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Alphabetically : J
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 J & J (PHILIPPINES), INC. - JOHNSON’S FACE POWDER (A)
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| 9 pp.
| Case
Kennedy JR; Roman F; Poblador M
This is the first case in a two-part series about decisions relating to the introduction of a new product, Johnson’s face powder, to the Philippines market. There is a video, "J&J (Philippines), Inc. - Johnson‘s Face Powder", product 7A94A006 which,while very functional to the teaching of the case, is not required for effective use of the materials. This case provides information about the Philippine market and the development of the introductory strategy for the product. The student is askedto assess the merit of the strategy, both in terms of market acceptance and their calculations as to projected contributions. (A two-minute video can be purchased for this case, video 7A94A006.) Industry: Wholesale Trade - Durable Goods Issues: Marketing Management, International Marketing Location: Philippines Size: Medium organization Year of event: 1990 Level: Undergraduate/MBA Revised: 25/01/1999 Ivey #: 9A94A006
Source: Ivey
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| J Boats, Inc.
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| 18 pp.
| Case
Simons, Robert L.
Traces the 20-year evolution of a family-owned, entrepreneurial sailboat company. Illustrates how two founders leveraged their design and marketing skills to build one of the most recognized brands in the recreational boating industry. Ends as the founder considers management succession and the need to improve financial planning and control systems to capitalize on brand value. Teaching Purpose: To illustrate how entrepreneurs successfully utilize the levers of control by focusing on core values, risks to be avoided, critical performance variables, and strategic uncertainties in a small, family-run business.
HBS Number: 9-197-015 Type: Case (Field)
Publication Date: 8/1/1996 Revision Date: 12/1/1999
Geographic Setting: Newport, Rhode Island Industry Setting: sailboats
Subjects: Brands; Control systems; Entrepreneurship; Financial planning; Recreational equipment; Shipbuilding; Strategy implementation
Supplementary Materials: Teaching Note, (5-199-042), 10p, by Robert L. Simons
Source: Harvard
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| J-PHONE vs NTT DOCOMO: ATTACKING THE INDUSTRY LEADER IN THE JAPANESE TELECOMMUNICATIONS MARKET
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| 15 pp.
| Case
Haghirian, P — WU Wien-Institute for International Marketing & Management
Distributor: ecch (www.ecch.com) Reference: 502-032-1 Language: English
Category: Marketing Data source: Published sources
Product Year: 2002
Geo location: Japan Industry: Telecommunications
Topics: Telecommunication; Strategy; Internet; Japan; International marketing; Product differentiation; J-Phone; NTT DoCoMo
Abstract: This case focuses on the position of J-Phone, Japan’s number two in the mobile telecommunication market, and its future strategies to combat the industry leader. Since the introduction of mobile communication in Japan, the market has been dominated by one major company, NTT DoCoMo, a spin-off from the formerly state controlled NTT. In February 1999, DoCoMo launched a wireless mobile internet service on the Japanese market, which turned out to be the most successful implementations of wireless communication ever. J-Phone is trying to compete with DoCoMo‘s network. J-Phone sees itself as a leader, challenger and first mover, offering innovations to suit the mobile lifestyle of young people rather than technology for technology's sake. J-Phone also has a reputation of being first to market with key advances in mobile technology. This case asks students to analyse and evaluate various strategies which J-Phone could apply to compete with the dominant industry leader.
Source: ecch
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| J. Perez Foods (A)
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| 15 pp.
| Case
Author(s): Davis, John A.; Lachapelle, Kacie
Publication Date: 11/01/2000 Revision Date: 03/27/2001
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 801147
Geographic Setting: Dominican Republic Number of Employees: 50 Gross Revenue: $70 million revenues
Event Year Start: 1997 Event Year End: 2000
Subjects: Shareholder relations; Family-owned businesses
Academic Discipline: Entrepreneurship
Supplementary Materials: Supplement, (801148), 4p, by Kacie Lachapelle; Supplement, (803163), 2p, by John A. Davis, Kacie Lachapelle; Case Teaching Note, (807134), 7p, by John A. Davis, Courtney J. Sampson
Product Description: Examines the tensions that occur in family shareholder groups and how to prepare for them and manage them.
Source: Harvard
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| 15 pp.
| Case
Author(s): Davis, John; LaChapelle, Kacie
Publication Date: 11/01/2000 Revision Date: 03/27/2001
Product Type: Case (Field)
Product Description: Examines the tensions that occur in family shareholder groups and how to prepare for them and manage them. Teaching Purpose: To discuss the tensions that often occur in family shareholder groups.
HBS Number: 9-801-147
Geographic Setting: Santo Domingo, Dominican RepublicIndustry Setting: foodNumber of Employees: 50Gross Revenues: $70 million revenues
Event Year Start: 1997Event Year End: 2000
Subjects: Caribbean; Family owned businesses; Food; Shareholder relations
Academic Discipline: Entrepreneurship
Supplementary Materials: Supplement (Field), (9-801-148), 4p, by John Davis, Kacie LaChapelle; Supplement (Field), (1-803-163), 2p, by John Davis, Kacie LaChapelle
Source: Harvard
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| J.C. Penney (B)
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| 23 pp.
| Case
Author(s): Mason, Scott P.; Allen, William B.
Publication Date: 04/17/1986 Revision Date: 06/20/1986
Product Type: Case (Field)
Product Description: Penney’s assistant treasurer was considering various capital markets issues to finance store modernizations. This case provides the financing terms available to Penney for domestic, current, and zero coupon debt. Eurodollar debt, and nondollar SFr and Yen issues hedged and swapped back to dollar liabilities. Also, Penney is considering using interest rate futures, options, and options on futures to hedge a forthcoming debt issue.
HBS Number: 9-286-118
Geographic Setting: New York, NY Industry Setting: Retail industry Company Size: large Gross Revenues: $13 billion sales
Event Year Start: 1985 Event Year End: 1985
Subjects: Bonds; Capital markets; International finance
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-287-041), 13p, by Scott P. Mason, William B. Allen
Source: Harvard
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| J.R. Pierce, Inc.
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| 15 pp.
| Case
Robert P. Crowner
J.R. Pierce, Inc. (JRP) was a small manufacturer of pastry forming equipment located in Marion, Ohio. JRP was funded by John Pierce, who has now “retired” although having turned over management of the company to his two sons, Bill and Mark, he continues to work part-time without a salary. The company’s dated product line consists of three machines geared toward smaller volume pie crust manufacturers. JRP, a subchapter S corporation, was very profitable at 33.4 percent before taxes after recovering in 1995 from two years of declining sales. Minimal promotion was done. Management succession was an important issue in the case: John owned two-thirds of the stock with the rest evenly split between his sons. They were frusturated with his continuing interference in the business which prevented them from taking some modernization steps. Too, they were being paid such low salaries that they could not accumulate sufficient funds to buy John out.
