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Supplements the (A) case.

Supplements the (A) case.

In 1991 Peru undertook perhaps the most radical tax administration reform in the developing world as President Fujimori created the National Tax Administration Superintendency (SUNAT): a semi-autonomous revenue authority charged with putting the country's fiscal house in order. The reform met with initial success as it increased revenues and reduced evasion, though SUNAT's strategy came to be questioned by the same government that created it. In particular, the powerful ministry of finance raised doubts about the wisdom of SUNAT's autonomy and advocated taking a second look at the reform model. At the same time, corporate taxpayers, as well as the informal sector, vigorously joined the debate. This public sector reform, hailed as an important achievement in tax administration, raises serious questions about the reform of the state in developing countries by revisiting the old, fine line between politics and administration. HKS Case Number 1596.1

In 2000, SAS Institute, the largest privately owned software company in the world, confronted the decision of whether to become a public company. The organization, know for its family-friendly policies and low turnovers, had to consider whether being a public company would adversely affect its ability to maintain its unique culture. The leadership in the organization had to address the question: If the company were to go public, what should they do to ensure its continued success?

Supplements the (A) case.

Compares the management of professionals at Egon Zehnder International, a leading executive search firm, and its competitors. Highlights recruitment, rewards, and retention as key dimensions of strategy in professional service firms.

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case.

Presents a follow-up to the (A) and (B) cases.

Describes the course pursued by Hayek, Thomke, and others in the formation of SMH. Discusses the new strategy and its implementation, charting the dramatic recovery of the large Swiss watchmakers. Ends with an exploration of Hayek's efforts to build on SMH's successes.

The new CEO of Provincial Papers, a coated paper manufacturer, was very concerned about the many issues facing the company - including union relations, credibility, reliability, lack of information, lack of communication, poor morale and financial difficulties. He must decide how best to focus his efforts in the short term. This case is a follow-up to Provincial Papers Inc. (A), case 9A99M016.

When the employees of a Kmart distribution center in Greensboro, North Carolina vote to unionize, they encounter difficulty in negotiating a contract with their employer, which viewed wages and working conditions as in keeping with regional conditions. Ultimately, members of the Amalgamated Clothing and Textile Workers decide that they must enlist public opinion as a means to pressure management. This series of cases describes the tactics they employ-tactics which at first alienate local opinion but which are adjusted in ways that prove effective. The case describes, in particular, the decision to recruit local religious leaders, whose support proves crucial. HKS Case Number 1604.0

Supplements the (A) case.

Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case.

Supplements the (B) case. A rewritten version of an earlier supplement.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Describes Douglas Daft's first quarter as chairman and CEO of The Coca-Cola Co. Highlights actions taken to resolve issues that arose under M. Douglas Ivester's 26-month term.