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Philip Kotler is one of the pioneers who has contributed to the broadening of academic inquiry in the field of marketing. He has had a significant role in shaping how marketing is taught to and practised by students and managers of marketing. By examining the personal and macroenvironmental influences that have come to shape his work, this paper seeks to explore how Philip Kotler has achieved such influence in the field of marketing.

The research was driven by a desire to understand the context in which Kotler developed his work, including the personal influences on his life as well as the macroenvironmental forces within which his work has emerged. To this end, the reseaerch employed qualitative techniques to analyze a number of data sources including depth interviews with Philip Kotler and nine of his colleagues, participant observation at Kotler's 75th birthday celebration hosted by the Kellogg School, a review of marketing textbooks, and a review of relevant literature.

The research reveals the keys to Philip Kotler's success are his ability to learn from the people around him and the events of the times, and his ability to integrate this knowledge into succinct, well‐communicated, timely lessons for others to follow. Kotler's work emerged within a period of time that has witnessed a thrust towards marketing as a science and the rise of the managerial school of thought. Given this context, the significance of Kotler's work is that it has contributed to the legitimacy of the field of marketing as both a rigorous academic discipline and a managerial domain of strategic importance within organizations.

Gaining an understanding of Philip Kotler and his work contributes to our understanding of how the marketing field has been shaped, including the kinds of academic inquiry marketers deem legitimate and the nature of how we teach students to practice marketing management.

Little attention has been paid to the factors that have influenced the work of Philip Kotler and how he has, in turn, come to shape the field of marketing. This research allows the reader to see the man behind the work and the influences on his thinking.

The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most firms, NPD still tends to be rooted in domestic operations.

This study proposes IM information (IMI) use across three stages of the NPD process (concept development, product development and commercialization) as a key driver of international NPD performance. This study also examines two antecedents of such usage: international firm experience; and international innovation culture. A conceptual framework is tested using structural equation modeling, based on data from 137 strategic business units of German firms.

The use of IMI during commercialization has a U-shaped (positive quadratic) relationship with international NPD performance, whereas curvilinear relationships in the concept and product-development stages cannot be confirmed. Having an internationally oriented innovation culture increases the level of IMI usage in all NPD process stages, while a firm’s international experience only does so in the commercialization stage. Thus, international experience does not necessarily impact access to and understanding of IMI in the early NPD stages.

This study furthers understanding of NPD phenomena in an international context. However, future studies might consider exploring the mixed patterns of IMI use and NPD performance by looking at new forms and tools of market information management. Moreover, they may uncover more drivers of IMI use and test their frameworks in different contexts.

Managers should emphasize IMI use throughout the whole NPD process, even in the traditionally more R&D-focused product-development stage. Managers should strive to establish a corporate culture that views IMs as opportunities rather than liabilities.

This is the first study both to examine the relative impact of IMI use across all distinct NPD stages simultaneously on international NPD performance and to use quadratic effects to explain the relationship.

Ever since he had heard her speak at a private equity conference, Babatunde Omotoba had wanted to work for Venita Fields, co-founder and senior managing director of private equity firm Smith Whiley & Company. He wrote and asked her for an informational interview, and was excited to receive her invitation to meet with her at the firm's regional office in Evanston, Illinois. After the interview, however, Omotoba came to the grim realization that despite all his preparations—researching private equity firms, studying the types of deals they make, and evaluating the analytical tools used to perform due diligence on companies and make investment decisions—he did not have a full grasp on the actual day-to-day work private equity professionals perform. He spent time reviewing materials from the career management office about private equity, and he meets two Kellogg alumni for informational interviews. He also reviews the investment process. The case ends with Omotoba having a broader perspective on the human aspect of private equity, beyond the analytical and financial aspects, as he anticipates meeting Fields again, hopefully to get the job offer.

Students learn the “tools of the trade” in private equity: managing portfolio company executives, meeting with limited partners to raise funds, managing the fund, selecting investments, and managing their time. Students learn the interpersonal nature of the business, including persuasion and negotiation, and how that is as important as financial skills. Students learn the process of preparing to interview with a private equity professional.

