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AESE (Portugal)
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Warren Buffett e a Berkshire Hathaway
Lynce de Faria, L.; Caldart, Adrián A.Case AESE-DG-A-1081-PPEntrepreneurship, Innovation and ChangeA Estrutura Corporativa da Berkshire Hathaway para gerir oitenta negócios muito díspares e sem qualquer sinergia entre eles, constitui um caso único na história da organização de empresas e de Grupos empresariais em particular. A dimensão deste grupo mede-se pelo volume de negócios da ordem de 136.000 milhões de dólares, com a participação de 260.000 colaboradores, e apenas 21 dos quais na Corporação. O grande desafio que se coloca é se a Berkshi...Starting at €8.20
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Warren Buffett y Berkshire Hathaway
Lynce de Faria, L.; Caldart, Adrián A.Case AESE-DG-A-1081-ESEntrepreneurship, Innovation and ChangeEl caso se centra en la actividad del grupo diversificado Berkshire Hathaway y en los principios y políticas de inversión y organización de su fundador y presidente, Warren Buffett. Esos principios y políticas le han permitido a Warren Buffett crear un grupo de empresas con más de 135.000 millones de dólares de facturación y 260.000 empleados dirigido desde un centro corporativo compuesto por 21 personas. A nivel de performance, Berkshire Hathawa...Starting at €8.20
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Relying On External Knowledge For Competitive Advantage: Why It Might Not Work
Hari Bapuji; David Loree; Mary M. CrossanArticle IVEY-9B11TC05-EStrategyMany managers believe that the acquisition and application of knowledge from external sources will have a clear impact on firm performance and innovation, yet little research exists that helps managers determine the impact of that knowledge. This article seeks to examine whether the use of external knowledge delivers the competitive advantage often claimed. It explains that the outcome of using external knowledge sources may not be positive, and ...Starting at €8.20
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Strategic Leadership Development: The New Frontier for Indian Firms
Ariff KachraArticle IVEY-9B11TE05-EStrategyThe need for effective business leaders in India is as intense as it is elsewhere. But the path that Indian firms take to develop effective leaders is considerably different from the path followed by North American firms. Indian managers are fixated on profits, yet if top Indian firms are to depend on leadership development organizations, then these organizations must promote research and teaching in six key areas, including developing and retain...Starting at €8.20
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Where Do We Grow From Here Growing an Entrepreneurial Business in a Flat Economy
Colleen McMorrowArticle IVEY-9B11TF05-EStrategyBuilding from within isn’t necessarily a new approach, but in a flat-growth environment it represents a significant opportunity for entrepreneurial business. This article explains how many successful companies focus on internal growth, improved relationships with existing customers, and incremental innovations, rather than mergers, risk-taking, and radical new innovations. It is the paradoxical combination of entrepreneurship and restraint in sma...Starting at €8.20
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Are Female Executives Finally Worth More Than Men
Karin SchnarrArticle IVEY-9B12TC08-EStrategyThe lack of female leaders may not be due to boards’ unwillingness to promote women to the position of CEO. Rather, it may be the result of women not being promoted while at lower and middle levels of an organization. As the author describes it, the challenge is not a glass ceiling, but rather a sticky floor. The author surveys compensation disparities, rewards for good management, and the relatively sudden interest in the compensation gap.Starting at €8.20
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Four Strategies to Capture and Create Value from Big Data
Salvatore Parise; Bala Iyer; Dan VessetArticle IVEY-9B12TD02-EStrategyBig data is a capability that allows firms to extract value from large volumes of data. When combining two dimensions — business objective and data type — the use of big data can be organized into four main strategies. 1) Performance management involves understanding the meaning of big data in company databases using pre-determined queries and multidimensional analysis. The data used for this analysis are transactional. 2) Data exploration makes ...Starting at €8.20
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Workforce Analytics: Making the Most of a Critical Asset
Eric Lesser; Carl HoffmannArticle IVEY-9B12TD03-EStrategyDespite its crucial role in corporate success, human capital has not received the rigorous study it deserves and workforce analytics has been underutilized. Workforce analytics is not about simple measurement — “counting heads,” reporting turnover, cataloguing employee knowledge and skills, reporting engagement scores, or buying analytics software. Instead, it is a systematic approach used to define workforce problems, test successful solutions, ...Starting at €8.20
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Leading Disruptive Innovation
Soren KaplanArticle IVEY-9B12TD04-EStrategyIn today’s complex world, having a disruptive innovation capability is mandatory, both for growing a business and protecting existing markets. Though disruptive innovation transforms and creates markets, many of today’s executives rise through the ranks of management, where predictability is valued, and therefore lack the ability to lead disruptive innovation. This article highlights the key dynamics involved in leading disruptive innovation and ...Starting at €8.20
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Frugal Innovation: The Key to Penetrating Emerging Markets
Kaushik MukerjeeArticle IVEY-9B12TD05-EStrategyMany companies want to enter emerging markets, but this requires changing their approach to innovation. Rather than innovating for Western consumers who want advanced product features, here they must innovate for the bottom of the pyramid. The first key factor in frugal innovation is affordability, and many firms have turned profits even when selling products at a fraction of normal prices. A second major success factor is understanding target cu...Starting at €8.20