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All HBS Web
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- Faculty Publications (1,404)
- February 1997 (Revised July 2001)
- Background Note
Introduction to Activity-Based Costing
By: Robert S. Kaplan
Introduces the fundamental notions of activity-based costing (ABC). Motivates ABC by means of a simple example, a single and a diversified pen factory. Proceeds to show how ABC assigns costs more accurately to products and customers by: 1) identifying the activities...
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Keywords:
Activity Based Costing and Management
Kaplan, Robert S. "Introduction to Activity-Based Costing." Harvard Business School Background Note 197-076, February 1997. (Revised July 2001.)
- February 1997 (Revised March 1998)
- Case
Smith Breeden Associates: The Equity Plus Fund (A)
By: Robert C. Merton and Alberto Moel
In early 1997, Smith Breeden Associates, a money management and consulting firm, was pondering the future of the Equity Plus Fund. The Equity Plus Fund was an S&P enhanced-index fund that tried to outperform the S&P Index by replicating the index using low-cost...
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Keywords:
Assets;
Cash;
Financial Markets;
Financial Strategy;
Mortgages;
Investment Funds;
Investment Portfolio;
Marketing;
Performance;
Consulting Industry
Merton, Robert C., and Alberto Moel. "Smith Breeden Associates: The Equity Plus Fund (A)." Harvard Business School Case 297-089, February 1997. (Revised March 1998.)
- January 1997
- Background Note
Conducting a Performance Appraisal Interview
By: Michael Beer
Discusses typical problems experienced by managers in conducting performance appraisal interviews. The underlying causes of these problems are analyzed and ideas are presented that might help managers overcome these problems. A rewritten version of an earlier note.
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Keywords:
Compensation and Benefits;
Managerial Roles;
Performance Evaluation;
Problems and Challenges
Beer, Michael. "Conducting a Performance Appraisal Interview." Harvard Business School Background Note 497-058, January 1997.
- December 1996 (Revised June 1998)
- Case
Midnight Networks, Inc.
By: H. Kent Bowen and Marilyn Matis
Midnight Networks, Inc., is a small computer network validation company. This case describes how the five founders built their business from operations earnings and how they established "best practices" operational processes to run their firm successfully. Operational...
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Keywords:
Corporate Entrepreneurship;
Business or Company Management;
Operations;
Organizational Culture;
Applications and Software;
Business Startups;
Business Growth and Maturation;
Information Technology Industry;
Massachusetts
Bowen, H. Kent, and Marilyn Matis. "Midnight Networks, Inc." Harvard Business School Case 697-019, December 1996. (Revised June 1998.)
- December 1996 (Revised February 1998)
- Case
Colorscope, Inc.
By: V.G. Narayanan and Joseph Cha
A small company in the graphic arts business faces severe price competition. The company must respond by cutting costs and making process improvements.
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Keywords:
Cost Management;
Price;
Business Processes;
Performance Improvement;
Competition;
Fine Arts Industry
Narayanan, V.G., and Joseph Cha. "Colorscope, Inc." Harvard Business School Case 197-040, December 1996. (Revised February 1998.)
- October 1996
- Background Note
Building Effective One-on-One Work Relationships
By: Linda A. Hill
Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to...
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Hill, Linda A. "Building Effective One-on-One Work Relationships." Harvard Business School Background Note 497-028, October 1996.
- October 1996 (Revised May 2001)
- Case
Cantuga Farmworkers Clinic (A)
By: James E. Austin and Catherine Overholt
The board of directors of a rural health clinic fires its executive director. The case elaborates the evolution and progress of the clinic under this director during a period of growth and a changing health care environment. Factors contributing to and questioning the...
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Keywords:
Health Care and Treatment;
Resignation and Termination;
Managerial Roles;
Organizational Change and Adaptation;
Performance Evaluation;
Problems and Challenges;
Rank and Position;
Social Enterprise;
Health Industry
Austin, James E., and Catherine Overholt. "Cantuga Farmworkers Clinic (A)." Harvard Business School Case 797-041, October 1996. (Revised May 2001.)
