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Abstract

This case describes Intel's situation in late 1984 and the implementation issues faced by Andrew Grove, Intel's COO, and Intel's top management at that time.
Location:
Global
Industry:
Computer
Other setting(s):
1985
Case
-
Reference no. BP256A
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); George Cogan (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 1989
Version: 1990
Length: 31 pages
Data source: Field research
Topics: Computer industry; Strategic market planning; Technological change; Competition; Corporate culture; Corporate strategy
View full details
Case
-
Reference no. BP256C
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); George Cogan (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 1989
Version: 1991
Length: 18 pages
Data source: Field research
Topics: Business policy
View full details
Case
-
Reference no. BP256D
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Dan Steere (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Published in: 1994
Length: 36 pages
Data source: Field research
Topics: Computer industry; Strategic market planning; Technological change; Competition; Corporate culture; Corporate strategy
View full details
Case
-
Reference no. BP256E
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Dan Steere (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Published in: 1994
Length: 16 pages
Data source: Field research
Topics: Computer industry; Technological change; Corporate strategy; Strategic market planning
View full details

About

Abstract

This case describes Intel's situation in late 1984 and the implementation issues faced by Andrew Grove, Intel's COO, and Intel's top management at that time.

Settings

Location:
Global
Industry:
Computer
Other setting(s):
1985

Related

Case
-
Reference no. BP256A
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); George Cogan (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 1989
Version: 1990
Length: 31 pages
Data source: Field research
Topics: Computer industry; Strategic market planning; Technological change; Competition; Corporate culture; Corporate strategy
View full details
Case
-
Reference no. BP256C
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); George Cogan (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Originally published in: 1989
Version: 1991
Length: 18 pages
Data source: Field research
Topics: Business policy
View full details
Case
-
Reference no. BP256D
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Dan Steere (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Published in: 1994
Length: 36 pages
Data source: Field research
Topics: Computer industry; Strategic market planning; Technological change; Competition; Corporate culture; Corporate strategy
View full details
Case
-
Reference no. BP256E
Subject category: Strategy and General Management
Authors: Robert A Burgelman (Stanford Graduate School of Business, Stanford University); Dan Steere (Stanford Graduate School of Business, Stanford University)
Published by: Stanford Business School
Published in: 1994
Length: 16 pages
Data source: Field research
Topics: Computer industry; Technological change; Corporate strategy; Strategic market planning
View full details