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Ivey Business School (Canada)
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GE South Africa: Londvolota’s Contextual Leadership for Creating Shared Value
Caren Scheepers; Abdullah Verachia; Ingrid TruslerCase IVEY-9B21M007-EStrategyIn January 2019, one of the founding members and current board members of Londvolota, a South African trust formed by General Electric South Africa (GESA) in 2015, faced a challenge. Londvolota needed to improve the establishment and growth of entrepreneurial South African businesses as part of GESA’s development of local suppliers, which aimed to enable the best of these businesses to supply the global GE network. The initiative represented a ma...Starting at €8.20
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Mkhiwa Trust: Contextualizing a Couple’s Servant Leadership - Teaching Note
Caren Scheepers; Abdullah Verachia; Natalie van der Veen; Mologadi KekanaTeaching Note IVEY-8B20C021-ELeadership and People ManagementTeaching note for product 9B20C021.Starting at €0.00
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Bitmovin Inc.: A Start-Up Goes Global - Teaching Note
Dietmar SternadTeaching Note IVEY-8B20M140-EStrategyTeaching note for product 9B20M140.Starting at €0.00
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Long-Term Orientation in the Benedictine Monastery of Admont
Dietmar SternadCase IVEY-9B16M045-EStrategyAt the Benedictine monastery of Admont in Austria, which had been economically active for over 940 years, the monks tended to think in centuries rather than quarters. However, the monastery’s business director needed to make a decision in a much shorter timeframe. The monastery employed approximately 600 people in its forestry, wine-growing, energy, real estate, services, and industrial businesses. Its largest subsidiary, an industrial manufactur...Starting at €8.20
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Long-Term Orientation in the Benedictine Monastery of Admont (Spanish version)
Dietmar SternadCase IVEY-9B16MS045StrategyAt the Benedictine monastery of Admont in Austria, which had been economically active for over 940 years, the monks tended to think in centuries rather than quarters. However, the monastery’s business director needed to make a decision in a much shorter timeframe. The monastery employed approximately 600 people in its forestry, wine-growing, energy, real estate, services, and industrial businesses. Its largest subsidiary, an industrial manufactur...Starting at €8.20
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Education Africa: Networks and Coalitions for Securing Non-Profit Funding - Teaching Note
Tracey Toefy; Abdullah VerachiaTeaching Note IVEY-W26674-EStrategyTeaching note for product W26673.Starting at €0.00
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Organic Growth at Sonnentor
Dietmar SternadCase IVEY-9B15M031-EEntrepreneurship, StrategyThe entrepreneur and founder of Sonnentor, an organic food production company, has grown his business by focusing on unusual strategic and operative choices. Sonnentor emphasizes socially and environmentally responsible behaviour in all its actions and has built its business on fair partnerships with employees, suppliers and other partners. The case highlights the role of “embedded sustainability” in the success of the business and presents the c...Starting at €8.20
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Mkhiwa Trust: Contextualizing a Couple’s Servant Leadership
Caren Scheepers; Abdullah Verachia; Natalie van der Veen; Mologadi KekanaCase IVEY-9B20C021-ELeadership and People Management, StrategyOn June 30, 2018, the founders of Mkhiwa Trust, Johannesburg, South Africa, considered their dilemma of deepening their impact in South Africa, using education as a key vehicle to bring about systemic change. The case highlights the evolution of their mutual support throughout their careers. The tragic death of their young son had far-reaching implications for the couple and their business interests, their career aspirations and the focus of many...Starting at €8.20
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SÄBU Holzbau GmbH: From a Leadership Crisis to Qualitative Growth (A & B) - Teaching Note
Dietmar SternadTeaching Note IVEY-8B19C011-ELeadership and People ManagementTeaching note for products 9B19C011 and 9B19C012.Starting at €0.00
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SÄBU Holzbau GmbH: From a Leadership Crisis to Qualitative Growth (A)
Dietmar SternadCase IVEY-9B19C011-EEntrepreneurship, Leadership and People Management, StrategyCase A describes a leadership crisis affecting the managing director of the German construction company SÄBU Holzbau GmbH. In 2013, severe organizational problems, such as deficiencies in internal communication, indecisiveness, and a lack of clarity in the distribution of tasks and responsibilities, led to frustrations for both customers and employees. The crisis culminated with three key employees leaving the company because they were no longer ...Starting at €8.20