
Source: Harvard
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| Habitat for Humanity International in South Africa
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| 22 pp.
| Case
Author(s): Segel, Arthur I.; Retsinas, Nicolas P.; Hioe, Nelson
Publication Date: 11/29/2006 Revision Date: 01/19/2007
Product Type: Case (Field)
HBS Number: 9-207-016
Geographic Setting: Africa Industry Setting: Housing industry
Event Year Start: 2006 Event Year End: 2006
Subjects: Emerging markets; Real estate; Social enterprise
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-207-014), 9p, by Arthur I. Segel, Nicolas P. Retsinas
Product Description: In March 2006, Larry English, Director of Program Design and Innovation for Habitat for Humanity International Africa and the Middle East, was reflecting on a large development project in Durbin that had stalled. Notwithstanding global attention led by former President Jimmy Carter, the local capacity to carry out the project was limited. English wondered whether partnerships with private, for-profit real estate companies were plausible, and whether they could be carried out without undermining the mission of Habitat to focus on the very poor.
Source: Harvard
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| HABITAZ: GROWTH BEYOND SUCCESS
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| 15 pp.
| Case
Temlett, S; Denga, B
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 808-039-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2008
Geo location: Johannesburg, South Africa Industry: Office rental Size: Small Timing: 2007
Topics: Entrepreneurship; Business growth; Service industry; Innovation; Strategy
Abstract: Walking around a potential new building space of over 2,000m2 in July 2006, Hein Koen and Andre Sharpe, joint founders of Habitaz, a provider of integrated virtual workspace infrastructure and related services, noted that they had achieved great success since the start of the business two years ago. They were, however, faced with the urgent challenge of making the right strategic decisions regarding the future growth and financing of the business. As they pondered their options, the directors hoped that they would end up making choices that could catapult the company to even greater levels of achievement.
Source: ecch
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| Haier Hefei Electronics Co. (A)
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| 25 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/09/2007 Revision Date: 05/15/2008
Product Type: Case (Field)
HBS Number: 308075
Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems
Academic Discipline: General management
Supplementary Materials: Supplement, (308076), 2p, by Lynn Sharp Paine; Supplement, (308077), 7p, by Lynn Sharp Paine
Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Source: Harvard
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| 25 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/09/2007 Revision Date: 01/17/2008
Product Type: Case (Field)
HBS Number: 9-308-075
Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems
Academic Discipline: General management
Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine
Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Source: Harvard
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| 25 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/09/2007 Revision Date: 01/17/2008
Product Type: Case (Field)
HBS Number: 9-308-075
Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems
Academic Discipline: General management
Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine
Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Source: Harvard
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| 25 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/09/2007 Revision Date: 01/17/2008
Product Type: Case (Field)
HBS Number: 9-308-075
Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems
Academic Discipline: General management
Supplementary Materials: Supplement, (9-308-076), 2p, by Lynn Sharp Paine; Supplement, (9-308-077), 7p, by Lynn Sharp Paine
Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Source: Harvard
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| 25 pp.
| Case
Author(s): Paine, Lynn Sharp
Publication Date: 11/09/2007 Revision Date: 05/15/2008
Product Type: Case (Field)
HBS Number: 308075
Geographic Setting: China Industry Setting: Consumer electronics Number of Employees: 20,000 Gross Revenues: $2 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Business government relations; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems
Academic Discipline: General management
Supplementary Materials: Supplement, (308076), 2p, by Lynn Sharp Paine; Supplement, (308077), 7p, by Lynn Sharp Paine
Product Description: The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia’s “most admired companies,” attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei‘s government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the labor contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise.
Source: Harvard
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| Hajdu-Bet
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| 30 pp.
| Case
Author(s): Hamilton, Stewart
Publication Date: 01/01/2001 Revision Date: 02/21/2003
Product Type: Case (Field)
Publisher: IMD — International Institute for Management Development
Product Description: Hajdu-Bet, the largest private poultry producer and distributor in Hungary, was seeking to expand and had approached the investment committee of a major venture capital company. The company had recently raised a fund to invest in opportunities in the former central and eastern European countries and was keen to find suitable candidates. Though Hajdu-Bet showed promise, the company was not prepared to compromise on the standards required of any new investment and decided to carry out a detailed assessment of Hajdu-Bet. As the members of the investment committee considered the results of the various investigations, they had to decide whether to proceed with the investment and, if so, on what terms and conditions. Alternatively, they could demand additional information, conscious that a further delay might lose them the opportunity.
HBS Number: IMD094
Geographic Setting: Central Europe, HungaryIndustry Setting: food, poultryGross Revenues: $200 million revenues
Event Year Start: 1996Event Year End: 1999
Subjects: Accounting; Emerging markets; Europe; Expansion; Food; Investments; Venture capital
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (IMD095), 13p, by Stewart Hamilton, Inna Francis
Source: Harvard
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| Hal Rosenbluth (A)
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| 4 pp.
| Case
Meyer, Kathleen; Wattenberg, Laura
Hal Rosenbluth joined his family’s 100-year-old travel agency just as the industry was on the brink of transformation by airline deregulation and computer technology. Excited by the potential of the new travel environment, Rosenbluth m
HBS Number: 9-996-043 Type: Case (Field)
Publication Date: 3/1/1996
Geographic Setting: Philadelphia, PA Number of Employees: 3,500 Gross Revenues: $30 million revenues
Event Year Start: 1974 Event Year End: 1995
Subjects: Corporate culture; Customer service; Deregulation; Ethics; Leadership; Management philosophy; Social enterprise
Supplementary Materials: Supplement (Field), (9-996-044), 2p, by Kathleen Meyer, Laura Wattenberg; Teaching Note, (5-996-045), 4p, by Kathleen Meyer, Laura Wattenberg; Case Video, (9-996-546), 5 min, by Kathleen Meyer, Laura Wattenberg
Publisher: Publisher:Business Enterprise Trust
Source: Harvard
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| Haliburton Company: Accounting for Cost Overruns and Recoveries
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| 18 pp.