Source: North American Case Research Association, Case Research Journal, Volume 18, Issue 3-4
Subjects: Entrepreneurship, Family Business, Succession, Buyout, Marketing Strategy, Smal Business Management, Business Strategy
Source: NACRA
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| J.R.D Tata
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| 27 pp.
| Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 12/14/2006 Revision Date: 04/07/2009
Product Type: Case (Library)
HBS Number: 407061
Geographic Setting: India
Event Year Start: 1940 Event Year End: 1990
Subjects: Business government relations; Business history; Conglomerates; Diversified companies; Family-owned businesses; Industrial development; Leadership
Academic Discipline: Business & government
Product Description: J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India’s economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family‘s values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies — and eventually Indian government regulators — measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
Source: Harvard
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| 27 pp.
| Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 12/14/2006 Revision Date: 04/07/2009
Product Type: Case (Library)
HBS Number: 407061
Geographic Setting: India
Event Year Start: 1940 Event Year End: 1990
Subjects: Business government relations; Business history; Conglomerates; Diversified companies; Family-owned businesses; Industrial development; Leadership
Academic Discipline: Business & government
Product Description: J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India’s economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family‘s values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies — and eventually Indian government regulators — measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
Source: Harvard
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| 27 pp.
| Case
Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark
Publication Date: 12/14/2006
Product Type: Case (Library)
HBS Number: 9-407-061
Geographic Setting: India
Event Year Start: 1940 Event Year End: 1990
Subjects: Business government relations; Business history; Conglomerates; Diversified companies; Family-owned businesses; Industrial development; Leadership
Academic Discipline: Business & government
Product Description: J.R.D Tata, Chairman of the Indian conglomerate Tata & Sons, played a significant role in building India’s economic infrastructure. Under his guidance, Tata & Sons built locomotives, steel refineries, airlines, chemical plants, and technology-based enterprises. Inheriting his title as Chairman in 1938, at the outbreak of World War II, Tata was able to navigate his family-owned companies through the tumultuous political climate of India. He worked with British colonial officers, and later closely with several Indian leaders under both pro- and anti-business government regimes. Applying his family‘s values to the workplace, Tata & Sons helped revolutionize business practices in India. From instituting the eight-hour work day and paid leave to providing a retirement gratuity, Tata's policies created a standard to which other companies — and eventually Indian government regulators — measured themselves. Blending humane business practices with political savvy and a pioneering spirit, J.R.D Tata is remembered as one of India's most important and influential business leaders. Tata is an example of a 20th century business leader who applied contextual intelligence to a variety of businesses, dramatically changing the landscape of India's infrastructure.
Source: Harvard
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| JA Worldwide: Managing Change in Multi-Governed Environment
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| 33 pp.
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Author(s): Chu, Michael; Larson, Barbara Zepp
Publication Date: 02/21/2006 Revision Date: 05/17/2006
Product Type: Case (Field)
Product Description: Post-merger, the head of Junior Achievement (JA) Worldwide must now oversee operations in 98 countries serving 6.6 million students, with over 7,600 local chapter board directors. President and CEO David Chernow’s own board has increased to 111 members. Two separate organizations since inception, the U.S. and international JA operations were formally combined on July 1, 2004. Although all the leaders recognized the need for the merger, the process nevertheless proved to be highly sensitive and complex. As part of the compromise, all parties agreed to freeze the JA Worldwide structure for three years. By the end of that period, Chernow knows he must have in place a new model of operations that can accomplish three things: meet JA‘s mission in terms of its students, serve the internal needs of its members around the world, and be financially sustainable over the long term.
HBS Number: 9-306-025
Geographic Setting: Global Industry Setting: Nonprofit Number of Employees: 2,700
Event Year Start: 2003 Event Year End: 2005
Subjects: Board of directors; Change management; Governance; International business; Networks; Social enterprise; Students
Academic Discipline: Organizational behavior & leadership
Source: Harvard
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| Jack on Jack: The HBR Interview
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| 8 pp.
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Author(s): Welch, Jack F., Jr.; Collingwood, Harris;
Publication Date: 02/01/2002
Product Type: Harvard Business Review Article
Product Description: There was a time when CEOs weren’t celebrities, but that was before Jack Welch. Over the past 20 years, Welch, more than any other business leader, has changed the way people view the role of the CEO. There was no General Electric separate from Welch and no Welch separate from General Electric. Through his bold and sweeping reinvention of the company—thanks in no small part to the force of his personality--Welch created the CEO not just as public figure but as icon. Indeed, Welch‘s legacy and life have been analyzed, lauded, and excoriated by the public and the media alike. Small wonder, then, that his recent book--Jack: Straight from the Gut--has garnered the same degree of publicity. In this frank and wide-ranging interview with HBR senior editors Harris Collingwood and Diane Coutu, Welch replies to his critics and offers a detailed look at his theory and practice of business. Candidly answering questions about his personal style and his upbringing, Welch also gives readers a detailed glimpse of the practices that shape the distinctive GE culture: the meetings, the "deep dives" and, most important, the transmission of powerful ideas throughout GE's far-flung organization.
HBS Number: R0202G
Subjects: CEO; Interviews; Leadership; Management styles; Personal strategy & style; Personality; Psychology
Academic Discipline: General management
Source: Harvard
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| Jack Stack (A)
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| 8 pp.
| Case
Author(s): Hanson, Kirk O.; Bollier, David
Publication Date: 01/01/1993
Product Type: Case (Field)
Publisher: Business Enterprise Trust
HBS Number: 9-993-009
Geographic Setting: Springfield, MO Industry Setting: diesel engine remanufacturing Number of Employees: 700 Gross Revenues: $70 million revenues
Event Year Start: 1983 Event Year End: 1983
Subjects: Employee empowerment; Ethics; Leveraged buyouts; Social enterprise
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Supplement (Field), (9-993-010), 8p, by Kirk O. Hanson, David Bollier; Teaching Note, (5-993-013), 7p, by Kirk O. Hanson; Case Video, (9-993-514), 8 min, by Kirk O. Hanson
Product Description: Describes Jack Stack’s efforts to revive a diesel engine remanufacturing plant owned by International Harvester. Stack engineers a leveraged buyout of the factory by its managers. He then implements a radical system for managing the company, through which every employee is trained to read complete financial reports of the company and given weekly operating data. In this way, they can see in detail how the company is progressing. Teaching Purpose: May be used in Human Resources, Organizational Behavior, Strategic Management, and Entrepreneurship courses to help students explore: 1) worker empowerment and related human resources issues; 2) the impact of the disclosure of company data on corporate strategy; 3) how an entrepreneur engineers a leveraged buyout; 4) the revitalization of “rust-belt” facilities; and 5) the role of worker empowerment in entrepreneurship.
Source: Harvard
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| Jack Welch: General Electric’s Revolutionary
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| 22 pp.
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Author(s): Bower, Joseph L.; Dial, Jay
Publication Date: 10/25/1993 Revision Date: 04/12/1994
Product Type: Case (Pub Mat)
Product Description: Describes the work of Jack Welch as CEO of General Electric from 1981 to 1992, focusing particularly on his transformation of the company’s portfolio through extensive dispositions and acquisitions and the company‘s culture through a mandated process called “work out.” To a considerable extent, the case tells the story in Welch's own words drawing on earlier cases on Welch prepared by Richard Hammermesh and Frank Aguilar, as well as a 1991 interview with Welch in the Harvard Business Review and an article in Fortune, “GE Keeps Those Ideas Coming.''