The purpose of this paper is to discuss the globalization of Business Schools and present different strategies, issues and perspectives on how and why business schools are going global. The paper explores various models for globalization, contrasts and integrates them, and then presents an approach to globalization that is within the reach of these smaller and less endowed schools.

This paper reviews relevant literature and an analysis of exchange programs amongst the world's leading business schools. Different aspects of the globalization of management education are discussed including internationalizing the curriculum, globalizing research agendas, and the impact of globalized competition.

A framework has been developed that can be employed by business schools – especially in emerging economies – to internationalize themselves through their education and research programs. Recommendations are made for how business schools with limited resources can meet the challenge of offering the internationally‐oriented education experience increasingly demanded by employers and students alike.

Limitations to this paper result from the use of Financial Times top 100 ranked business schools. Aside from weaknesses inherent the rankings methodology, the choice of these business schools excluded hundreds of high quality business schools around the world – many of which are internationally recognized for quality. Furthermore, the methodology of the scanning of web sites of schools for types of collaboration agreements across borders might not give the full picture of agreements betweens schools.

Although a considerable amount has been written about the globalization imperative facing business schools (with many illustrations of what could be considered best practice), there is a significant lack of information when it comes to the articulation of strategies and implementation challenges facing smaller and less well endowed business schools that want to globalize.

PageWell, an e-reading platform provider, was preparing to launch PageWell 2.0 to the larger full-time MBA student market after a successful trial of PageWell 1.0 in Executive MBA (EMBA) classes at the Kellogg School of Management. Research had shown that full-time MBA students would be very interested in using products that allowed electronic access to course materials everywhere and across many platforms and that allowed electronic note-taking and storage. To better understand this user group, PageWell conducted a market research survey of students, faculty, and administrators to gauge their needs, preferences, and potential interest in the PageWell product. The study revealed that MBA student usage patterns, scenarios, and behavior varied significantly from EMBA student needs and perceptions. PageWell now had the task of prioritizing the product requirements and recalibrating the market requirements document to more accurately reflect student needs and thus create a viable product

After students have analyzed the case, they will be able to:

• Use customer feedback to help define requirements for a new product

• Understand the role of personas and scenarios in defining requirements

• Understand how to use scenarios and scenario templates to derive scenario implementation requirements

• Understand how to prioritize scenarios based on customer, company, and competitive criteria

• Write a market requirements document for a next-version technology produc

Use customer feedback to help define requirements for a new product

Understand the role of personas and scenarios in defining requirements

Understand how to use scenarios and scenario templates to derive scenario implementation requirements

Understand how to prioritize scenarios based on customer, company, and competitive criteria

Write a market requirements document for a next-version technology produc

Capital structure theory.

The case is meant for teaching and class discussion, and uses only secondary data based on published sources. The interpretation and perspectives presented are based solely on the secondary data.

This paper aims to help current and future managers understand capital structure theory and the various equity and debt finance options available for raising capital. It also examines the financial analysis and strategic management of black swan events. After the class discussion, students will understand how to financially and strategically manage a company during black swan events and also have a deep dive into capital structure analysis of a large company.

MBA/postgraduate/undergraduate courses on corporate finance or advanced corporate finance. Executive/management development programs and short duration Massive Open Online Courses on investment decision-making and advanced corporate finance. MBA/postgraduate/undergraduate courses on corporate strategy and economic environment and planning.

Wow! It was about this time of year – but about sixteen years ago – that we held our first Research on Managing Groups and Teams conference. The first one was held at Stanford but we moved the location between the East and West coasts for 14 years. As homage to where we met and as the touchstone to where so many of the participants in our conferences and the authors in our volumes were trained, taught, or visited, we returned to the Kellogg School of Management, our intellectual spawning ground. With generous and facilitating support from the Kellogg dean Sally Blount (who, not coincidentally, was the thematic editor of the RMGT Volume 5: Time in Groups), about 60 of us convened to present our ideas, engage in good-natured roasting of our colleagues, and remember how we and the field had changed – and the part that we all have played in that transformation. When Beta and I said our last good-byes at the conference, we left Evanston, not with sadness at the ending of the conferences, but with a sense of accomplishment and collegiality. We have watched young assistant professors transform into leaders in the field. We had seen our own research fortunes, responsibilities, and accomplishments ebb and flow over the 16 years. And now – we move on to new adventures, new horizons, and, with luck, a few more successes.

