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Provides an overview of knowledge management and the knowledge management strategy of DaimlerChrysler relative to its competition.

Spreadsheet Supplement for case 299004

Spreadsheet Supplement for case 12001

Requires students to draw a new organization structure diagram for a rapidly evolving business. A/S DIENA is a newspaper publisher founded during Latvia's 1990/91 struggle for independence from the USSR with a clear social mission to support democracy. With the help of Swedish investors, over the 1990s the entrepreneurial business survives the ups and downs of the transition economy to build a leading national newspaper. In 1997, seeking new sources of growth, A/S DIENA expands outside the Latvian capital to set up the Regional Press Group, a decentralized network of community newspapers emphasizing employee ownership and a separation of roles between editors and publishers. By 2001, however, the community newspaper market is shrinking, the Regional Press Group is not yet profitable, and a Western-style profit planning system is met with some resistance by former state employees. The decision point focuses on how to redesign the Regional Press Group and its interactions with the national newspaper and the other business units of A/S DIENA.

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Describes Priceline's patent of its "reverse auction" pricing mechanism, its discussions with Microsoft regarding Microsoft's license of the patent for its Expedia service, Microsoft's subsequent use of the technology without a license, and Priceline's decision whether to sue Microsoft for patent infringement.

This note can be used in conjunction with any class session where the learning objective is understanding how to manage conflict within organizations. It focuses on interpersonal-conflict styles and offers prescriptions for what styles are appropriate for various conflict situations.

Supplements the (A) case.

Meridco Magnesium is an international automotive parts supplier of magnesium die-cast components with manufacturing plants in Canada, the United States, and France. The company has a strong market position in North America; however, two of the three plants are not performing well. The vice president of the company's Global Technologies Organization division believes the weaker performance in the two plants is due to resistance to technological innovations. He must determine the reasons for this resistance and develop a plan to resolve the weak performance in the plants before the upcoming annual board meeting.

An angel/venture capitalist could invest in an Internet sheet-music publishing start-up. The chance of success multiplied by the value, if successful, suggests that this isn't a good investment. Nevertheless, several friends suggest the optionality present in the venture: abort an unsuccessful Web site and sell the technology; switch the technology if the Web site is good, expand, buyout. Decision trees and Monte Carlo simulations are used to value these options, which make the opportunity look very attractive.

Describes the founding and rapid growth of Siebel Systems. Focuses on how Siebel's alliance program enabled rapid growth. Explores the challenges CEO Tom Siebel faces in serving smaller customers.

A global agribusiness company based in Brazil must develop a new strategy for worldwide operations.

In April 2000, Yahoo! was sued by a French anti-racist group, on the grounds that Yahoo!'s online auctions of nazi items on its U.S. site violate French law. Yahoo! Inc. finally removed these items from its site in January 2001. The cases and its annexes present the economic, legal, technical, philosophical, cultural and managerial issues.

The case describes the development of Alibaba.com, an Internet start-up originated from China that had become the world's largest online business-to-business (B2B) marketplace for small and medium-sized enterprises (SMEs) conducting international trade. In particular, it highlights the changing business environments in China, and the dynamic interaction of Chinese culture, Internet culture and Western management practices.

Much has been made about how efficient it is to develop new products from independent, modular components. But 350 billion calculations on U.S. Patent Office data reveal that the true breakthrough products are more likely to come from designs that employ the far messier and more unpredictable interdependent parts.

What's the best way to pay individuals so they'll work well as a team? New research based on battlefield computer simulations points to the advantages of combining two fundamentally different approaches: equality and equity.

Historian Thomas Frank spends a lot more time than you do reading management books. Most of them, he concludes, are more concerned with convincing people that corporations have souls than with improving the practice of management.

If you want to know what your customers really want, don't ask how they'd make your products and services better. Ask what they'd wish for if they could have anything.

"Garbage in, garbage out" may be true for computers, but a co-author of The Cluetrain Manifesto explains why it's exactly the wrong way to think about executive decision making.

In 1999, Hewlett-Packard (HP) split into two companies. The issue facing human resources (HR) had to do with creating loyalty and enthusiasm for a new company (Agilent) whose roots lay in an established institution with an extremely loyal workforce who identified with the HP brand. How could they create a new culture of more focus and accountability with the same people? Developing an organizational culture that supported business performance and accountability was the foremost HR task. This case provides detailed background on the company's key initiatives and projects to transform HR organization and culture in the new company. The HR transformation marked a change from an egalitarian, safe culture to a performance culture characterized by a strong meritocracy and a results-based rewards program. In 2001, the company faced increasing financial challenges that would test the newly developing culture. How could top management continue building the Agilent culture--especially in the face of layoffs and restructuring?