HBS Number: 9-394-065
Geographic Setting: United States Industry Setting: conglomerate
Company Size: Fortune 500
Subjects: Corporate strategy; Leadership; Management of change; Organizational change
Academic Discipline: General management
Supplementary Materials: Case Video, (9-395-508), 20 min, by Joseph L. Bower, Sonja Ellingson; Teaching Note, (5-395-232), 6p, by Joseph L. Bower
Source: Harvard
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| Jackie Woods (B)
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| 2 pp.
| Case
Author(s): Clawson, James G.
Darden ID: UVA-BP-0331
Published: 8/19/1993
Revised: 9/1/1993
Copyright Year: 1993
Subject Area: Business Policy
Keywords: career management, leadership, diversity case, women in business, diversity
Teaching Note: UVA-BP-0330TN
Abstract: In this follow-up to the A case (BP-0330), Jackie goes on vacation and is named president of Ohio Bell, only the second woman to receive such a promotion. Videotapes #8247, “Jackie Woods — Co-Workers’ Views,” #8246, “Jackie Woods — Family Views and Schedule,” and #8245, “Jackie Woods — Personal Views,” are designed for use with this case (see Videotape Bibliography).
Source: Darden
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| 2 pp.
| Case
Author(s): Clawson, James G.
Darden ID: UVA-BP-0331
Published: 8/19/1993
Revised: 9/1/1993
Copyright Year: 1993
Subject Area: Business Policy
Keywords: career management, leadership, diversity case, women in business, diversity
Teaching Note: UVA-BP-0330TN
Abstract: In this follow-up to the A case (BP-0330), Jackie goes on vacation and is named president of Ohio Bell, only the second woman to receive such a promotion. Videotapes #8247, “Jackie Woods — Co-Workers’ Views,” #8246, “Jackie Woods — Family Views and Schedule,” and #8245, “Jackie Woods — Personal Views,” are designed for use with this case (see Videotape Bibliography).
Source: Darden
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| Jacques Kemp: “Towards Performance Excellence”
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| 19 pp.
| Case
Author(s): Rod E. White; Andreas Schotter
Ivey ID: 9B06M084
Publication Date: 1/9/2007 Revision Date: 9/21/2009
Product Type: Case
Teaching Note: 8B06M83
Related Material: 7B06M083
Geographic Setting: Asia Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Organizational Design; Organizational Structure; International Management
Major Disciplines: General Management; International
Product Description: Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING’s business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as "drivers," which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.
Source: Ivey
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| 19 pp.
| Case
Author(s): Rod E. White; Andreas Schotter
Ivey ID: 9B06M084
Publication Date: 1/9/2007 Revision Date: 9/21/2009
Product Type: Case
Teaching Note: 8B06M83
Related Material: 7B06M083
Geographic Setting: Asia Industry Setting: Insurance and Pension Funds Size: Large Year of Event: 2006 Level of Difficulty: 4 - Undergraduate/MBA
Subjects: Organizational Design; Organizational Structure; International Management
Major Disciplines: General Management; International
Product Description: Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING’s business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as "drivers," which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.
Source: Ivey
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| JAFCO American Ventures, Inc.: Building a Venture Capital Firm
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| 22 pp.
| Case
Author(s): Kuemmerle, Walter; Ellis, Chad
Publication Date: 02/16/1999 Revision Date: 03/30/2004
Product Type: Case (Field)
Product Description: Describes the second attempt at entry of JAFCO, a large Japanese venture capital firm, into the U.S. venture capital market. The U.S. subsidiary, JAFCO America Ventures, is in the midst of a challenging turnaround. Going forward, the U.S. subsidiary’s leadership needs to make a number of important decisions regarding investment focus, deal flow generation, compensation, and cooperation with the Japanese parent company. Teaching Purpose: Introduction to venture capital operations, strategy and focus of venture capital firms, and managing global private equity firms.
HBS Number: 9-899-099
Geographic Setting: United States, JapanIndustry Setting: venture capitalNumber of Employees: 14Gross Revenues: $200 million revenues
Event Year Start: 1997Event Year End: 1997
Subjects: Entrepreneurial finance; Foreign investment; Incentives; International entrprnl finance; International finance; International operations; Japan; Venture capital
Academic Discipline: Entrepreneurship
Supplementary Materials: Case Video, (9-802-805), 3 min, by Walter Kuemmerle; Teaching Note, (5-899-305), 26p, by Walter Kuemmerle
Source: Harvard
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| JAMAICA PUBLIC SERVICE COMPANY LIMITED
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| 17 pp.
| Case
Sampson, C I — Arthur Lok Jack Graduate School of Business
Distributor: ecch (www.ecch.com) Reference: 596-033-1 Language: English
Category: Marketing Data source: Field research
Product Year: 1996
Geo location: Jamaica Industry: Electricity Size: 2,500 workers Timing: 1985
Topics: Government regulation; Public utility; Monopoly supplier; Utility regulation; Price strategy under regulation
Abstract: The case focuses on the impact of government regulation on the activities of monopoly suppliers. In the case, however, the monopolist in question - the Jamaica Public Service (JPS), monopoly supplier of electricity - is owned by the Jamaican Government. Since 1966, when the first rate board was set up within the Public Utilities Commission, the JPS had to seek government permission for increases in electricity prices. Even after the 1975 nationalisation of the company, the requirement of government approval for rate increase continued, simply shifting from the PUC whose office was abolished after nationalisation to the office of the Minister of Public Utilities. The challenge faced by JPS was how best to price its product. This marketing decision had to be made in the context of the need to generate sufficient funds for investment and the government budget, while recognising that high profits would enrage the public, put pressure on the Ministry of Public Utilities for tighter price regulation, and place pressure on the government to consider alternate forms of ownership for the electricity supply function.
Source: ecch
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| JAMBA!: DIGITAL INTERNATIONALIZATION
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| 14 pp.
| Case
Kaufmann, L; Tritt, C; Bleckwenn, A; Dreiling, H; Jahn, F; Jeschonowski, D
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 806-046-1 Language: English
Category: Entrepreneurship Data source: Field research
Product Year: 2006
Geo location: China, Germany Industry: e-Business Size: 500 employees Timing: 2006
Topics: Mobile content; Internationalisation; Asia; China; Germany; Marketing; Expansion; International; e-Business; Internet; New economy; Market entry; Entrepreneurship; Strategy; Start-up; Growth
Abstract: Jamba! was founded in Germany in the year 2000, and is one of the leading global digital content companies in the mobile entertainment business. The company offers a broad range of products for mobile phones, but is mainly known for its popular ring tones. The Jamba! business model proved to be very successful in Germany and soon Jamba! began its entry into other European countries. In what Jamba! called ’digital internationalisation‘ all activities were carried out from the Berlin headquarters. Products could be exported from Germany to other European countries at very low cost, without significant lead time. In 2005, Jamba! decided to enter the Chinese market as their first market in Asia. It quickly showed that simply exporting digital products from Germany would not be successful. Now Jamba! must decide how to proceed: (1) should they change their business model or their internationalisation strategy?; (2) is China the right country for expansion, or should other Asian countries be targeted first to test the products on a smaller scale?; and (3) what are the specific risks and success factors for Jamba! in China?