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a mission of serving “young people of limited economic means,” the school had a rocky start. It was plagued with student failure, high teacher turnover, and a total lack of accountability on the part of both students and teachers. In 2008, a new principal, Michael Odiotti, was hired to turn around the school. During his early years as principal, Mr. Odiotti faced many challenges, including poor academic results, lack of discipline, the threat of bankruptcy, and insufficient employers to support the school's work-study program. By 2018, the school had overcome some of these obstacles, and its metrics were exemplary. The question CRSM currently faces is how it can bolster a new culture of continuous improvement to avoid complacency while continuing to push accountability to achieve even greater results.

This case (though it may stand on its own) is a continuation of the events described in “Creating a Culture of Empowerment and Accountability at St. Martin de Porres High,” Cases #5-410-755(A) and (B) (KEL514 and KEL515) (Kellogg School of Management, 2010).

Given the nature of entrepreneurship, a domain-specific self-efficacy scale should pertain to venture creation, be unidimensional, and be developed and validated using nascent entrepreneurs – persons for whom self-efficacy may be most important. Extant measures employed in entrepreneurship research do not meet all these criteria. The purpose of this paper is to develop and validate a unidimensional entrepreneurial self-efficacy (ESE) scale based on samples of nascent entrepreneurs.

Data from a sample of nascent entrepreneurs and items from PSED I were used to develop and assess the validity of a new ESE scale. To further establish scale validity, a comparison group from PSED I along with a sample of nascent entrepreneurs from PSED II were employed.

A unidimensional three-item self-efficacy scale for assessing a person’s belief that s/he can create a new business successfully is developed and validated using samples of nascent entrepreneurs and a control group.

The scale offers opportunity to enhance research-based assessment using a parsimonious, reliable, and valid unidimensional measure of ESE. The scale may enhance future research findings, as well as promoting reconsideration of past research findings, on many issues in the entrepreneurship literature.

This research uses a sample of nascent entrepreneurs to provide a new three-item scale for assessment of ESE that is parsimonious, valid, and unidimensional.

The Global Health Initiative (GHI) is a tripartite collaboration among Northwestern University, non-profit donors, and commercial diagnostics companies. GHI attempts to bridge the gap between the market for sophisticated medical diagnostics equipment in wealthy nations and the need for point-of-care diagnostics in resource limited settings. In 2006 GHI narrowed its focus to HIV diagnostics for underserved nations. The case examines the accuracy-access tradeoff related to the roll-out of infant HIV diagnostics in Tanzania. Tanzania has a prevalent HIV/AIDS problem, particularly in children. As of 2007, Tanzania had an estimated 140,000 children infected with HIV. Existing lab-based diagnostic equipment was either inaccurate for use in infants or required highly skilled health workers. Tanzania's limited infrastructure also forced healthcare providers to choose between providing advanced care to a minority of the population and offering minimal care to the majority with poor access. A Kellogg MBA student research team performed more than thirty in-country interviews to collect data on stakeholder perceptions of three infant test concepts: the strip test, the squeeze test, and the filter paper test. Across the three tests, access decreased as accuracy increased---rural labs could not find or afford health workers skilled enough to conduct the test. In general, interviewees closely affiliated with the government preferred accuracy over access. In contrast, private health facilities had to follow fewer regulations and preferred access over accuracy. The case focuses on the decisions facing Kara Palamountain, the executive director of GHI, in her roll-out recommendations for infant HIV tests in Tanzania. It examines key factors of working in a developing country, including the need to operate in the absence of sufficient market research, balance the competing agendas of different stakeholders, and mitigate external risks such as major international funding.

This case was written to be used as a teaching case for students unfamiliar with how to approach and analyze a typical business school case. Unlike many cases used in specific classroom settings, this case is intended to be broad enough that any single student will not have a significant advantage because of his or her background. Moreover, the case is designed to guide students' thinking in a certain direction, using open-ended and more focused discussion questions provided at the case's end.