- September 1996 (Revised April 1998)
- Case
Mobil USM&R (B): New England Sales and Distribution
By: Robert S. Kaplan
The general manager of a local gasoline/distillate sales and distribution business unit must communicate a new strategy to the unit's 300 employees. An initial strategic planning exercise identified a high-priority list of opportunities that blended the parent...
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Keywords:
Balanced Scorecard;
Adoption;
Strategic Planning;
Customization and Personalization;
Management Practices and Processes;
Growth and Development Strategy;
Measurement and Metrics;
Motivation and Incentives;
Performance Evaluation;
Energy Industry;
Mining Industry;
United States
Kaplan, Robert S. "Mobil USM&R (B): New England Sales and Distribution." Harvard Business School Case 197-026, September 1996. (Revised April 1998.)
- September 1996 (Revised May 1997)
- Case
Mobil USM&R (C): Lubricants Business Unit
By: Robert S. Kaplan
The general manager of a Lubricants Business Unit in Mobil's U.S. Marketing and Refining division launched a project to develop a Balanced Scorecard (BSC) for his unit. The purpose was to provide focus for all employees of the unit, enabling it to operate on an...
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Keywords:
Balanced Scorecard;
Employees;
Customization and Personalization;
Performance Evaluation;
Measurement and Metrics;
Management Teams;
Projects;
Energy Industry;
Mining Industry;
United States
Kaplan, Robert S. "Mobil USM&R (C): Lubricants Business Unit." Harvard Business School Case 197-027, September 1996. (Revised May 1997.)
- September 1996
- Case
Automatic Data Processing: The EFS Decision (Abridged)
By: Robert L. Simons
The managing director of one of ADP's divisions must recommend whether to divest, harvest, or grow the division. Recent performance has been excellent and the near-term outlook for profitability is very promising. Despite some strategic concerns, the strong financial...
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Simons, Robert L. "Automatic Data Processing: The EFS Decision (Abridged)." Harvard Business School Case 197-018, September 1996.
- August 1996 (Revised May 1997)
- Case
Delta & Pine Land: Measuring the Value of Transgenic Cotton
By: Ray A. Goldberg and Charlotte A. Tasker
Discusses the joint venture between two companies with different capabilities: 1) technology provider and 2) transportation agent. Discusses how to capture value from joint venture and biotechnology: 1) who are winners and who are losers; 2) how much value can/should...
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Keywords:
Agribusiness;
Joint Ventures;
Marketing Strategy;
Supply Chain Management;
Performance Consistency;
Information Technology;
Transportation;
Valuation;
Biotechnology Industry
Goldberg, Ray A., and Charlotte A. Tasker. "Delta & Pine Land: Measuring the Value of Transgenic Cotton." Harvard Business School Case 597-005, August 1996. (Revised May 1997.)
- July 1996 (Revised December 2001)
- Case
Becton Dickinson--Designing the New Strategic, Operational, and Financial Planning Process
By: Robert L. Simons, Antonio Davila and Afroze A Mohammed
Describes management's attempts to design and install a sophisticated planning and control system in an international company as it changes its strategy. Issues of strategy implementation, accountability, and performance measurement are at the core of the analysis, as...
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Keywords:
Organizational Change and Adaptation;
Strategy;
Business or Company Management;
Corporate Accountability;
Governance Controls;
System;
Performance Evaluation
Simons, Robert L., Antonio Davila, and Afroze A Mohammed. "Becton Dickinson--Designing the New Strategic, Operational, and Financial Planning Process." Harvard Business School Case 197-014, July 1996. (Revised December 2001.)