Source: ecch
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| James Burke: A Career in American Business (A)
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| 26 pp.
| Case
Author(s): Tedlow, Richard S.; Smith, Wendy K.
Publication Date: 04/20/1989 Revision Date: 10/20/2005
Product Type: Case (Field)
Product Description: Presents an historical overview of the professional career of James E. Burke, chairman and CEO of Johnson & Johnson. Examines the corporation’s handling of three major occurrences — the Tylenol poisonings in 1982 and 1986 and the acquisition and subsequent sale of Technicare, a maker of diagnostic imaging equipment. May be used with: (9-390-030) James Burke: A Career in American Business (B).
HBS Number: 9-389-177
Geographic Setting: United States Industry Setting: Health care industry; Pharmaceutical industry Company Size: Fortune 500
Event Year Start: 1949 Event Year End: 1989
Subjects: Advertising strategy; Business history; Crisis management; Ethics; Marketing strategy
Academic Discipline: Business & government
Supplementary Materials: Case Video, (9-890-513), 55 min, by Richard S. Tedlow; Case Video, DVD, (9-890-550), 55 min, by Richard S. Tedlow; Teaching Note, (5-390-015), 16p, by Richard S. Tedlow
Source: Harvard
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| James Cranfield
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| 8 pp.
| Case
Gabarro, John J.; Burtis, Andrew
Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. A rewritten version of an earlier case. May be used with: (9-495-034) Old Colony Associates; (9-495-036) Eugene Kearney (A).
HBS Number: 9-495-035 Type: Case (Field)
Publication Date: 2/3/1995
Geographic Setting: United States Industry Setting: food services
Company Size: small Gross Revenues: $90 million revenues
Subjects: Food; Interpersonal behavior; Performance appraisal; Services
Supplementary Materials: Case Video, (9-887-512), 26 min, by Bart J. Van Dissel; Case Video, (9-400-507), 20 min, by Linda A. Hill
Source: Harvard
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| James Cranston
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| 7 pp.
| Case
Beer, Michael; Clawson, James G.
Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. To be used with Colonial Food Services and Eugene Kirby (A) and (B).
HBS Number: 9-478-006 Type: Case (Field)
Publication Date: 10/1/1977 Revision Date: 4/11/1983
Geographic Setting: United States Industry Setting: food services
Company Size: small Gross Revenues: $35 million revenues
Event Year Start: 1977 Event Year End: 1977
Subjects: Food; Interpersonal behavior; Performance appraisal; Services
Supplementary Materials: Teaching Note, (5-485-009), 12p, by Michael Beer, Bert A. Spector; Case Video, (9-887-512), 26 min, by Bart J. Van Dissel
Source: Harvard
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| JAMES HARDIE
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| 10 pp.
| Case
Lecraw DJ
The manager for Asia of James Hardie, a major Australian company in the building products industry, must decide whether to recommend a proposed $50 million investment in the Philippines. If James Hardie is to make the investment and grow thecompany, should it do so as a joint venture with Jardine, James Hardie’s Hong Kong-based distributor in the Philippines, go it alone, or form a joint venture with a Philippine company? This is a major investment for James Hardie and marks thebeginning of its new growth initiative into Asia after a period of consolidation. If the project goes ahead, James Hardie‘s Asia headquarters would be moved from Kuala Lumpur to Manila. Industry: Stone, Clay, Glass and Concrete Products Issues: Joint Ventures, Market Analysis Location: Philippines/Australia Size: Large organization Year of event: 1995 Level: Undergraduate/MBA Revised: 22/02/2000 Ivey #: 9A97G011
Source: Ivey
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| James Lang LaSalle: Reorganizing around the Customer
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| 27 pp.
| Case
Author(s): Gulati, Ranjay; Marshall, Lucia
Publication Date: 08/14/2009 Revision Date: 07/02/2010
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 410007
Geographic Setting: United States; Illinois Number of Employees: 19,300 Gross Revenue: $2.01 billion
Event Year Start: 2006 Subjects: Global business; Organizational development; Execution; Strategy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Case Teaching Note, (410069), 28p, by Ranjay Gulati, Patrick Cullen, Lucia Marshall
Product Description: Peter Roberts, CEO of Jones, Lang, LaSalle (JLL) Americas division, has been charged with expanding the company’s presence in its core geographic markets while simultaneously growing its corporate account business. Roberts and his task force have narrowed their options to two proposals. The first is an enhancement of the account management model put in place in 2001 where independent service units co-existed with an account management group. The second is a realignment of the firm‘s operations around geography and key accounts. By examining the tradeoffs required by each option, the case illustrates the tensions involved in structuring an organization around product, geography, and key customers. It also explores the importance of aligning strategic choices with organizational architecture.
Source: Harvard
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| James Madison and “The Business of May Next” (B)
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| 6 pp.
| Case
Author(s): Newell, Terry; Cross, Tom; Rice, Peter;
Darden ID: UVA-OB-0969
Published: 2/3/2009
Copyright Year: 2009
Subject Area: Organizational Behavior and Human Resources
Keywords: Leadership; Organizational behavior
Abstract: On May 30, 1787, the second day of the Convention held in the Pennsylvania State House, six states voted “aye” and one ‘’nay’‘ to the proposal to establish ``a national Government ... consisting of a supreme Legislative, Executive and Judiciary.'' In that moment, delegates who had gathered merely to revise the Articles of Confederation agreed to abolish it. In that moment, James Madison earned the title of Father of the Constitution, although he had not even introduced the proposal.
Source: Darden
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| Jamnalal Bajaj, Mahatma Gandhi, and the Struggle for Indian Independence
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| 21 pp.
| Case
Author(s): Jones, Geoffrey G.; Herman, Kerry; Kothandaraman, PK
Publication Date: 08/25/2006 Revision Date: 07/09/2009
Product Type: Case (Library)
HBS Number: 807028
Geographic Setting: Asia; India
Event Year Start: 1500 Event Year End: 1948
Subjects: Business history; Entrepreneurs; Politics; Racial discrimination
Academic Discipline: Entrepreneurship
Product Description: Describes the role of a leading Indian business leader in the campaign for independence before 1947 and his close relationship with the legendary Mahatma Gandhi. Provides the opportunity to consider the impact of colonialism on shaping Indian entrepreneurship and the role of the small Marwari group, originally from the Marwar region of Rajasthan, in creating many of India’s leading business houses, including the Bajaj. The Bajaj, like other Marwari, were traders who after World War I transitioned into manufacturing, including sugar manufacturing and steel rolling.
Source: Harvard
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| Jan and Dave Bailey’s Decision
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| 30 pp.
| Case
Sean M. Hennessey; Roberta M. MacDonald
Jan and Dave Bailey are at a critical stage in the process of deciding whether to establish an aquaculture operation, a mussel farm, in Newfoundland, Canada. Jan and Dave left the province many years earlier but recently returned and are investigating business opportunities. Mussel farming has a long history in the region, and aquaculture seems to be the way of the future- a renewable resource grown in pristine surroundings with little effect on the environment. Is mussel farming a viable business opportunity, or does the nature of the business and the disorgainzed state of the industry in Newfoundland make the venture too risky? The case presents Jan and Dave at the point of a major decision. Dave seems to be captivated by the idea; Jan sees the potential but also the evry real risks. They must develop a business plan for a mussel farming operation to determine whether they should invest their savings in the venture. It is late January 1996. To be in operation for the 1996 season, their big decision must be made by mid-March.