| Case
Author(s): McNichols, Maureen; Tayan, Brian
Publication Date: 05/18/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: A187
Geographic Setting: United States Industry Setting: Petroleum industry
Subjects: Accounting; Disclosure; Finance
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (A187TN), 6p, by Maureen McNichols, Brian Tayan
Product Description: In July 2002, a legal watchdog group, Judicial Watch, announced that it was suing Halliburton Company for overstating revenues during the period 1998 to 2001. The group’s contention was that Halliburton used fraudulent accounting practices to boost revenues and hide a deteriorating financial position from investors. Specifically, the lawsuit centered around the way the company recognized claims recoveries on long-term construction projects. Prior to 1998, the company‘s policy was to book cost overrun expenses as soon as they occurred, but not to book claims recoveries as revenue until the repayment amount was agreed to with the client. In 1998, the company changed policies to begin estimating future recoveries and recognizing them in the same period that overrun expenses were realized. The company, which had been suffering from a recent slowdown in business and large litigation losses from asbestos lawsuits, claimed that its accounting practices were permitted under generally accepted accounting principals (GAAP). Judicial Watch, however, claimed the accounting policy inflated revenues over the four-year period by as much as $534 million. This case focuses on the accounting issues and disclosure policy of the company during the 1998 to 2001 period. Readers of the case are asked to assess whether the company's policies and decisions were appropriate in the relevant areas of accounting and disclosure.
Source: Harvard
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| Hambrecht & Quist
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| 19 pp.
| Case
DeLong, Thomas J.; Tempest, Nicole
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non
HBS Number: 9-898-161 Type: Case (Field)
Publication Date: 4/15/1998 Revision Date: 11/18/1999
Geographic Setting: San Francisco, CA Industry Setting: investment banking Number of Employees: 823 Gross Revenues: $346 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Acquisitions; California Research Center; Corporate culture; Entrepreneurship; Growth strategy; Investment banking; Professional services; Recruitment
Supplementary Materials: Supplement (Field), (9-800-214), 4p, by Thomas J. DeLong, Nicole Tempest
Source: Harvard
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| HAMEENLINNA AND THE CITIES OF TOMORROW: LEARNING STRATEGIC MANAGEMENT IN LOCAL GOVERNMENT
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| 24 pp.
| Case
Arnkil, R
Publisher: SDA Bocconi
Distributor: ecch (www.ecch.com) Reference: 305-329-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2005
Geo location: Finland Industry: Public sector, local governments
Topics: Local governments; Management; Network context; Network evolution; Managerial challenges
Abstract: The case consists of two levels. First, the network level is dealt with; the International Cities of Tomorrow Network, operating from 1996 until 2003 and sponsored by the Bertelsmann Foundation of Germany. In the network there were cities from Europe, United States, Canada, New Zealand and Japan. This level provides a possibility to explore management in a learning network context. The case follows the different stages of the evolution of the network and points out the main learning lessons. The second level of the case is on the single local government level, exemplified by one of the network participants, the City of Hameenlinna, Finland. This level of the case provides a possibility to explore current management challenges on a more concrete and local context.
Source: ecch
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| Hampton Machine Tool Co.
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| 6 pp.
| Case
Author(s): Mullins, David W., Jr.
Publication Date: 04/01/1980 Revision Date: 12/03/1991
Product Type: Case (Gen Exp)
Publisher: Harvard Business School
HBS Number: 280103
Geographic Setting: Missouri Gross Revenue: $20 million sales
Event Year Start: 1980 Event Year End: 1980
Subjects: Pro forma financial statements; Commercial credit; Budgeting; Loan evaluation
Academic Discipline: Finance
Supplementary Materials: Case Teaching Note, (292052), 6p, by Thomas R. Piper; Spreadsheet Supplement, (XLS056), 0p, by David W. Mullins
Product Description: A bank lending officer must decide whether to extend and increase a loan to a small machine tool company. Case provides sufficient data for preparation of cash budgets and pro forma financial statements in order to analyze the lending officer’s problem. Other issues that can be addressed include the impact of stock repurchase, dividends, advanced payments by customers, as well as general sensitivity analysis.
Source: Harvard
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| Hancock Land Co. and Hancock Lumber Co.
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| 16 pp.
| Case
Author(s): Davis, John A.; Crane, Dwight B.; Mulderry, Kelly M.
Publication Date: 09/24/2004 Revision Date: 06/02/2005
Product Type: Case (Field)
Product Description: After inheriting the leadership of their family’s land and lumber companies, Matt and Kevin Hancock struggled with how to revise their internally focused governance system.
HBS Number: 9-805-056
Geographic Setting: Casco, ME Industry Setting: land and lumber
Event Year Start: 2001 Event Year End: 2001
Subjects: Board of directors; Corporate governance; Family owned businesses; Forest products
Academic Discipline: Entrepreneurship
Supplementary Materials: Supplement (Field), (9-805-096), 5p, by John A. Davis, Dwight B. Crane, Kelly M. Mulderry; Supplement (Field), (9-805-097), 7p, by John A. Davis, Dwight B. Crane, Kelly M. Mulderry
Source: Harvard
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| HAND IN HAND IN INDIA
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| 23 pp.
| Case
Lerpold, L — Stockholm School of Economics
Barkema, H — Rotterdam School of Management, Erasmus University, ICCL
Sjoman, A — Springtime AB
Distributor: ecch (www.ecch.com) Reference: 308-412-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2008
Geo location: India Industry: Aid / microfinance Size: 22,500 employees Timing: 2008
Topics: Microfinance; Aid industry; NGO; Organisational change; Innovation; Cross cultural management; Sustainability; India
Abstract: Hand in Hand is a multinational NGO (non-governmental organisation) working with microfinance and poverty alleviation and is led by the former executive of ABB and Astra Zeneca, Percy Barnevik. The NGO has grown rapidly and over 304,000 women organised in 21,000 self-help groups have started or expanded some 185,000 micro enterprises and 800 medium sized enterprises in India since 1998. Hand in Hand’s model has recently been exported to Afghanistan and South Africa, a project in Brazil was to start in 2008, and discussions were taking place in China and Vietnam. The case study illustrates the strategic and organisational challenges faced by a rapidly growing organisation within the aid industry. The case also poses the cross-cultural challenges associated with transferring the model to other countries. Finally, the case draws on the economic and social sustainability issues discussed within the aid industry such as ‘mission drift'. This case gives participants the possibility of exploring: (1) the challenges and changes in the microfinance industry; (2) the challenges associated with a rapidly growing organisation in multiple cultural settings; and (3) economic and social sustainability.
