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Globalization Under Fire: How Should Leaders Respond?
Ghemawat, PankajArticle ART-3094-EEconomics, StrategyWhile anti-globalization anger has surged and opponents of globalization have won some major political victories, it is important for business leaders not to overreact. Before even thinking about reworking your company's international strategy, make sure you have an accurate picture of the state and trajectory of globalization. Most business leaders have exaggerated perceptions of globalization, which can lead to costly strategy errors. This arti...Starting at €8.20
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Cuánto debe cambiar tu estrategia ante el auge proteccionista
Ghemawat, PankajArticle ART-3094Economics, StrategyAunque el sentimiento antiglobalización se ha disparado y sus defensores se han anotado victorias políticas de peso, es importante que los líderes empresariales no se precipiten. Antes de pensar siquiera en revisar su estrategia internacional, los directivos deben hacerse una idea cabal de la trayectoria y el estado real de la globalización. La percepción poco precisa que la mayoría de directivos tienen de ella puede llevarles a costosos errores ...Starting at €8.20
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APY Art Centre Collective: Taking Indigenous Art to the City
Theodore L. Hill; Sheri Lambert; Kathryn ReadyCase IVEY-9B21M019-EStrategyIn early 2019, just a year after opening a gallery in Sydney, Australia, the elders of the APY Art Centre Collective proposed opening a second gallery in Adelaide, a much smaller city. The first year in Sydney had been profitable, in part due to an aggressive digital presence. The Collective had some seed money, an offer of a small gallery space, and the draw of serving a large number of the APY community who were residents in Adelaide. But the A...Starting at €8.20
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El arte de formar pares de ases
Vollmann, Thomas; Cordon, CarlosArticle ART-1534Service and Operations Management, Strategy"El poder del dos" es un proceso eficaz para convertir las relaciones tradicionales entre proveedores y clientes en colaboraciones óptimas. Para empezar se ha de gestionar los factores que impulsan la relación, no los resultados. En lugar del método de compras clásico, basado en la reducción de costes y la negociación agresiva, funcionaría mejor si las empresas identificaran a sus socios clave -los llamados "pares de ases"- y se centraran después...Starting at €8.20
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Mithilasmita: Can Traditional Art Be Preserved Through Intellectual Property Protection Only
Ankur Joshi; S.K. TapasviCase IVEY-9B14M135-EEntrepreneurship, StrategyOn a visit to her ancestral village in India, an entrepreneur found that maintaining the sanctity of traditional Madhubani paintings was no longer something that artists considered worthwhile. In the name of contemporary art, the traditional style of this world-famous Indian art was being distorted. However, artists were willing to switch back to traditional techniques of creating art as long as their livelihood needs were met. In late 2010, Mith...Starting at €8.20
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Art Feeds: Scaling a Non-profit Organization
Colleen Sharen; Tess WiddifieldCase IVEY-9B14M159-EEntrepreneurship, StrategyIn early June 2013, the executive director of Art Feeds, which provided therapeutic art and creative education to school children to help them achieve mental and emotional well-being, needed to make a recommendation to her board about whether to expand the current operations in Joplin, Missouri, to Moore, Oklahoma, after a devastating tornado in Moore. She needed to determine whether the organization had the resources required to expand successfu...Starting at €8.20
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L'Atelier Art Lounge: Times of Uncertainty
Randa Salamoun; Bettina BastianCase IVEY-9B14M139-EEntrepreneurship, StrategyOn January 31, 2014, the founder and chief executive officer of L’Atelier Art Lounge, an art workshop with branches in Bahrain and Lebanon, faces numerous challenges: not only whether to grow the business but how to achieve a reasonable work-life balance. Political instability associated with the Arab Spring led her to close one of her shops in Bahrain, but she went ahead with opening a second in Beirut where there are few leisure activities avai...Starting at €8.20
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Perna Arts: Managing the Complexity of Creativity and Commerce
Kajari MukherjeeCase IVEY-9B14M098-EStrategyPerna Arts is a movie production company that has gradually branched into related businesses straddling distribution, exhibition, programming and education. The company was among the first to go public after the movie business attained industry status in India. It was also one of the first to recruit a professional manager as its chief executive officer to put in place processes, systems, performance metrics and procedures aligned to its strategi...Starting at €8.20
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The Art of Social Entrepreneurship: Dakshina Chitra and Madras Crafts Foundation (MFC) in India
Oana Branzei; Sonia MehrotraCase IVEY-9B12C005-EEntrepreneurship, Leadership and People Management, StrategyThe case traces the milestones of a 26-year history of a social entrepreneur creating a social enterprise, Madras Craft Foundation (MCF). The story leads up to a three-decade retrospective on the role social ventures play in our lives. Based on the entrepreneur’s critical reflection, the case shows how the paths of the social entrepreneur and the social enterprise became closely interwoven. After MCF had been self-sufficient for three years, the ...Starting at €8.20
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Robert's Center of Performing Arts
James A. Erskine; Felix GernburdCase IVEY-9B08M023-EStrategyRobert's Center of Performing Arts (RCPA), founded and owned by Robert Gernburd, was a music school. In addition to individual instrument lessons and group lessons in music theory and music history, the RCPA sold second-hand pianos. It was difficult to find a supplier of used pianos but after a great deal of research, Gernburd found a supplier in Japan. Recently, an invoice containing supplier information had been temporarily misplaced. Since the...Starting at €8.20