Source: North American Case Research Association, Case Research Journal, Volume 20, Issue 4
Subjects: New Venture Analysis, Comprehensive Business Planning, Finance/Marketing/Operations Management, Integrated Functional Management, Aquaculture Industry
Source: NACRA
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| Jan Carlzon: CEO at SAS (A)
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| 14 pp.
| Case
Author(s): Bartlett, Christopher A.; Elderkin, Kenton W.; Feinberg, Barbara
Publication Date: 05/19/1992 Revision Date: 06/08/1993
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 392149
Geographic Setting: Sweden Number of Employees: 20,000 Gross Revenue: $4 billion sales
Event Year Start: 1980 Event Year End: 1990
Subjects: Leadership; Business policy; Human resources management; Strategy formulation; Implementing strategy
Academic Discipline: Organizational Behavior & leadership
Supplementary Materials: Supplement, (392150), 3p, by Christopher A. Bartlett, Kenton W. Elderkin, Barbara Feinberg
Product Description: Describes Jan Carlzon’s actions on assuming the CEO‘s responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become “the world's best businessman's airline.” After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his “second wave” can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment.
Source: Harvard
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| 14 pp.
| Case
Author(s): Bartlett, Christopher A.; Elderkin, Kento
Publication Date: 05/19/1992 Revision Date: 06/08/1993
Product Type: Case (Library)
Product Description: Describes Jan Carlzon’s actions on assuming the CEO‘s responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become “the world's best businessman's airline.” After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his ‘’second wave'' can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment.
HBS Number: 9-392-149
Geographic Setting: Sweden/Global Industry Setting: airline
Company Size: large Number of Employees: 20,000 Gross Revenues: $4 billion sales
Event Year Start: 1980 Event Year End: 1990
Subjects: Airlines; Business policy; Human resources management; Leadership; Scandinavia; Strategy formulation; Strategy implementation
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Library), (9-392-150), 3p, by Christopher A. Bartlett, Kenton W. Elderkin, Barbara Feinberg
Source: Harvard
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| Jan Eriksson at Novartis Indonesia (A)
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| 25 pp.
| Case
Knoop, Carin-Isabel; St. George, Anthony
Jan Eriksson is the country manager of the Novartis AG joint venture in Indonesia. At the time of the case, Novartis is the world’s largest pharmaceutical company. The case describes the steps Eriksson took to merge the Indonesian operations of Novartis‘ parents, Ciba-Geigy and Sandoz, and to build a new organization during the 1997-98 Asian financial crisis. Focuses on the impact of the financial crisis on Eriksson's business and details the two operating plans that he has presented to Novartis management in response to the crisis. The case is set in January/February 1998. Teaching Purpose: Students are asked to assess Eriksson's performance as a country manager before and after the crisis. They are asked to evaluate Eriksson's two plans, and to propose viable alternatives for the joint venture's two main businesses, raw materials and pharmaceuticals.
HBS Number: 9-898-219 Type: Case (Field)
Publication Date: 4/16/98 Revision Date: 9/14/98
Geographic Setting: Global Industry Setting: pharmaceutical Number of Employees: 87,000 Gross Revenues: $21.58 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Asia; Country analysis; Devaluation; Managers; Mergers; Pharmaceuticals industry
Supplementary Materials: Case Video, (9-898-503), 7 min, by Carin-Isabel Knoop; Teaching Note, (5-899-055), 17p, by Carin-Isabel Knoop, Anthony St. George; Case Video, (9-899-509), 7 min, by Christopher A. Bartlett, Carin-Isabel Knoop
Source: Harvard
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| Jan Eriksson at Novartis Indonesia: Turmoil in the Indonesian Pharmaceutical Ind
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| 25 pp.
| Case
Knoop, Carin-Isabel; St. George, Anthony
Jan Eriksson is the country manager of the Indonesian joint venture of Basel-based Novartis (Novartis Indonesia), the world’s largest pharmaceutical company, formed by the 1996 merger between Sandoz and Ciba-Geigy. The case describes the actions he has taken since assuming his post in May 1996. He was in the middle of merging the Indonesian operations of Sandoz and Ciba-Geigy when the financial crisis struck Indonesia. He has prepared two plans to deal with the crisis. In January 1996, headquarters had still not approved Erickssons‘ plans and he needs to decide how to proceed.
HBS Number: 9-899-040 Type: Case (Field)
Publication Date: 7/29/98 Revision Date: 10/30/98
Geographic Setting: Global Industry Setting: pharmaceutical Number of Employees: 87,000 Gross Revenues: $21.58 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Asia; Country analysis; Devaluation; Managers; Mergers; Pharmaceuticals industry
Supplementary Materials: Case Video, (9-898-503), 7 min, by Carin-Isabel Knoop; Teaching Note, (5-899-055), 17p, by Carin-Isabel Knoop, Anthony St. George
Source: Harvard
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| Jana Florentine (A)
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| 5 pp.
| Case
Uyterhoeven, Hugo E.R.; Jones, Thomas O.
Jana Florentine is a recent MBA graduate of the Harvard Business School. The case, through reproduced correspondence, documents her early experience as a general manager in the women’s fashion industry. Raises issues related to career planning, managerial readiness, and general management challenges to the new general manager. Teaching Purpose: Provides an opportunity to discuss general management issues in a setting closer to the typical student‘s likely career environment.
HBS Number: 9-395-114 Type: Case (Field)
Publication Date: 11/16/94 Revision Date: 4/27/98
Geographic Setting: United States Industry Setting: women's fashion
Event Year Start: 1994 Event Year End: 1994
Subjects: Business policy; Careers & career planning; Clothing; Managerial skills
Supplementary Materials: Supplement (Field), (9-395-115), 2p, by Hugo E.R. Uyterhoeven, Thomas O. Jones; Supplement (Field), (9-398-118), 1p, by Hugo E.R. Uyterhoeven; Supplement (Field), (9-398-115), 1p, by Hugo E.R. Uyterhoeven
Source: Harvard
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| Japan & the USA: Wrangling Toward Reciprocity
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| 9 pp.
| Article
Nukazawa, Kazuo
The economic strength and leadership of the United States rests on its ability to assimilate foreign products, people, and ideas. Japan’s resistance to outside influence is a source of cultural isolation and international economic conflict. But Japan is taking steps to increase domestic demand, introduce market forces into Japanese agriculture, end protectionism, and increase its role in international bodies and assistance efforts. And while the American economy is healthy, competitive, and dynamic, the United States preaches, litigates, acts unilaterally, gives advice it would never take, and undermines excellent institutions like the International Trade Commission. Despite sporadic bickering and annoyance, an integrated world community will grow from the openhearted give-and-take of Japan-U.S. relations.