Source: ecch
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| Handleman Co.
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| 30 pp.
| Case
Author(s): Hammond, Janice; Dolan, Kevin
Publication Date: 04/14/2005
Product Type: Case (Field)
Product Description: Describes the organization and operations of the Handleman Co., an intermediary in the music industry that buys recorded music and resells it to mass retailers such as Wal-Mart. The company provides distribution, inventory management, retail merchandising, and category management to its retail customers. It differentiates itself by keeping track of trends in the music industry and ensuring that the trends in music popularity translate to the appropriate assortments in each retail store. Recounts the changes that Handleman has made in organizational structure, processes, and system to support its business. Describes the challenges facing the president of the entertainment division in light of increasing product proliferation, price pressure, the need for growth, and the advent of online music.
HBS Number: 9-605-024
Number of Employees: 2,300 Gross Revenues: $1.2 billion revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Business marketing; Demand analysis; Distribution; Entertainment industry; Inventory management; Retailing; Supply chain; Wholesaling
Academic Discipline: Operations management
Source: Harvard
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| 18 pp.
| Case
Hart, Myra; Rotelli, Mary Teicher
Donna Dubinsky and Jeff Hawkins, founders of Palm Computing, have launched a new venture — Handspring. They are preparing for an IPO in the spring of 2000. Then the markets begin to collapse and their investment bankers suggest a significantly lower price.
HBS Number: 9-801-112 Type: Case (Field)
Publication Date: 11/2/2000
Geographic Setting: Mountain View, CA Industry Setting: hand-held computer hardware/software Gross Revenues: startup
Subjects: Computer industry, Entrepreneurial finance, Entrepreneurship, Finance, High technology, IPO, Manufacturing industry, Silicon Valley, Valuation.
Source: Harvard
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| Handspring and Palm, Inc: A Corporate Drama in Five Acts
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| 25 pp.
| Case
Author(s): Glynn, John; Spitzer, Joshua
Publication Date: 01/18/2005
Product Type: Case (Field)
Publisher: Stanford University
Product Description: Follows Jeff Hawkins, Donna Dubinsky, and, later, Ed Colligan from the founding of Palm, Inc., through the founding of Handspring, to the point that Handspring and Palm began considering a merger. Examines the conditions that drove the two rival companies toward a merger. In a relatively stagnant market for personal technology, Handspring lacked the financial resources to launch its next-generation product, the Treo 600; meanwhile, Palm’s market position was threatened by a lack of breakthrough product innovation and viable growth plans. From the date of its founding, Handspring nurtured a rivalry with its chief competitor, Palm, Inc. By early 2003, Palm, Inc. had stabilized its business, while Handspring found itself in a dire financial situation. Handspring pursued two financing alternatives: a PIPE and a merger with Palm — engendering two different operating states for the company. The board of directors and management team were fairly evenly split between the two deals, each of which involved uncertainty.
HBS Number: E189
Geographic Setting: Silicon Valley Industry Setting: Consumer electronics
Subjects: Entrepreneurship; Mergers & Acquisitions; Spinoffs; Valuation; Venture capital
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (E189TN), 14p, by John Glynn, Joshua Spitzer
Source: Harvard
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| Handspring Treo
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| 26 pp.
| Case
Melissa Schilling; Chad Beaupierre; Scott Bevier; Roberto Ekesi; Vicken Librarikian
This case examines Handspring’s decision to phase out its Visor line of personal digital assistants, and focus all development instead on a new smartphone called the Treo. This was a significant decision for the company because a) smartphones required different areas of expertise than PDAs, b) the major cellular phone providers such as Nokia, Ericsson, Motorola, and Kyocera, were aggressively entering the smartphone market, meaning that Handspring would have a new range of big, highly efficient and well established competitors.aaThe decision meant that Handspring would have to develop new competencies, face new competitors, and write off some of the R&D investment it has put into its Springboard technology.
Courses: Business Policy/Strategy; Technological Innovation Management
Topics: Telecommunications; Competition; Computer industry; Industry analysis; New product development; Repositioning; Technology
Source: Pinnacle
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| Handspring: “Partnerships”
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| 18 pp.
| Case
Author(s): Holloway, Chuck; Feldstein, Janet; Flanagan, Christopher S.
Publication Date: 06/20/2001 Revision Date: 03/25/2004
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: SM79
Geographic Setting: California Number of Employees: 250 Gross Revenue: $370 million revenues
Event Year Start: 1999 Event Year End: 2001
Subjects: Licensing; Entrepreneurship; Partnerships; Competitive advantage
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (SM79T), 4p, by Chuck Holloway, Janet Feldstein, Christopher S. Flanagan
Product Description: Introduces Handspring, a manufacturer of handheld devices, and concentrates particularly on the company’s and founders‘ historical and forward-looking relationships. At the time of the case, Handspring is generating approximately $500 million annually in sales and is a leading brand of PDAs. The company founders are Donna Dubinsky, Ed Colligan, and Jeff Hawkins — the “legendary” team that developed Palm Computing's handheld PDA in 1992. The founders look back to their rationale for striking out on their own from Palm and the lessons learned and different paths followed in this second company founding. Focuses on the creation, valuation, and nurture of Handspring's myriad relationships, including supplier and manufacturer relationships, marketing agreements, and new business partnerships.
Source: Harvard
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| 18 pp.
| Case
Author(s): Holloway, Chuck; Feldstein, Janet; Flanagan, Christopher S.
