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What Hank Did Next - Teaching note
Fairchild, Gregory B.; Dalmia, PranavTeaching Note DARDEN-E-0434TN-EBusiness Ethics and Corporate Social ResponsibilityTeaching note for product E-0434Starting at €0.00
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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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Paul Waddle's Crash Course in Nigerian Business - Teaching note
Chen, Ming-Jer; Dalmia, PranavTeaching Note DARDEN-S-0387TN-EStrategyTeaching note for product S-0387Starting at €0.00
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Strictly Business: Janice Greer’s Leadership Challenge in Japan
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0385StrategyJanice 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 internationalStarting at €8.20
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Different Strokes: New York City’s Not-So-Warm Welcome
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0386StrategyMei-Ling Liu has come a long way from her humble beginnings in a small town on the coast of Taiwan. She is in New York City to interview for an assistant professor position at Columbia University’s business school. After completing undergraduate studies iStarting 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
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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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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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Culture Clash: Abdullah Al-Multaq's Return to the Middle East
Chen, Ming-Jer; Dalmia, PranavCase DARDEN-S-0384-EStrategyAbdullah “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 flare up, chilling relations between the groups. Being from Saudi Arabia originally and brought up in an Islamic home, Abe feels responsible to act as a cultural mediator. Will he be able to bridge ...Starting at €8.20