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When Competition Isn't Enough: Rural Health in Southwest Virginia (C)
Matherne; G. Paul; Goldberg; Rebecca; Bermel; Peggy; Fox; Brennan; Minogue; Kevin; Oberleitner; Ryan; Punches; Charlie; Rose; CarolineCase DARDEN-S-0316-EStrategyThis optional C case follows S-0314 and S-0315; and describes the results of decisions on whether to allow a merger of two health care entities in rural Virginia. This case set explores the differences in and conflicts among the interests of for-profit health care systems; of rural; low-income residents; and of federal; state; and local governments. It allows students to engage in an in-depth discussion of the sometimes emotional issue of rural h...Starting at €5.74
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Cypress Semiconductor: A Federation of Entrepreneurs
O'Reilly, CCase SGSB-OB84-EInnovation and ChangeIn 2011, Cypress Semiconductor was doing well. Their 2010 revenues had grown 32 percent to $884 million, and coupled with diligent cost reduction efforts, their profits before taxes were up nearly 23 percent. In the preceding two years Cypress had eliminated its debt and built up a large cash position. But the semiconductor business was a brutal one demanding both continual cost reductions and innovation. Cypress was a comparatively small playe...Starting at €8.20
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DaVita: A Community First, A Company Secong
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DCase SGSB-OB89-EInnovation and ChangeThis case describes the challenges facing CEO Kent Thiry and DaVita as they being thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a kidney dialysis company with a very strong culture built around teamwork, fun, continuous improvement, accountability, and service. The senior management saw DaVita as “a community first and a company second.” HCP was an integrated health care provider wi...Starting at €8.20
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DaVita: A Community First, A Company Secong (Portguese)
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DCase SGSB-OB89-PPLeadership and People ManagementThis case describes the challenges facing CEO Kent Thiry and DaVita while thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a renal dialysis company with a very strong culture based on teamwork, fun, continuous improvement, responsibility and service. Senior management saw DaVita as "a community first and a company second." HCP was an integrated health care provider with a workforce substa...Starting at €8.20
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DaVita: A Community First, A Company Secong - Teaching Note
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DTeaching Note SGSB-OB89TN-EInnovation and ChangeThis case describes the challenges facing CEO Kent Thiry and DaVita as they being thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a kidney dialysis company with a very strong culture built around teamwork, fun, continuous improvement, accountability, and service. The senior management saw DaVita as “a community first and a company second.” HCP was an integrated health care provider wi...Starting at €0.00
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When Competition Isn't Enough: Rural Health in Southwest Virginia (A)
Matherne; G. Paul; Goldberg; Rebecca; Bermel; Peggy; Fox; Brennan; Minogue; Kevin; Oberleitner; Ryan; Punches; Charlie; Rose; CarolineCase DARDEN-S-0314-EStrategyMark Seidman at the Federal Trade Commission is evaluating a proposed merger between two health care entities and competing market leaders in southwest Virginia. The rural region is characterized by poverty; unemployment; and poor population health indicators relative to the rest of the state. The merger would form a virtual monopoly; normally prohibited by federal consumer protection laws; but the two companies assert that it would allow them to...Starting at €8.20