Publication Date: 06/20/2001 Revision Date: 03/25/2004
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: SM79
Geographic Setting: California Number of Employees: 250 Gross Revenue: $370 million revenues
Event Year Start: 1999 Event Year End: 2001
Subjects: Licensing; Entrepreneurship; Partnerships; Competitive advantage
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Teaching Note, (SM79T), 4p, by Chuck Holloway, Janet Feldstein, Christopher S. Flanagan
Product Description: Introduces Handspring, a manufacturer of handheld devices, and concentrates particularly on the company’s and founders‘ historical and forward-looking relationships. At the time of the case, Handspring is generating approximately $500 million annually in sales and is a leading brand of PDAs. The company founders are Donna Dubinsky, Ed Colligan, and Jeff Hawkins — the “legendary” team that developed Palm Computing's handheld PDA in 1992. The founders look back to their rationale for striking out on their own from Palm and the lessons learned and different paths followed in this second company founding. Focuses on the creation, valuation, and nurture of Handspring's myriad relationships, including supplier and manufacturer relationships, marketing agreements, and new business partnerships.
Source: Harvard
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| Hang Seng Bank’s e-Banking: Leveraging Established Brand for New Relationships
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| 15 pp.
| Case
Author(s): Yu, Julie; McCauley, Marissa; Khan, Shamza
Publication Date: 06/07/2002
Product Type: Case (Field)
Publisher: University of Hong Kong
Product Description: Hang Seng Bank is the second-largest locally incorporated bank and the fifth-largest public company in Hong Kong. Due to growing consumer demand, peer pressure, and pressure to improve profits, Hang Seng launched e-banking in August 2000. This case provides a study of why Hang Seng accelerated its online banking strategies, critical issues in its implementation of strategies, and how Hang Seng is differentiating its online banking from that of other banks. Hang Seng has been serving customers throughout Hong Kong since 1933; it has been regarded as a reliable and traditional community bank. Discusses how e-banking is helping Hang Seng to strengthen its new image as a contemporary and progressive bank. The case also presents the issue of how to measure the profitability of online banking and/or technology investment.
HBS Number: HKU193
Geographic Setting: Hong KongIndustry Setting: banking
Event Year Start: 2000Event Year End: 2001
Subjects: Asia; Banking; Electronic commerce; Marketing strategy
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (HKU194), 11p, by Julie Yu, Marissa McCauley
Source: Harvard
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| Hank Kolb, Director, Quality Assurance
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| 4 pp.
| Case
Author(s): Leonard, Frank S.
Publication Date: 03/01/1981 Revision Date: 02/05/1993
Product Type: Case (Gen Exp)
HBS Number: 9-681-083
Number of Employees: 1,200
Event Year Start: 1980 Event Year End: 1980
Subjects: Industrial goods; Manufacturing; Product liability; Product planning & policy; Quality control
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-683-030), 5p, by W. Earl Sasser Jr.
Product Description: Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to go about orienting an organization toward a better quality attitude.
Source: Harvard
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| Hans Fritz at Novartis Thailand (A): The First Month
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| 17 pp.
| Case
Yoshino, Michael Y.; Knoop, Carin-Isabel
Dr. Hans Fritz is 37 years old when he arrives in Bangkok on March 1, 1998 to assume his position as general manager of Novartis Thailand. Novartis is the world’s largest pharmaceutical company. He had lobbied to transition from a staff position to this line management assignment. He encounters an organization in chaos, a demoralized staff, and a market in crisis. The case describes his first month in this new position. His most important task at this stage is to set priorities when everything needs to be done at once. He has to decide whom to trust on his team, and what to do in the short, medium, and long term. Teaching Purpose: Describes the general manager‘s dilemma. Students are asked to evaluate the situation he encounters and advise him on how to proceed.
HBS Number: 9-399-123 Type: Case (Field)
Publication Date: 3/17/99
Geographic Setting: Thailand Industry Setting: pharmaceuticals
Company Size: large Number of Employees: 87,000 Gross Revenues: $21.5 billion revenues
Event Year Start: 1998 Event Year End: 1999
Subjects: International business; Management of change; Management of crises; Managers; Mergers; Pharmaceuticals; Southeast Asia
Supplementary Materials: Supplement (Field), (9-399-124), 3p, by Michael Y. Yoshino, Carin-Isabel Knoop
Source: Harvard
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| HANSA PILSENER: FROM NICHE TO MAINSTREAM BRAND
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| 18 pp.
| Case
Bick, G; Mitchell, C
Publisher: Wits Business School - University of the Witwatersrand
Distributor: ecch (www.ecch.com) Reference: 503-092-1 Language: English
Category: Marketing Data source: Field research
Product Year: 2003
Geo location: Johannesburg, South Africa Industry: Brewing Size: 6,500 employees in South Africa, more than 31,000 internationally Timing: 2001
Topics: Positioning and repositioning; Consumer behaviour; Market segmentation; Target markets; Branding strategies; Marketing strategy
Abstract: South African Breweries (SAB) launched its first light beer in South Africa, Hansa Pilsener, at the end of 1975. While sales of Hansa were initially brisk, the brand’s subsequent performance was disappointing, and despite repeated changes of emphasis in the market positioning of the brand, Hansa struggled to find its appropriate target market. In the mid-1980s the situation changed, however, and sales started to increase. By the end of 1990, Hansa Pilsener had gained a sizeable market share, and subsequently grew to become the second largest brand within the SAB portfolio. The challenge facing the Hansa brand team in the year 2001, was to come up with a creatively relevant campaign for the brand. In the past Hansa Pilsener had been positioned as a different choice, and as a niche brand for particular tastes and particular target markets. But as the brand had grown, so it had become increasingly difficult to maintain that position. How should the team reposition Hansa Pilsener and move it forward?