HBS Number: 88310 Type: Harvard Business Review Article
Publication Date: 5/1/1988
Subjects: Economic policy; International business; International marketing; International trade
Source: Harvard
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| Japan Confronts an Interdependent World
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| 31 pp.
| Case
Lodge, George C.; Nagase, Toshio
Traces the evolution of Japan’s economic strategy from 1972 to 1992. Describes the collapse of the Japanese stock market in the spring of 1992, raising the question: Is this the end of Japan‘s miraculous growth? To help students consider that question, the case describes Japan's industrial and technology policy and reviews key economic events during the period, such as the Nixon shock, the oil shock, the Plaza accords and endaka (rising yen value), increasing U.S. debt, the U.S. recession, and the declining value of the dollar. Written from the point of view of a Japanese government policymaker.
HBS Number: 9-793-034 Type: Case (Library)
Publication Date: 9/9/1992 Revision Date: 3/18/1998
Geographic Setting: Japan
Event Year Start: 1972 Event Year End: 1992
Subjects: Country analysis; Government & business; Japan
Supplementary Materials: Supplement (Library), (9-795-125), 4p, by George C. Lodge, Marie Bell; Supplement (Library), (9-797-144), 6p, by Richard H.K. Vietor, Eilene Zimmerman; Teaching Note, (5-793-107), 9p, by George C. Lodge
Source: Harvard
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| Japan: “Free, Fair, and Global?”
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| 27 pp.
| Case
Vietor, Richard H.K.; Lynagh, Stephen
In April 1998, Prime Minister Hashimoto faced serious problems, both with his program of six systemic reforms and with his fiscal policy. Japan had been in effective recession for six years, unable to retain the miracle-growth achieved in earlier decades. Hashimoto has proposed to reform social security, fiscal policy, administration, regulation, education, and especially the financial system. But institutional rigidities—the bureaucracy, labor policies, corporate governance, and the aging population among others--has made change exceedingly difficult. May be used with: (9-378-106) Japan (D1): A Strategy for Economic Growth.
HBS Number: 9-798-083 Type: Case (Field)
Publication Date: 5/1/1998 Revision Date: 1/22/1999
Geographic Setting: Japan
Subjects: Asia; Fiscal policy; Japan; Macroeconomics; Recessions; Regulation
Supplementary Materials: Teaching Note, (5-799-006), 8p, by Richard H.K. Vietor
Source: Harvard
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| Japan: Beyond the Bubble
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| 28 pp.
| Case
Author(s): Vietor, Richard H.K.; Evans, Rebecca
Publication Date: 07/18/2001 Revision Date: 06/02/2005
Product Type: Case (Field)
Product Description: By the summer of 2001, Japan’s economy had been generally stagnant for nearly 10 years — since the collapse of the bubble economy in 1990-91. The development strategy that drove the nation during earlier decades was fulfilled, and by 1989 Japan‘s GDP per capita exceeded that of the United States. Facing another downturn, Prime Minister Koizumi seemed ready politically to undertake real change. A rewritten version of an earlier case.
HBS Number: 9-702-004
Geographic Setting: Japan Number of Employees: 127,000,000 Gross Revenues: $4.7 trillion revenues
Subjects: Competition; Country analysis; Globalization; Japan; Macroeconomics
Academic Discipline: Business & government
Supplementary Materials: Supplement (Field), (9-704-044), 4p, by Richard H.K. Vietor, Emily J. Thompson; Teaching Note, (5-702-003), 10p, by Richard H.K. Vietor
Source: Harvard
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| Japan: Deficits, Demography, and Deflation
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| 23 pp.
| Case
Author(s): Vietor, Richard H.K.
Publication Date: 07/22/2005 Revision Date: 12/06/2006
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 706004
Geographic Setting: Japan
Subjects: Economy; Economic growth; Pension plans; Demographics; Retirees
Academic Discipline: Business & government
Supplementary Materials: Case Teaching Note, (706020), 8p, by Richard H.K. Vietor
Product Description: By 2005, Japan’s debt had risen to 163% of GDP. For more than a decade, the government had run huge deficits, trying unsuccessfully to stimulate economic growth. Interest rates, meanwhile, had been zero for years. But with slow growth and banks in crisis, nothing had worked very well until some recovery in 2004. Now, the government is trying to repair its fiscal damage in the face of continuing slow growth and huge pension and health care obligations to a population that is aging fast. Hezio Takenaka, the minister for economy and postal privatization, faces a imposing agenda — to restart the economy while lowering the deficits and reforming social security.
Source: Harvard
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| 23 pp.
| Case
Author(s): Vietor, Richard H.K.
Publication Date: 07/22/2005 Revision Date: 12/06/2006
Product Type: Case (Field)
HBS Number: 9-706-004
Geographic Setting: Japan
Subjects: Banking; Demographics; Economic conditions; Economic growth; Health care; Pension funds; Retirees; Social security
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-706-020), 8p, by Richard H.K. Vietor
Product Description: By 2005, Japan’s debt had risen to 163% of GDP. For more than a decade, the government had run huge deficits, trying unsuccessfully to stimulate economic growth. Interest rates, meanwhile, had been zero for years. But with slow growth and banks in crisis, nothing had worked very well until some recovery in 2004. Now, the government is trying to repair its fiscal damage in the face of continuing slow growth and huge pension and health care obligations to a population that is aging fast. Hezio Takenaka, the minister for economy and postal privatization, faces a imposing agenda — to restart the economy while lowering the deficits and reforming social security.
Source: Harvard
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| Japanese Leadership: The Case Of Tetsundo Iwakuni
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| 21 pp.
| Case
Author(s): Clawson, James G.; DePalo, Maki
Darden ID: UVA-OB-0627
Published: 4/1/1997
Copyright Year: 1997
Subject Area: Organizational Behavior and Human Resources
Keywords: career management; community relations; international business; leadership; cross-cultural issues; work/family; diverse protagonist; nationality; culture; diversity issues
Teaching Note: UVA-OB-0627TN
Abstract: While mayor of Izumo, Japan, Tetsundo Iwakuni, a former investment banker for Merrill Lynch, was voted the most popular mayor in Japan. Having lived abroad (in England, France, and the United States) as an investment banker, Iwakuni had left his corporate career to pursue public service. After a productive term as mayor of Izumo, he ran unsuccessfully for mayor of Tokyo. This case describes his personal life and career and ends with his election to the Japanese Diet (Parliament) from a Tokyo district. The case provides students with an opportunity to explore leadership style, career-management issues, and international management principles from a Japanese point of view.
Source: Darden
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| 21 pp.
| Case
Author(s): Clawson, James G.; DePalo, Maki
Darden ID: UVA-OB-0627
Published: 4/1/1997
Copyright Year: 1997
Subject Area: Organizational Behavior and Human Resources
Keywords: career management; community relations; international business; leadership; cross-cultural issues; work/family; diverse protagonist; nationality; culture; diversity issues
Teaching Note: UVA-OB-0627TN
Abstract: While mayor of Izumo, Japan, Tetsundo Iwakuni, a former investment banker for Merrill Lynch, was voted the most popular mayor in Japan. Having lived abroad (in England, France, and the United States) as an investment banker, Iwakuni had left his corporate career to pursue public service. After a productive term as mayor of Izumo, he ran unsuccessfully for mayor of Tokyo. This case describes his personal life and career and ends with his election to the Japanese Diet (Parliament) from a Tokyo district. The case provides students with an opportunity to explore leadership style, career-management issues, and international management principles from a Japanese point of view.
