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Provides an overview of key issues on management of international alliances, including: 1) the logic of collaboration; 2) selecting partners; 3) structuring alliances; 4) alliance networks; 5) alliance dynamics; 6) limits to alliances; and 7) the role of governments.

Many industry-leading service providers are expanding internationally, with varying degrees of success. This note presents a framework for understanding the managerial challenges facing service firms as they enter foreign markets. In particular, focuses on key managerial tasks for successful internationalization and expands the concept of the "strategic service vision" to include the specific issues associated with cross-border growth.

Addresses the role of geographic scope in competition and strategy. Makes distinctions between the geographic scope of competition (or the effective area over which firms compete), the geographic scope of competitive advantage (or the geographic area from which a firm can draw locational advantages), and the geographic scope of strategy (the area over which a firm chooses to compete and locate its activities). The geographic scope of competition is influenced by technology, tastes, governments, and company strategy. Locational advantages are the result of favorable factor conditions, demand conditions, related and supporting industries, firm strategy, structure, and rivalry. The firm may choose to compete in a single market (a geographically focused strategy), in all markets (a global strategy), or some combination of markets. The firm can choose the configuration (location) and coordination of its activities. The firm adds value to geographically dispersed units through the choice of markets to serve, the location and coordination of activities, and the active management of economies of scale, scope, and learning.

Reviews some basic issues to be considered in selecting a new location for a retail store.

Provides a conceptual framework for understanding business process redesign and change management.

This technical note introduces (1) approaches to forecasting in general, (2) simple moving averages and exponential smoothing, (3) accounting for seasonality in forecasting, (4) accounting for trend in forecasting, and (5) implementing a forecasting model. Holt and Winter models for exponential smoothing are included.

Describes the importance of positioning for retail outlets. Sections of the note deal with aspects of the retailing mix.

Describes the history, theory, and practice of high-commitment work systems. The history reviews classical approaches (i.e. Frederick Taylor), the human relations movement, the human resources approach, quality of work life, and empowerment. The theory examines the underlying principles of design. The practice section reviews the experiences to date with these systems, including such innovations as gainsharing and such problems as defining the role of supervisor.

Provides a context for the evolution of information technology in business organizations, explains the emergence of information as an important resource to be managed, and provides a framework for assessing the strategic potential of information in the firm.

Provides an overview of the first-year required course in Human Resource Management. It argues that commitment, coordination, and competence are critical organizational outcomes and that skills in organizational diagnosis, design, and change are central to obtaining these outcomes.

Presents a conceptual framework for understanding the general management task, and given this framework, explores the challenges growth presents.

Explores the various transitions in approach and style that are required to cope with the challenges of growth.

Provides guidance for the preparation of teaching notes. Sets forth the rationale for teaching notes, what they should contain and why, and how they can be prepared. Based on the experiences of Harvard Business School faculty.

Describes a model for thinking about the hiring and selection process.

Introduces the concepts of responsibility centers and performance measurement. Expense centers, financial responsibilities such as profit centers, and investment centers are introduced, defined, and illustrated with simple examples.

A six-step technique for solving business problems is presented: stating the problem, developing a framework for analysis, identifying key issues, performing analysis, drawing conclusions, and making recommendations. Intended to be used with a case or cases that highlight the use of these tools.

Describes the legal and institutional framework by which troubled companies are dealt with in the United States, United Kingdom, Japan, Germany, and France. Deals with both out-of-court and in-court restructuring. Provides perspective on how approaches for dealing with troubled companies in certain foreign countries vary from U.S. practice. Particularly useful as a companion to cases on foreign companies that undergo restructuring.

Information is a critical resource in the information economy and Information Technology (IT) enables information to be managed as a strategic resource. However, IT is extremely complex and fast-changing. As a result, the general manager cannot leave IT decisions strictly to IT technologists and cannot hope to be technically competent to make the "right" IT decisions for the firm. This dilemma is resolved by the construction of an "IT architecture"--the bridge between strategy and technology.

This note introduces students to some of the options that managers consider when financing is needed. Internal financing options such as improving operating cashflow, adjusting working capital and disposing fixed assets are examined. The advantages and disadvantages of external financing options (i.e., debt or equity) are also briefly covered.

Describes the "adjusted present value" (APV) approach to discounted cash flow analysis. Much of the note is devoted to a critical comparison of APV and an approach based on the wrighted average cost of capital (WACC). Argues that APV is usually, if not always, simpler, more accurate, and/or more informative than using the WACC. Designed to be distributed in conjunction with a case on valuation and captial budgeting. Assumes students are familiar with the WACC but not with APV.