Source: ecch
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| HANSEL LTD: THE COLLECTIVE PROCUREMENT UNIT OF FINNISH GOVERNMENT
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| 9 pp.
| Case
Leenders, M R; Mauffette-Leenders, L A; Karjalainen, K; Kemppainen, K
Publisher: Helsinki School of Economics
Distributor: ecch (www.ecch.com) Reference: 305-522-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2005
Geo location: Finland, European Union Industry: Logistics Size: Large Timing: 2005
Topics: Logistics; Procurement; Savings potential; Intermediary; Tendering process; Government; Finland; Service portfolio
Abstract: Mrs Kirsti Lehtovaara-Kolu, Chief Executive Officer (CEO) of Hansel, the Government?s collective procurement unit located in Helsinki, Finland, was revisiting the figures identifying the savings potential in governmental purchasing. The following day she was to present their analysis to the Council of State Procurement in the Ministry of Finance. She was concerned whether Hansel could actually achieve the savings of 400 million euros per year, as anticipated. The case has been written for an intermediate course in purchasing and supply management, but could be used also in any strategic management course. This case gives students a chance to develop their analytical and presentation skills on a decision that can be considered either as a straightforward cost analysis problem or a more comprehensive analysis of the business concept of the procurement organisation. It is expected that the recommendation relies on both qualitative and quantitative analysis and takes into account the constraints set by the national and European Union legislation on procurement. The immediate issue is whether to present an implementation plan for the estimated savings of 400 million euros per year to the expert body of governmental procurement in the upcoming meeting? If not, should CEO Lehtovaara-Kolu promise lower or higher savings potential? The other issues in the case are related to:
Source: ecch
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| Hanson Industries (A)
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| 15 pp.
| Case
Bruns, William J., Jr.; Hertenstein, Julie H.
Hanson Industries produces and sells an award-winning design ski boot. Describes the company history from founding through July 1978, the product, production processes, marketing strategy, and background information for related cases on budgeting and finance. May be used with: (9-179-077) Hanson Industries (B); (9-279-066) Hanson Industries (C).
HBS Number: 9-179-076 Type: Case (Field)
Publication Date: 11/1/1978 Revision Date: 6/4/1985
Geographic Setting: Boulder, CO Industry Setting: ski equipment
Company Size: small Gross Revenues: $9.8 million sales
Event Year Start: 1970 Event Year End: 1978
Subjects: Budgeting; Financing; Marketing strategy; Production processes; Recreational equipment; Strategic planning
Supplementary Materials: Teaching Note, (5-180-164), 16p, by William J. Bruns Jr., Julie H. Hertenstein
Source: Harvard
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| Hanson Ski Products
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| 9 pp.
| Case
Author(s): Bruns, William J., Jr.; Hertenstein, Julie H.
Publication Date: 08/14/1986 Revision Date: 09/13/2004
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 187038
Geographic Setting: Colorado Gross Revenue: $10 million sales
Event Year Start: 1986 Event Year End: 1986
Subjects: Accounting policies; Accounting procedures; Cash flow; Financial planning; Budgeting; Short term financing
Academic Discipline: Accounting & control
Supplementary Materials: Case Teaching Note, (191031), 9p, by William J. Bruns; Spreadsheet Supplement, (XLS017), 0p, by William J. Bruns, Julie H. Hertenstein
Product Description: At the end of the budget cycle, the manager must test whether plans are feasible given financing arrangements and constraints. Cash needs are great due to seasonality. Needed loans must be calculated at five separate dates, and financial position projected. This is a rewritten version of Hanson Industries (B) and (C).
Source: Harvard
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| Harcourt Brace Jovanovich, Inc.
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| 28 pp.
| Case
Author(s): Uyterhoeven, Hugo E.R.
Publication Date: 04/03/1992 Revision Date: 04/16/1996
Product Type: Case (Field)
Product Description: The board and management of General Cinema has to determine whether the acquisition of Harcourt Brace Jovanovich (HBJ), and thereby entering the publishing business, makes strategic sense. The case describes HBJ’s involvement in several segments of the publishing industry: college, elementary and high school, testing, medical, scientific/technical, legal, trade, and international. Case information and exhibits rely primarily on consultant reports. For each segment the consultants have identified key trends and key success factors, as well as HBJ‘s competitive position and performance. Increased industry concentration and technological changes receive special attention. Teaching Purpose: To focus on industry definition and boundaries and competitive scope; to predict industry evolution in terms of increased concentration and technological change; and to identify industry attractiveness and evaluate HBJ's competitive position.
HBS Number: 9-392-045
Geographic Setting: United StatesIndustry Setting: publishingCompany Size: Fortune 500Number of Employees: 6,400Gross Revenues: $1.3 billion revenues
Event Year Start: 1990Event Year End: 1991
Subjects: Acquisitions; Competition; Industry analysis; Industry structure; Publishing industry; Strategy formulation; Technological change
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-395-205), 9p, by Hugo E.R. Uyterhoeven
Source: Harvard
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| Hard Side of Change Management, The
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| 20 pp.
| Article
Author(s): Sirkin, Harold L.; Keenan, Perry; Jackson, Alan
Publication Date: 10/01/2005
Product Type: Harvard Business Review Article
HBS Number: R0510G
Geographic Setting: Australia; Melanesia; New Zealand Industry Setting: Banking industry; Beverage industry; Biotechnology industry; Hospital industry; Manufacturing industries; Telecommunications industry
Subjects: Change management; Leadership; Organizational change; Project evaluation; Project management; Strategy implementation
Academic Discipline: Organizational behavior & leadership
Product Description: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with “soft” issues, such as culture and motivation but, say the authors, focusing on these issues alone won’t bring about change. Companies also need to consider the hard factors — like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trou
Source: Harvard
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| Hard Side of Change Management, The (HBR OnPoint Enhanced Edition)
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| 20 pp.
| Article
Author(s): Sirkin, Harold L.; Keenan, Perry; Jackson, Alan
Publication Date: 10/01/2005
Product Type: Harvard Business Review Article
HBS Number: 1916
Subjects: Change management; Leadership; Organizational change; Project evaluation; Project management; Strategy implementation
Academic Discipline: Organizational behavior & leadership
Product Description: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with “soft” issues, such as culture and motivation but, say the authors, focusing on these issues alone won’t bring about change. Companies also need to consider the hard factors — like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no
Source: Harvard
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| Hard Work of Being a Soft Manager (Classic)
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| 12 pp.
| Article
Author(s): Peace, William H.
Publication Date: 12/01/2001
Product Type: Harvard Business Review Article
Product Description: Soft management does not mean weak management, says William Peace in this 1991 article. It means candor, openness, and vulnerability, but it also means hard choices and responsible follow-up. It means taking the heat for difficult decisions and giving unhappy subordinates chances to unburden themselves at your expense. In the early 1980s, when William Peace had to lay off 15 people at Westinghouse’s threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labor-management relations, and increased productivity and profits.
