This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Harry Rosen: Digitizing Customer Relationships
Vania Sakelaris; Nicole R.D. HaggertyCase IVEY-W27514-EInformation Technologies, StrategyIan Rosen, the recently appointed executive vice-president of Digital and Strategy at Harry Rosen Inc. (Harry Rosen), a successful men’s retail chain founded by Ian’s grandfather in 1954, must decide on a technology solution to support the advancement of his proposed digital strategy for Harry Rosen. The decision-making challenges he is encountering in early 2020 are compounded by the onset of the global pandemic and resulting impacts on the luxu...Starting at €8.20
-
Men's Wearhouse: Éxito en un Sector en Declive
Dee, T. D.; Pfeffer, JeffreyCase SGSB-HR5ESGeorge Zimmer, CEO de Men’s Wearhouse, está considerando lo que ha hecho que la empresa tenga tanto éxito; qué, en todo caso, debería hacer de manera diferente para continuar teniendo éxito; y cómo gestionar su crecimiento y cultura a medida que la empresa se expande en el mercado de ropa a medida para hombres, muy competitivo. El comercio minorista es la industria más grande en los Estados Unidos. Tradicionalmente, la mayoría de las empresas min...Starting at €8.20
-
Making Companies More Like Communities
Pfeffer, JeffreyBook Chapter HBS-2527BC-EThis chapter considers the questions what does "organization as community" really mean in practice, and how do organizations actually live their values?Starting at €8.20
-
Shareholders First Not So Fast...
Pfeffer, JeffreyArticle HBS-R0907K-ELeadership and People ManagementWhen did we start measuring the success of a company only according to the increase in its share price? Stanford professor Pfeffer argues that it's time for CEOs to once again balance shareholders' interests with those of the other stakeholders: employees, suppliers, and customers.Starting at €8.20
-
Why Employees Should Lead Themselves
Pfeffer, JeffreyBook Chapter HBS-2531BC-EWhen creative, independent people don't get much say in what their organization does, job dissatisfaction and disengagement are high. This chapter examines what happens when people are asked to take on more responsibility for the collective output of an organization.Starting at €8.20
-
Power, Capriciousness, and Consequences
Pfeffer, JeffreyArticle HBS-F1304E-EWhen leaders behave capriciously, they signal their power and, often, the authority they need to drive valuable change. But this behavior can also take a toll on employees and potentially undermine organizational performance.Starting at €8.20
-
Southwest Airlines (A)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1A-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €8.20
-
Academic Entrepreneurship: Navigating Commercialization Challenges - Teaching Note
Simon Parker; Vania SakelarisTeaching Note IVEY-W28371-EEntrepreneurship, StrategyTeaching note for product W28370.Starting at €0.00
-
Harry Rosen: Digitizing Customer Relationships - Teaching Note
Vania Sakelaris; Nicole R.D. HaggertyTeaching Note IVEY-W27515-EInformation Technologies, StrategyTeaching note for product W27514.Starting at €0.00
-
Dare to Be Different: Beyond Benchmarking
Pfeffer, JeffreyBook Chapter HBS-2555BC-EThis chapter suggests that great companies, and the most successful, are those that are able to see the inherent value in a business model that breaks the mold in their industry and have the courage to act on their insights about how to do things differently.Starting at €8.20