Source: Darden
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| JAPANESE-AMERICAN SEATING INC. (A)
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| 16 pp.
| Case
Geringer JM; Miller J
The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in southwestern Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. After the venture has beenin operation for nearly two years, this case describes the perspective of the newly-appointed American general manager. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly (a) how theventure will be managed (traditional Japanese, North American or combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainlyfrom Japan, with a few Canadian managers) and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues. A follow-up case (9A92G005) is also available.
Ivey Number: 9A92G004
Publication Date: 9/7/1992 Revision Date: 6/5/2002
Geographic Setting: USA/Japan Industry Setting: Transportation Equipment
Company Size: Medium organization
Subjects: Joint Ventures, International Business, Intercultural Relations, Business Policy
Functional Area: General Management
Source: Ivey
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| JAPANESE-AMERICAN SEATING INC. (B)
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| 18 pp.
| Case
Geringer JM; Miller J; Makino S
The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. In operation for nearly two years, thiscase describes the perspective of the Japanese president of JASI. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly: (a) how the venture will be managed (i.e. traditional Japanesemanner, North American manner, or some combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a fewCanadian managers), and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues.
Ivey Number: 9A92G005
Publication Date: 9/7/1992 Revision Date: 9/5/2002
Geographic Setting: USA/Japan Industry Setting: Transportation Equipment
Company Size: Medium organization
Event Year Start: 1991
Subjects: Joint Ventures, International Business, Intercultural Relations, Business Policy
Functional Area: General Management
Source: Ivey
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| JAPANESE-AMERICAN SEATING INC. (B) - ABRIDGED
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| 7 pp.
| Case
Geringer JM; Makino S
The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in Ontario which was formed by Japanese and U.S. automotive parts companies. After two years in operation, this case describes the perspective of the Japanesepresident of JASI. The case addresses strategic and operational issues which may arise in a cross-cultural venture, particularly: (a) the issue of how the venture will be managed (i.e. in a traditional Japanese manner, a North American manner, orsome combination thereof); (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a few Canadian managers), and (c) how toovercome the cultural conflicts which are likely to occur as a result of these issues. This case must be used with the Japanese-American Seating Inc. (A) case 9A92G004. It is an abridged version of the (B) case 9A92G005, containing less backgroundinformation on the company and the joint venture.
Ivey Number: 9A92G006
Publication Date: 9/7/1992 Revision Date: 30/07/1999
Geographic Setting: USA/Japan Industry Setting: Transportation Equipment
Company Size: Medium organization
Event Year Start: 1991
Subjects: Joint Ventures, International Business, Intercultural Relations, Business Policy
Functional Area: General Management
Source: Ivey
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| Jaskiewicz i Sk-a
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| 8 pp.
| Case
Author(s): Thomas K. Tiemann; Norris W. Gunby
Publication Date: Fall 2007 Revision Date: Jun-07
TCJ ID: TCJ 040102
Data Source: Personal interviews with Ja?kiewicz; correspondence with him; conversations with his son. Geographic Setting: Bia?ystok, Poland Industry Setting: Retail and wholesale grocery Event Year Start: 2000 Event Year End: 2002
Courses: Introductory management Subjects: Globalization; International management; Global diversity; Business decision-making; Regional economic blocs or comparative management
Case Description: Jan Jaskiewicz was a successful small grocer in Bia?ystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Ja?kiewicz was among the early entrepreneurs. In the late 1990s, multi-national grocery chains from across Europe began building new, large stores on the outskirts of most Polish cities, including Bia?ystok. In early summer 2000, a few days before the case begins, local independent grocers had been called together by Lewiatan, a Polish wholesale grocer. Lewiatan could offer the smaller grocers the advantages of the chains: bulk buying, Lewiatan-branded goods, slotting fees, and cooperative advertising. The local grocers liked many of the benefits Lewiatan would bring, but were suspicious and wanted someone they knew to be the area representative before they would agree to join Lewiatan. They had called a second meeting to try and find someone to fill the role. Ja?kiewicz was a natural choice: he had been in both the retail and wholesale grocery business, had been in business longer than almost everyone else, and was well-respected. Jan was tempted. Not only did he want to grow his own business, he wanted other Poles to be successful business owners and felt that if he could help Lewiatan, Lewiatan could help others compete with the new, large, foreign-owned and professional
Source: The CASE Association
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| 5 pp.
| Teaching Note
Author(s): Thomas K. Tiemann; Norris W. Gunby
Publication Date: Fall 2007 Revision Date: Jun-07
TCJ ID: TCJ 040102
Data Source: Personal interviews with Ja?kiewicz; correspondence with him; conversations with his son. Geographic Setting: Bia?ystok, Poland Industry Setting: Retail and wholesale grocery Event Year Start: 2000 Event Year End: 2002
Courses: Introductory management Subjects: Globalization; International management; Global diversity; Business decision-making; Regional economic blocs or comparative management
Case Description: Jan Jaskiewicz was a successful small grocer in Bia?ystok, Poland, a city of about 300,000. When Poland became a capitalistic nation again in the late 1980s, Ja?kiewicz was among the early entrepreneurs. In the late 1990s, multi-national grocery chains from across Europe began building new, large stores on the outskirts of most Polish cities, including Bia?ystok. In early summer 2000, a few days before the case begins, local independent grocers had been called together by Lewiatan, a Polish wholesale grocer. Lewiatan could offer the smaller grocers the advantages of the chains: bulk buying, Lewiatan-branded goods, slotting fees, and cooperative advertising. The local grocers liked many of the benefits Lewiatan would bring, but were suspicious and wanted someone they knew to be the area representative before they would agree to join Lewiatan. They had called a second meeting to try and find someone to fill the role. Ja?kiewicz was a natural choice: he had been in both the retail and wholesale grocery business, had been in business longer than almost everyone else, and was well-respected. Jan was tempted. Not only did he want to grow his own business, he wanted other Poles to be successful business owners and felt that if he could help Lewiatan, Lewiatan could help others compete with the new, large, foreign-owned and professional
Source: The CASE Association
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| JAVA: THE PURSUIT OF A NEW OPPORTUNITY AT SUN MICROSYSTEMS
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| 15 pp.
| Case
Rafii, F; Schnitger, M
Publisher: Babson College
Distributor: ecch (www.ecch.com) Reference: 399-023-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 1999
Version Date: 5 May 1997
Geo location: Palo Alto, California Industry: Computer Size: US$10 billion, 27,000 employees Timing: 1990-1996
Topics: Opportunity assessment and development; Technological development; Software development; Internet; Entrepreneurship; Business Strategy; Computer industry
Abstract: This case gives a detailed account of the development and introduction of what eventually became known as the JAVA programming language at Sun Microsystems over the 7-year period 1990 to 1996. Started initially as the brainchild of a few restless employees, this effort went through several reincarnations (and a near-death experience!) to emerge as a force that may not only transform Sun Microsystems itself, but indeed, the entire computer industry. By describing the individuals who played a key role in this saga and the organisational processes, policies, and values that influenced JAVA’s evolution, the case allows a detailed examination of how Sun Microsystems encourages technological innovation and new business development. One key lesson is that breakthrough innovations often do not pay in the way originally anticipated. This indicates that organisations have to balance the need to remain focused on business opportunities against the need to remain flexible to allow innovative ideas to take root.