HBS Number: R0111G
Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management styles
Academic Discipline: Organizational behavior & leadership
Source: Harvard
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| Hard Work of Being a Soft Manager (Classic) (HBR OnPoint Enhanced Edition)
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| 16 pp.
| Article
Author(s): Peace, William H.
Publication Date: 12/01/2001
Product Type: HBR OnPoint Article
HBS Number: 830X
Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management styles
Academic Discipline: Organizational behavior & leadership
Product Description: This is an enhanced edition of the HBR reprint R0111G, republished in December 2001, after its original publication in 1999 as reprint 91609. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Soft management does not mean weak management, says William Peace in this 1991 article. It means candor, openness, and vulnerability, but it also means hard choices and responsible follow-up. It means taking the heat for difficult decisions and giving unhappy subordinates chances to unburden themselves at your expense. In the early 1980s, when William Peace had to lay off 15 people at Westinghouse’s threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labor-management relations
Source: Harvard
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| Hardball: Five Killer Strategies for Trouncing the Competition
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| 16 pp.
| Article
Author(s): Stalk, George, Jr.; Lachenauer, Rob
Publication Date: 04/01/2004
Product Type: Harvard Business Review Article
Product Description: The winners in business play hardball, and they don’t apologize for it. They single-mindedly pursue competitive advantage and the benefits it offers: a leading market share, great margins, and rapid growth. They pick their shots, seek out competitive encounters, set the pace of innovation, and test the edges of the possible. Softball players, by contrast, may look good, but they aren‘t intensely serious about winning. They don't accept that you must sometimes hurt your rivals, and risk being hurt, to get what you want. Softball players don't play to win; they play to play. That approach may reflect the recent focus of management science, which itself has gone soft. Indeed, the discourse around soft issues such as leadership, corporate culture, knowledge management, talent management, and employee empowerment has encouraged the making of softball players. Although there are countless ways to play hardball, a handful of classic strategies are effective in generating competitive advantage. Best employed in bursts of ruthless intensity, these strategies are: Devastate rivals' profit sanctuaries, plagiarize with pride, deceive the competition, unleash massive and overwhelming force, and raise competitors' costs. But hardball isn't only about the moves you make. It's also about the attitude you bring to them. The playbook won't do you any good if you feel squeamish about using it.
HBS Number: R0404C
Subjects: Competition; Competitive advantage; Competitive decision making; Corporate strategy; Strategic planning; Strategy implementation
Academic Discipline: Competitive strategy
Source: Harvard
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| Hardball: Five Killer Strategies for Trouncing the Competition (HBR OnPoint)
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| 20 pp.
| Article
Author(s): Stalk, George, Jr.; Lachenauer, Rob
Publication Date: 04/01/2004
Product Type: HBR OnPoint Article
HBS Number: 6549
Subjects: Competition; Competitive advantage; Competitive decision making; Corporate strategy; Strategic planning; Strategy implementation
Academic Discipline: Competitive strategy
Product Description: This is an enhanced edition of HBR article R0404C, originally published in April 2004. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. The winners in business play hardball, and they don’t apologize for it. They single-mindedly pursue competitive advantage and the benefits it offers: a leading market share, great margins, and rapid growth. They pick their shots, seek out competitive encounters, set the pace of innovation, and test the edges of the possible. Softball players, by contrast, may look good, but they aren‘t intensely serious about winning. They don't accept that you must sometimes hurt your rivals, and risk being hurt, to get what you want. Softball players don't play to win; they play to play. That approach may reflect the recent focus of management science, which itself has gone soft. Indeed, the discourse around soft issues such as leadership, corporate culture, knowledge management, talent management, and employee empowerment has encouraged the making of softball players. Although there are countless ways to play hardball, a handful of classic strategies are effective in generating competitive advantage. Best employed in bursts of ruthless intensity, these strategies are: Devastate rivals' profit sanctuaries, plagiarize with pride, deceive the competition, unleash massive and overwhelming force, and raise competitors' costs. But hardball isn't only about the moves you make. It's also about the attitude you bring to them. The playbook won't do you an
Source: Harvard
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| Harder They Fall
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| 16 pp.
| Article
Author(s): Kramer, Roderick M.
Publication Date: 10/01/2003
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R0310C
Geographic Setting: California
Subjects: Organizational behavior; Decision making; Management styles; Leadership; Power & influence; Personality; Success; Values; Self-awareness; Judgment; Humor; Rewards; Scandals; Autobiographical narratives
Academic Discipline: Organizational Behavior & leadership
Product Description: The past decade may well be remembered as the era of the high-flying, aggressive leader. Corner-office titans like Kenneth Lay, Dennis Kozlowski, and Bernard Ebbers graced the covers of business magazines. Then scandal set in, and the stars fell to earth. In this article, social psychologist Roderick M. Kramer asks an important question: Why do so many leaders — not just in business, but also in politics, religion, and the media — display remarkable adeptness and ability while courting power, only to engage in even more remarkable bouts of folly once that power has been secured? Kramer, who has spent most of his career researching how leaders get to the top, says that the systems through which we select our leaders force executives to sacrifice the attitudes and behaviors that are essential to their survival once they have reached the top. Society has learned to consider risk taking and rule breaking as markers of good leadership. As a result, leaders come to believe that normal limits don’t apply to them and that they are entitled to any spoils they can seize. The leaders who do remain grounded exhibit five common psychological and behavioral habits: They simplify their lives, remaining humble and “awfully ordinary.” They shine a light on their weaknesses instead of trying to cover them up. They float trial balloons to uncover the truth and prepare for the unexpected
Source: Harvard
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| Harder They Fall (HBR OnPoint Enhanced Edition)
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| 20 pp.
| Article
Author(s): Kramer, Roderick M.
