This listing contains abstracts and ordering information for case studies written and published by faculty at Stanford GSB.
Publicly available cases in this collection are distributed by Harvard Business Publishing and The Case Centre.
Stanford case studies with diverse protagonists, along with case studies that build “equity fluency” by focusing on DEI-related issues and opportunities are listed in the Case Compendium developed by the Center for Equity, Gender and Leadership at the Berkeley Haas School of Business.
The Opioid Epidemic: Responses to the Crisis (B)
Human-Centered Artificial Intelligence and Workforce Displacement
Frameworks for Designing Artificial Intelligence
Building Compassionate AI: Why Compassion Matters for Artificial Intelligence Design and Deployment
Redefining Goals for Artificial Intelligence
Designing AI for All: A Primer on Bias in Artificial Intelligence Systems
Zoom: Cultivating Human Connection in a Digital World
In the 2020 COVID-19 pandemic, millions of people turned to the Zoom digital communication platform each day to connect with colleagues, friends, and family. Collaboration has always been key to human survival, and Zoom offered a digitized human…
The Customer in the Story: Every Mother Counts
Every Mother Counts, a nonprofit set up to help more mothers around the world survive childbirth, was looking for a way to reignite the discussion of maternal mortality, and help activate more Americans to get involved in supporting maternal health…
2020 Search Fund Study: Selected Observations
Play, Where the Real Work Happens: Virgin Unite
You Get the Leadership You Inspire: Humor at Google with Eric Schmidt
Institutionalizing Levity at Coursera
The Opioid Epidemic (A)
This case provides an overview of the history and causes of the U.S. opioid epidemic. It begins with a history of opium and pain management, leading into a description of the current epidemic, its stages, and its scale. The case then presents possible…
How to Cultivate Purpose (and Autonomy, Collaboration, and Excellence) in Companies
The Power of Humor in the Olympic Journey
Mary Roach: Finding Levity in Heavy Subjects
Mike Nemeth: Niche Humor and Six-Word Stories
2018 Search Fund Study: Selected Observations
Since 1996, the Center for Entrepreneurial Studies at Stanford Graduate School of Business has conducted a series of studies on the performance of search funds. These studies endeavor to gather data and gain insight into all known search funds. The…
Leading with Humor: Leslie Blodgett (BareMinerals), David Hornik (August Capital), Anne Libera and Kelly Leonard (The Second City)
“Leading with Humor” explores two major themes: 1) Why businesses should embrace and foster humor in the workplace, and 2) how individuals can bring humor and levity into their own organizations. The first section details the research on the benefits of…
Humor Saves America: Jenn Bane (Cards Against Humanity)
This set of Humor: Serious Business “Caselet Studies” follows three visionaries (Dick Costolo – Partner at Index Ventures and Former CEO of Twitter, Gregg Spiridellis – CEO and co-founder of JibJab, and Jenn Bane - mastermind behind the Cards Against…
Designing Physical Space to Activate a Mindset of Levity: Gregg Spiridellis (JibJab)
This set of Humor: Serious Business “Caselet Studies” follows three visionaries (Dick Costolo – Partner at Index Ventures and Former CEO of Twitter, Gregg Spiridellis – CEO and co-founder of JibJab, and Jenn Bane - mastermind behind the Cards Against…
Using Humor to Break the Status Barrier with Dick Costolo
This set of Humor: Serious Business “Caselet Studies” follows three visionaries (Dick Costolo – Partner at Index Ventures and Former CEO of Twitter, Gregg Spiridellis – CEO and co-founder of JibJab, and Jenn Bane - mastermind behind the Cards Against…
On Humor and Honey Badgers: Steve Reardon (Bill4Time)
Steve Reardon, CEO of Bill4Time, loved a good practical joke. But humor was more than just a side passion—it helped shape how Reardon operated as a CEO, and helped define the office culture he hoped to build. While most people might assume that…