Source: ecch
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| Jazztel
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| 21 pp.
| Case
Author(s): Bertoneche, Marc L.; Jacque, Laurent; Sauvage, Agnes; Woolman, Jennifer; Hynes, Ken
Publication Date: 04/23/2004 Revision Date: 12/07/2004
Product Type: Case (Field)
Product Description: Jazztel — an upstart Spanish telecom -- is considering an IPO on the NASDAQ (rather than the Madrid Bolsa) for funding its ambitious capital expenditure program estimated at $750 million over the next 10 years. The alternative would be another round of high-yield debt. Following the liberalization of the Spanish telecom market on December 1, 1998, Jazztel became the first alternative service provider to challenge Telefonica (recently privatized, state-owned telecom) by providing a full range of high-quality, tailor-made, integrated voice, data, and Internet services at attractive prices. As a money-losing company with just three kilometers of its own network operational and a voracious need for capital going forward, Jazztel’s management team wonders how investors would value the company. Teaching Purpose: To look at long-term financing options, IPOs, and valuation.
HBS Number: 9-204-047
Geographic Setting: Madrid, SpainIndustry Setting: telecommunications
Subjects: Financial strategy; Financing; IPO; Spain; Telecommunications; Valuation
Academic Discipline: Finance
Source: Harvard
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| JCDecaux
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| 31 pp.
| Case
Author(s): Wells, John; Stachowiak, Monika; Dessain, Vincent
Publication Date: 02/10/2005 Revision Date: 06/15/2006
Product Type: Case (Field)
Product Description: Describes how JCDecaux, the second largest global outdoor advertising company, became the world leader in street furniture advertising in a fast consolidating business environment. Also explains why, in the late 1990s, JCDecaux diversified its activities into billboards and transport outdoor advertising in reaction to competitor attacks. Places students in the position of Jean-Francois Decaux and his brother Jean-Charles Decaux, the sons of the founder and JC Decaux’s co-CEOs who, in late 2004, explore ways to continue the success of the 73% family-owned business.
HBS Number: 9-705-458
Geographic Setting: France Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: 1.544 million euros revenues
Event Year Start: 2004 Event Year End: 2004
Subjects: Advertising; Business models; Corporate culture; Corporate strategy; Family owned businesses; Market analysis; Public relations; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Source: Harvard
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| Jeanette Clough at Mount Auburn Hospital
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| 21 pp.
| Case
Author(s): Roberts, Laura Morgan; Kanji, Ayesha
Publication Date: 11/03/2005 Revision Date: 12/12/2006
Product Type: Case (Field)
HBS Number: 9-406-068
Geographic Setting: Boston, MA Industry Setting: Health care industry Number of Employees: 2,700
Event Year Start: 1997 Event Year End: 2004
Subjects: Change management; Collaboration; Hospitals; Leadership; Nonprofits; Organizational behavior; Organizational change; Power & influence; Women executives
Academic Discipline: Organizational behavior & leadership
Product Description: Jeanette Clough, the CEO of Mt. Auburn Hospital, successfully leads a turnaround for the struggling local hospital. When she assumed leadership of Mt. Auburn in 1998, the hospital had recently suffered a $10 million loss. During her first six months, several members of the senior leadership team quit. Clough successfully led this change effort through a transparent, collaborative approach that focused first and foremost on patient care. She was skilled at building trust and credibility with key constituents: the trustees, medical staff, and employees. After the first year, they reduced the losses to $5 million. In 2000, the hospital broke even. In 2004, the hospital earned a $7 million profit. The hospital is currently in the midst of a capital campaign to update the facilities and expand. Community groups are resisting the hospital expansion in Cambridge, posing a new set of challenges. Clough must also be clear about the strategic positioning of the hospital — a mixture of a community and teaching hospital. How can Mt. Auburn maintain this unique positioning without attempting to expand beyond its reach in competing with the other Boston-based teaching hospitals?
Source: Harvard
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| Jeanne Lewis at Staples, Inc. (A)
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| 16 pp.
| Case
Hill, Linda A.; Doughty, Kristin C.
Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, "learning the ropes" before he moves on. Th
HBS Number: 9-499-041 Type: Case (Field)
Publication Date: 11/18/1998 Revision Date: 12/4/1998
Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women
Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty
Source: Harvard
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| Jeanne Lewis at Staples, Inc. (A) (Abridged)
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| 14 pp.
| Case
Author(s): Hill, Linda A.; Suesse, Jennifer M.
Publication Date: 03/23/2000 Revision Date: 07/24/2000
Product Type: Case (Field)
HBS Number: 9-400-065
Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty
Product Description: Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, “learning the ropes” before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples’ attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces “taking charge” and managing change in a revitalization situation in which a more evolutionary approach is appropriate. Teaching Purpose: To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in
Source: Harvard
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| JEFFERSON AREA BOARD FOR AGING (A)
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| 4 pp.
| Case
Author(s): Higgs, Robert D.; Snook, John L.
Darden ID: UVA-NP-0062
Published: 4/15/1991
Copyright Year: 1986
Subject Area: Nonprofit Organizations
Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility
Teaching Note: UVA-NP-0062TN
Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0063 and NP-0064) discuss the various issues facing the nonprofit organization.
Source: Darden
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| 4 pp.
| Case
Author(s): Higgs, Robert D.; Snook, John L.
Darden ID: UVA-NP-0062
Published: 4/15/1991
Copyright Year: 1986
Subject Area: Nonprofit Organizations
Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility
Teaching Note: UVA-NP-0062TN
Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0063 and NP-0064) discuss the various issues facing the nonprofit organization.
Source: Darden
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| JEFFERSON AREA BOARD FOR AGING (B)
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| 11 pp.
| Case
Author(s): Higgs, Robert D.; Snook, John L.
Darden ID: UVA-NP-0063
Published: 4/15/1991
Copyright Year: 1986
Subject Area: Accounting and Control
Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility
Teaching Note: UVA-NP-0062TN
Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0062 and NP-0064) discuss the various issues facing the nonprofit organization.
Source: Darden
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| 11 pp.
| Case
Author(s): Higgs, Robert D.; Snook, John L.
Darden ID: UVA-NP-0063
Published: 4/15/1991
Copyright Year: 1986
Subject Area: Accounting and Control
Keywords: business and society, community relations, customer relations, diversity in the workplace, nonprofit organizations, resource allocation, diversity case, social responsibility
Teaching Note: UVA-NP-0062TN
Abstract: The Jefferson Area Board for Aging (JABA) serves thousands of elderly persons in a six-county area. Its clients have diverse needs and diverse resources, and JABA deals with all of them. This case and the other two cases in this series (NP-0062 and NP-0064) discuss the various issues facing the nonprofit organization.
Source: Darden
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