Publication Date: 10/01/2003
Product Type: HBR OnPoint Article
HBS Number: 5062
Subjects: Human behavior; Leadership; Management styles; Personality; Psychology
Academic Discipline: Organizational behavior & leadership
Product Description: This is an enhanced edition of HBR article R0310C, originally published in October 2003. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. The past decade may well be remembered as the era of the high-flying, aggressive leader. Corner-office titans like Kenneth Lay, Dennis Kozlowski, and Bernard Ebbers graced the covers of business magazines. Then scandal set in, and the stars fell to earth. In this article, social psychologist Roderick M. Kramer asks an important question: Why do so many leaders — not just in business, but also in politics, religion, and the media — display remarkable adeptness and ability while courting power, only to engage in even more remarkable bouts of folly once that power has been secured? Kramer, who has spent most of his career researching how leaders get to the top, says that the systems through which we select our leaders force executives to sacrifice the attitudes and behaviors that are essential to their survival once they have reached the top. Society has learned to consider risk taking and rule breaking as markers of good leadership. As a result, leaders come to believe that normal limits don’t apply to them and that they are entitled to any spoils they can seize. The leaders who do remain grounded exhibit five common psychological and behavioral habits: They simplify their lives, remaining humble and “awfully ordinary.” They shine a light on their weaknesses instead of trying to cover them up. They float trial balloons to uncover the truth and prepare for the unexpecte
Source: Harvard
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| Harilela Enterprises: An Indian Family Business in Hong Kong
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| 17 pp.
| Case
Author(s): Ward, John; Mansinghka, Suren; Tran, Elyssa; Sambamurthy, Bhaskar
Publication Date: 01/01/2006
Product Type: Case (Field)
HBS Number: KEL249
Geographic Setting: Hong Kong Industry Setting: Hotel industry
Subjects: Conflict resolution; Entrepreneurship; Family businesses; Growth strategy; Strategy; Succession management
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (KEL250), 12p, by John Ward, Suren Mansinghka, Elyssa Tran, Bhaskar Sambamurthy
Product Description: A second-generation, multi-billion-dollar Asian family business, run for decades by six brothers, faces issues of ownership, family employment, management, leadership, governance, and succession as it transitions to the third generation of siblings and cousins.
Source: Harvard
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| Harimann International
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| 10 pp.
| Case
Author(s): Frey, Sherwood C. Jr.; Clyman, Dana R.; Uppal, Hasmeeth S.
Darden ID: UVA-QA-0472
Published: 9/4/1995
Revised: 9/1/2002
Copyright Year: 1995
Subject Area: Quantitative Analysis
Keywords: decision theory; International
Teaching Note: UVA-QA-0472TN
Abstract: Harimann International, a small producer of finished textiles, receives a large, unexpected order at the beginning of the off-season. Unfortunately, none of the available embroiderers (subcontractors) can commit to finishing the goods in time for internal processing (bleaching, cutting, sewing, washing, and packing) to be completed in time to guarantee the shipping date. This case offers a rich context for analyzing problem solving under uncertain conditions and exploring risk-reduction opportunities.
Source: Darden
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| 10 pp.
| Case
Author(s): Frey, Sherwood C. Jr.; Clyman, Dana R.; Uppal, Hasmeeth S.
Darden ID: UVA-QA-0472
Published: 9/4/1995
Revised: 9/1/2002
Copyright Year: 1995
Subject Area: Quantitative Analysis
Keywords: decision theory; International
Teaching Note: UVA-QA-0472TN
Abstract: Harimann International, a small producer of finished textiles, receives a large, unexpected order at the beginning of the off-season. Unfortunately, none of the available embroiderers (subcontractors) can commit to finishing the goods in time for internal processing (bleaching, cutting, sewing, washing, and packing) to be completed in time to guarantee the shipping date. This case offers a rich context for analyzing problem solving under uncertain conditions and exploring risk-reduction opportunities.
Source: Darden
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| Harlequin Romances—Poland (A)
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| 26 pp.
| Case
Author(s): Quelch, John A.; Laidler, Nathalie
Publication Date: 07/22/1993 Revision Date: 06/05/2000
Product Type: Case (Field)
Product Description: Harlequin Enterprises, the world’s leading publisher of series romances, has been particularly successful in Poland. The case explores some of the challenges/opportunities of doing business in Eastern Europe and the marketing mix elements for success. Teaching Purpose: Demonstrates the importance of the marketing mix elements in building a brand in Eastern Europe and the importance of local leadership.
HBS Number: 9-594-017
Geographic Setting: Poland Industry Setting: publishing
Event Year Start: 1992 Event Year End: 1992
Subjects: Consumer marketing; Direct marketing; Eastern Europe; International marketing; Marketing mixes; Publishing industry
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-595-068), 11p, by John A. Quelch; Supplement (Field), (9-599-022), 3p, by David J. Arnold
Source: Harvard
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| Harley-Davidson in 2004
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| 23 pp.
| Case
Author(s): Gamble, John E. & Schafer, Roger
Publication Date: 2006
Case Description: This freshly updated and popular case explores the appeal of Harley-Davidson’s outlaw image and quality touring and custom motorcycles with baby boomers in the U.S., Asia, and Europe, and its success competing in the heavyweight segment of the motorcycle industry in various international markets. It illustrates cross-country differences in buyer preferences and market conditions, strategy options for entering and competing in international markets, and multi-country versus global competition. The case also provides an opportunity to critique the offensive and defensive strategies that Harley-Davidson has used in building market share in the U.S. and in international markets.
Geographic Setting: International Industry Setting: Motorcycles
Courses: Business Policy/International/Marketing Course Sequence: Business Strategy/International
Event Year Start: 1903 Event Year End: 2004
Subjects: Business Policy; International Business
Supplements: Teaching Note/Video
Source: Thompson-Gamble-Strickland: Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases, Second Edition
Source: Thompson
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| HARMONIZATION OF COMPENSATION AND BENEFITS FOR FIRSTCARIBBEAN INTERNATIONAL BANK
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| 10 pp.
| Case
Author(s): Corbin E; Punnett B
Publication Date: 4/11/2005
Product Type: Case
Ivey ID: 9B04C053
Geographic Setting: Barbados Industry Setting: Banking Size: Large organization
Year of Event: 2001 Level of Difficulty: Undergraduate/MBA
Subjects: Benefits Policy; Change Management; Compensation; Consolidations and Mergers
Functional Area: Human Resource Management
Product Description: The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding thecurrent situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of themerger is the harmonization of compensation and benefits that must be resolved as a matter of priority.This case may be taught on a stand alone basis, or in combination with any of five additional Cross-Enterprise cases that deal with various functional issues associated with the eventual merger: General Management - CIBC and Barclays: Should TheirOperations be Merged, product 9B04M067, Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032, Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022,Marketing and Branding - FirstCaribbean International Bank: The Marketing and Branding Challenges of a Start-up, product 9B05A012, and technical note - Note on Banking in the Caribbean, product 9B05M015.