- July 1996
- Article
Executive Succession, Strategic Reorientation and Performance Growth: A Longitudinal Study in the U.S. Cement Industry in Stable Environments
By: Michael Tushman and L. Rosenkopf
Keywords:
Management;
Strategy;
Performance;
Growth and Development;
Information;
Balance and Stability;
Construction Industry;
United States
Tushman, Michael, and L. Rosenkopf. "Executive Succession, Strategic Reorientation and Performance Growth: A Longitudinal Study in the U.S. Cement Industry in Stable Environments." Management Science 42, no. 7 (July 1996): 939–953.
- May 1996 (Revised October 2001)
- Case
BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System
By: Lynda M. Applegate, H. James Nelson, Ramiro Montealegre and Carin-Isabel Knoop
Describes the negotiations between the City of Denver officials, airlines, consulting companies, and BAE for the construction of a backup baggage system to enable the Denver International Airport (DIA) to open. When DIA finally opens in February 1995, 16 months behind...
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Keywords:
Performance Effectiveness;
Management Practices and Processes;
Projects;
Negotiation;
Outcome or Result;
Problems and Challenges;
Air Transportation Industry;
Construction Industry;
Colorado
Applegate, Lynda M., H. James Nelson, Ramiro Montealegre, and Carin-Isabel Knoop. "BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System." Harvard Business School Case 396-312, May 1996. (Revised October 2001.)
- February 1996
- Case
Chadwick, Inc.: The Balanced Scorecard (Abridged)
By: Robert S. Kaplan
The pharmaceutical division of a diversified company has been asked to develop a Balanced Scorecard. Research and development projects take about ten years to bring a new product to the marketplace and the division depends on good relations and active feedback from its...
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Keywords:
Balanced Scorecard;
Research and Development;
Product Launch;
Commercialization;
Consumer Behavior;
Customer Focus and Relationships;
Performance Evaluation;
Pharmaceutical Industry
Kaplan, Robert S. "Chadwick, Inc.: The Balanced Scorecard (Abridged)." Harvard Business School Case 196-124, February 1996.
- February 1996 (Revised November 2003)
- Case
Indianapolis: Activity-Based Costing of City Services (A)
By: Robert S. Kaplan
A new administration in the City of Indianapolis is initially determined to privatize many municipal services. Before taking this action, however, the city managers want to know the current cost of performing these services with the municipal workers. Existing...
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Keywords:
Cost Management;
Public Sector;
Activity Based Costing and Management;
Service Delivery;
Privatization;
City;
Indianapolis
Kaplan, Robert S. "Indianapolis: Activity-Based Costing of City Services (A)." Harvard Business School Case 196-115, February 1996. (Revised November 2003.)
- January 1996
- Case
Biogen, Inc.: rBeta Interferon Manufacturing Process Development
Biogen, Inc., a Cambridge, MA-based biotechnology company, is wrapping up a project to develop a new manufacturing process for a new drug product that will reposition the company from a purely research-oriented company to a fully integrated pharmaceutical manufacturing...
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Keywords:
Learning;
Technological Innovation;
Management Analysis, Tools, and Techniques;
Product Development;
Organizational Change and Adaptation;
Projects;
Research and Development;
Corporate Strategy;
Biotechnology Industry
Wheelwright, Steven C. "Biogen, Inc.: rBeta Interferon Manufacturing Process Development." Harvard Business School Case 696-083, January 1996.
- November 1995 (Revised October 1996)
- Background Note
Expectations and Stereotypes: How Do They Affect the Deal?
Designed to provide students with a basic insight into recognizing the productive and destructive aspects of expectations and stereotypes, and their consequent effects on negotiation.
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Keywords:
Knowledge Acquisition;
Management;
Negotiation Deal;
Performance Expectations;
Prejudice and Bias
McGinn, Kathleen L. "Expectations and Stereotypes: How Do They Affect the Deal?" Harvard Business School Background Note 396-167, November 1995. (Revised October 1996.)
- October 1995 (Revised January 2002)
- Background Note
Managing Performance
By: John J. Gabarro and Linda A. Hill
Encourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.
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Gabarro, John J., and Linda A. Hill. "Managing Performance." Harvard Business School Background Note 496-022, October 1995. (Revised January 2002.)