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Faculty
James I. Cash
Professor Cash received a Bachelor of Science degree in Mathematics from Texas Christian University; a Master of Science in Computer Science from Purdue University's Graduate School of Mathematical Sciences; and a Doctor of Philosophy in Management Information Systems (MIS) from Purdue University's Krannert Graduate School of Management. He joined the Harvard Business School faculty in...
Faculty
James E. Austin
Dr. Austin holds the Eliot I. Snider and Family Professor of Business Administration, Emeritus at the Harvard Business School. Previously he held the John G. McLean Professorship and the Richard P. Chapman Professorship. He has been a member of the Harvard University faculty since 1972. He was the Co-Founder and Chair of the HBS Social Enterprise Initiative. He held a joint appointment as a...
Faculty
James L. Heskett
James L. Heskett is UPS Foundation Professor Emeritus at the Harvard Business School and author of his latest book, With From Within: Build Organizational Culture for Competitive Advantage. He completed his Ph.D. at the Graduate School of Business, Stanford University, and has been a member of the faculty of The Ohio State University as well as President of Logistics Systems, Inc. Since 2000, he...
Faculty
James K. Sebenius
JAMES K. SEBENIUS specializes in analyzing and advising on complex negotiations. He holds the Gordon Donaldson Professorship of Business Administration at Harvard Business School. In 1993, he took the lead in the School's decision--unique among major business schools--to make negotiation a required course in the MBA Program and to create a Negotiation Unit (department) which he headed for several...
Faculty
James W. Riley
James Riley is an Assistant Professor of Business Administration in the Organizational Behavior Unit at Harvard Business School. He teaches LEAD in the MBA required curriculum. Professor Riley is an economic sociologist. He conducts ethnographic research to produce qualitative studies on the role of status, norms, social valuations, and organizational culture within innovation-driven...
Faculty
James J. Dowd
James J. Dowd is Senior Fellow in Executive Education at Harvard Business School, a faculty appointment he has held since 2004. In that role, he works closely with CEOs, CHROs, and their teams to design and deliver custom executive education programs. In addition to teaching leadership and change, he typically serves as faculty chair in these programs, engaging faculty colleagues with relevant...
- December 2015 (Revised May 2017)
- Case
Corning, 2002
By: Malcolm Baker
Corning, with large investments in fiber optic technology, was hit particularly hard by the collapse of the telecommunications industry in 2001. With over $4 billion in debt, the firm's survival appears to rest on raising additional equity capital. James Flaws, the...
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- January 2013
- Article
Level Two Negotiations: Helping the Other Side Meet Its 'Behind-the-Table' Challenges
A long analytic tradition has explored the challenge of productively synchronizing "internal" with "external" negotiations, with a special focus on how each side can best manage internal opposition to agreements negotiated "at the table." Implicit in much of this work...
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- 2012
- Working Paper
Level II Negotiations: Helping the Other Side Meet Its 'Behind the Table' Challenges
A long analytic tradition explores the challenge of productively synchronizing "internal" with "external" negotiations, especially focusing on how each side can best manage internal opposition to agreements negotiated "at the table." Implicit in much of this work is...
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- 2010
- Supplement
Berkshire Partners: Bidding for Carter's, Spreadsheet Supplement
By: Malcolm Baker and James Quinn
- September 2007
- Supplement
Corning: Convertible Preferred Stock (CW)
By: Malcolm P. Baker and James Quinn
- September 2007
- Supplement
The MCI Takeover Battle: Verizon versus Qwest (CW)
By: Malcolm P. Baker and James Quinn
- February 2006 (Revised August 2006)
- Case
Auctioning Morningstar
By: Malcolm P. Baker and James Quinn
Morningstar, a publisher of data and ratings for mutual fund investors, is considering an auction-based approach to the company's upcoming IPO, with management weighing the risks and benefits of the auction approach vs. a traditional underwritten offering.
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- December 2005 (Revised November 2006)
- Case
Corning, 2002
By: Malcolm P. Baker and James Quinn
Corning, with large investments in fiber optic technology, was hit particularly hard by the collapse of the telecommunications industry in 2001. With over $4 billion in debt, the firm's survival appears to rest on raising additional equity capital. The protagonist is...
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- November 2005 (Revised October 2012)
- Case
The MCI Takeover Battle: Verizon versus Qwest
By: Malcolm P. Baker and James Quinn
MCI's board of directors is considering competing bids from Verizon and Qwest. Qwest, a smaller company with a weaker balance sheet, is offering almost a billion dollars more. But Verizon, one of the largest telecommunications companies in the world, has a history of...
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- April 2005 (Revised August 2011)
- Case
Berkshire Partners: Bidding for Carter's
By: Malcolm P. Baker and James Quinn
A five-member team from Berkshire Partners must recommend a final bid and financial structure for a leveraged buyout of William Carter Co., a leading producer of children's apparel. Investorcorp, a global investment group, has put the company up for auction. Goldman...
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