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Darden University of Virginia (USA)
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Strictly Business: Janice Greer’s Leadership Challenge in Japan
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0385-EStrategyJanice Greer works for NVX Pharmaceuticals, a US firm with increasing global operations. Not long after Greer’s promotion to country head for Japan, their boss suggests that widespread layoffs will be needed to help bring performance of the international units in line with domestic operations. Cultural differences between US and Japanese work practices and traditions complicate the decisions Greer faces in dealing with members of their team. How ...Starting at €8.20
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Paul Waddle's Crash Course in Nigerian Business
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0387-EStrategyPaul Waddle works for Tripod Capital (Tripod), a venture fund focused on investing globally in fintech start-ups. Ambitious and a self-starter, Waddle is in pursuit of fast-growing the Nigerian payments platform DigitApt. As he enters the final stages of closing a deal, he is confronted with cultural differences between US and Nigerian work practices and traditions. Understanding and appropriately integrating these differences could be the key to...Starting at €8.20
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Us versus Them: Bridging the Fault Line between Salaried and Hourly Employees
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0382StrategyBlake Cody is a consultant who has been brought in to optimize and increase efficiency at a manufacturing plant mired in a market slump. He identifies divisions between two groups of employees—salaried (permanent) and hourly (temporary)—as a central challStarting at €8.20
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Culture Clash: Abdullah Al-Multaq's Return to the Middle East
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0384StrategyAbdullah “Abe” Al-Multaq works in the acquisitions team of a large and ambitious US tech company. As his team undertakes due diligence at a target company he had identified in Saudi Arabia, cultural differences between representatives of the two firms flaStarting at €8.20
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Finance Caselets: An Ethical Perspective
Parmar, Bidhan L.; Dalmia, Pranav; Mead, JennyCase DARDEN-E-0472-EBusiness Ethics and Corporate Social ResponsibilityThese fictional caselets, some of which are based on lived experience, present dilemmas and ethical issues in the financial field. The situations include an investment-banking firm executive deciding how to handle an investment tip; an executive struggling with whether to push her tech start-up client to a lucrative IPO or to follow her company’s directive to push a merger instead; an employee asked to contravene accepted accounting practice; an ...Starting at €8.20
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Competition and Collaboration in the PC Industry: The Evolution of a Value Chain (C)
Liedtka, Jeanne M.; Charan, Guru; Davis, Ryan M.; Moore, Elizabeth K.Case DARDEN-BP-0520-ECorporate GovernanceDell clung to the top spot among PC makers in 2006, when it shipped just over 38 million computers - only about 20,000 more than rival Hewlett-Packard (HP), which acquired Compaq in 2001. HP also reported gains in the fast-growing laptop segment, mostly at the expense of Dell. After HP and Dell, the next three largest PC makers in 2006 were all based outside the United States: Lenovo of China (which purchased IBM’s PC division in 2001), Acer of T...Starting at €5.74
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Competition and Collaboration in the PC Industry: The Evolution of a Value Chain (B)
Liedtka, Jeanne M.; Charan, Guru; Davis, Ryan M.; Moore, Elizabeth K.Case DARDEN-BP-0519-ECorporate GovernanceThe B case examines the shifting dynamics as Intel and Microsoft assert their dominance over the box makers. By 2001, Compaq was toppled as the world’s largest PC maker. Intel remained the world’s largest processor maker and Microsoft remained a software giant. But a company founded in 1984 by a University of Texas student had taken its place as a powerhouse in the “Wintel” value chain. That company was Dell. See the A case (UVA-BP-0518) and C ca...Starting at €5.74
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BandyWorks (B): Tom Bandy—Growing, Letting Go - Teaching note
Fairchild, Gregory B.; Dalmia, PranavTeaching Note DARDEN-ENT-0182TNEntrepreneurshipTeaching note for product ENT-0182Starting at €0.00
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Us versus Them: Bridging the Fault Line between Salaried and Hourly Employees
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0382-EStrategyBlake Cody is a consultant who has been brought in to optimize and increase efficiency at a manufacturing plant mired in a market slump. He identifies divisions between two groups of employees—salaried (permanent) and hourly (temporary)—as a central challenge. Are misaligned values, incentives, and work practices at the root of the problem? Resolving the tensions could lead to significant improvements for the plant and the firm, but the divisions...Starting at €8.20
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Changing of the Guard: Colleen Burton’s Swiss Conundrum
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0383StrategyColleen Burton has taken over the account of a Swiss client for her New York–based financial-services company. Landing the account, after a long courtship, had been a coup for her midmarket firm. The investor, however, has expressed his disapproval and unStarting at €8.20