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Supplements the (B) case.

Describes the outcome of the (A) case.

Updates the (A) and (B) cases.

Examines pre-packaged bankruptcy of Southland.

Describes the innovative use of a cross-level team as a tool for driving change at a troubled AT&T plant. After the team is disbanded, the case raises questions about the group's achievements, and about how well the organization is positioned to tackle the changes that still lie ahead. Teaching Objective: To raise issues relative to teamwork and empowerment and encourage students to examine what it takes for an organization to embrace long-term, continuous change.

Supplements the (A) case.

Supplements the (A) case. Designed as an in-class handout.

Provides details on the results of the campaign for British Airways (BA) in terms of expenditure by BA, press coverage, effect on bookings, and effect on overall market share.

Supplements the (A) case.

Intended as a class handout after the (A) case.

Requires students to consider Philip's options in 1991, when it unveiled its digital compact cassette, the next generation in audio technology for the firm. Reinforces the generality of issues described in the (A) case and draws attention to the analytics required for their resolution.

Updates students to 1982. Asks students to consider Philips' best strategy for investing in disc-pressing capacity dedicated to the United States market. The analysis draws on game theoretic techniques (in normal form with subgame perfection as the governing equilibrium principle). The analysis illustrates the tension between competitive pressure to preempt and the value of flexibility in the presence of uncertainty about demand.

Describes recent proposals to change bank credit loss accounting rules.

Supplement to case UV6118. This case complements the A case by providing the decision-maker's view on the key sources of risk and his probability assessment of the uncertainties that give rise to them. The case can be used as an introduction to simulation modeling.

Provides an update and supports additional discussion of the process by which Gannett pursued the USA Today project.

Update on the organized migrant farm worker in Ohio working with the tomatoe and cucumber growers and companies such as H.J. Heinz and Dean Foods.

Brings students up to date on events at Apple Computer as of August 1991. Outlines resolutions of, or attempts to deal with, problems outlined. Illustrates what Apple had done to address problems, shows progress to date, and alludes to further issues to be addressed. Can also be used mid-class to develop discussion of what to do next in the evolution of Apple's implementation of its new strategy.

Momenta is a one-year-old corporation that has sought to build a distinct culture and identity through a structured process and organized rituals. The company is seeking to be a major player in the highly competitive pen-based computer market and has attracted significant funding and top-quality talent. The case describes the emergence of the corporate culture from the point of view of several key managers. Teaching Objective: To discuss the process and content of corporate culture in a start-up in a rapidly growing and competitive market. Also to discuss the CEO's role in managing highly qualified and talented subordinates. May be used with Momenta Corp. (A).

Presents a follow-up to the (A) case. This product can be used with the free Job Design Optimization Tool (JDOT), available at: hbsp.harvard.edu/jdot

Updates Paul Olsen (A).