Source: Ivey
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| Harmonized Savings Plan at BP Amoco
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| 17 pp.
| Case
Author(s): Viceira, Luis M.
Publication Date: 10/26/2000 Revision Date: 11/01/2000
Product Type: Case (Field)
Product Description: On August 11, 1998, United States’ Amoco Corp. (NYSE: AR) and the British Petroleum Co. (BP), p.l.c. (NYSE: BP), announced the BPC merger with Amoco. This deal was the largest industrial merger to date, and created the world‘s third-largest oil company, BP (NYSE: BP). This case focuses on the issues surrounding the integration of the employee-defined contribution plans at Amoco and the U.S. subsidiary of BP. One of them was that the pre-merger plans had very different investment structures. While Amoco had offered its employees only low-cost index funds, BP America had relied on actively managed mutual funds. The new plan, which would have more than 40,000 participants and $7 billion in assets, would have to either choose one of these approaches, or try to integrate them into one single structure. Teaching Purpose: To provide students with ample opportunities to discuss issues such as market efficiency, active versus passive (indexed) asset management, mutual fund performance evaluation, the design of private pension plans, and the mutual fund industry.
HBS Number: 9-201-052
Geographic Setting: Chicago, ILIndustry Setting: pension fund
Event Year Start: 1999Event Year End: 1999
Subjects: Capital markets; Efficient markets; Financial planning; Investments; Mutual funds; Pension funds; Pension plans; Performance measurement; Petroleum
Academic Discipline: Finance
Source: Harvard
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| Harnessing the Power of Informal Employee Networks
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| 11 pp.
| Case
Author(s): Bryan, Lowell L.; Matson, Eric; Weiss, Leigh
Publication Date: 11/04/2007
Product Type: Case
Publisher: The McKinsey Quarterly
HBS Number: MK0004
Subjects: Communication in organizations; Communication skills; Language; Management communication; Overtime; Work force; Work force management; Work force optimization; Cross functional teams; Centralized organizations; Corporate structure; Organizational structure; Virtual teams; Teamwork; Beliefs; Corporate culture; Culture; Organizational management; Matrix organization
Academic Discipline: Organizational behavior & leadership
Product Description: Most large corporations have dozens if not hundreds of informal networks, in which human nature, including self-interest, leads people to share ideas and collaborate. Informal networks are a powerful source of horizontal collaboration across thick silo walls, but as ad hoc structures their performance depends on serendipity and they can’t be managed. By creating formal networks, companies can harness the advantages of informal ones and give management much more control over networking across the organization. The steps needed to formalize a network include giving it a “leader”, focusing interactions in it on specific topics, and building an infrastructure that stimulates the ongoing exchange of ideas.
Source: Harvard
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| Harnessing the Science of Persuasion
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| 8 pp.
| Article
Author(s): Cialdini, Robert
Publication Date: 10/01/2001
Product Type: Harvard Business Review Article
HBS Number: R0109D
Subjects: Behavioral sciences; Leadership; Motivation; Psychology
Academic Discipline: Organizational behavior & leadership
Product Description: If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it‘s worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. The message for managers here is to get commitments in writing. Fifth, studies show that people really do defer to experts. So before they attempt to exert influence, executives should take pains to establish their own expertise and not assume that it's self-evident. Finally, people want more of a commodity when it's scarce; it follows, then, that exclusive information is more persuasive than widely available data. By mastering these principles — and, the author stresses, using them judiciously and ethically — executives can learn the
Source: Harvard
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| Harnessing the Science of Persuasion (HBR OnPoint Enhanced Edition)
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| 16 pp.
| Article
Author(s): Cialdini, Robert
Publication Date: 10/01/2001
Product Type: HBR OnPoint Article
Product Description: This is an enhanced edition of the HBR reprint R0108D, originally published in September 2001. HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader’s essential tools. Over the past several decades, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. Fourth, individuals are more likely to keep promises they make voluntarily and explicitly. Fifth, studies show that people really do defer to experts. Finally, people want more of a commodity when it‘s scarce; it follows, then, that exclusive information is more persuasive than widely available data.
HBS Number: 7915
Subjects: Behavioral sciences; Leadership; Motivation; Psychology
Academic Discipline: Organizational behavior & leadership
Source: Harvard
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| Harnessing Your Staff’s Informal Networks
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| 12 pp.
| Article
Author(s): McDermott, Richard ; Archibald, Douglas
Publication Date: 03/01/2010
Product Type: Harvard Business Review Article
Publisher: Harvard Business School Publishing
HBS Number: R1003F
Subjects: Teams; Employee empowerment; Knowledge management; Collaboration
Academic Discipline: Organizational Behavior & leadership
Product Description: If your smartest employees are getting together to solve problems and develop new ideas on their own, the best thing to do is to stay out of their way, right? Well, think again. For years, loosely organized employee networks have been helping companies find creative solutions to challenges that bridge functional gaps. Composed of on-staff experts who got together to share information and insights, these “communities of practice” often generated improvements that saved firms dramatic amounts of money and time. Not wanting to crush these groups’ collaborative nature, managers let them operate independently, off the grid. But as business became more global and technology multiplied the tools and information available to experts exponentially, community members found it harder to dedicate time to these voluntary groups. Communities started to fail. They didn‘t die, however; they evolved, becoming integrated into companies' formal structures. Today they're an actively managed part of the organization, with clear accountability and executive oversight. The most effective communities address issues that are critical to the organization and strive to meet specific, long-term goals. Companies assign them official management sponsors and full-time staff, train their leaders, and even make participation in them part of employees' performance criteria.
Source: Harvard
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