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Erik Peterson at Biometra (E)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411035-ELeadership and People ManagementPresents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of t...Starting at €5.74
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Erik Peterson (E) (Spanish version)
Gabarro, John J.Case HBS-408S13Leadership and People ManagementPresents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earli...Starting at €5.74
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Leadership at WildChina (B)
Isenberg, Daniel J.; Spence, Shirley M.Case HBS-807128-EEntrepreneurshipSupplements the (A) case.Starting at €5.74
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Leadership at WildChina (A)
Isenberg, Daniel J.; Spence, Shirley M.Case HBS-807046-EEntrepreneurshipWildChina (A) tells the story of Mei Zhang, a Chinese-born HBS alumna, and her pursuit of a dream: to share her passion for travel, her appreciation of China's beauty and culture, and her desire to start her own business. Describes the startup of WildChina, a tour company targeting a high-end clientele with unusual and high-quality products, and its survival of two business crises. The focus is on Zhang's decision to bring in a COO, transition hi...Starting at €8.20
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WildChina: Taking the Road Less Traveled
Khaire, Mukti; Isenberg, Daniel J.; Song, Victoria; Spence, Shirley M.Case HBS-811019-EThis case deals with supplier difficulties faced by WildChina - a travel service provider in China. WildChina is a classic case of a company that is trying to bring a local, within-country product to a market outside the country (in this case, travelers to China from around the world). In doing so, startups have to build competences to deal with local suppliers and global customers. The case describes the operations of WildChina, providing detail...Starting at €8.20
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Thurgood Marshall High School (Spanish Version)
Gabarro, John J.Case HBS-417S17Leadership and People ManagementPresenta el problema que enfrenta un director de instituto recién nombrado. Plantea cuestiones acerca de la conducta interpersonal y de grupo como la falta de resolución de conflictos abiertos y la necesidad de intervenir en un conflicto interpersonal. También se plantea la cuestión de los conflictos intergrupales entre los directores y presidentes de departamento, así como cuestiones de valor en relación con la necesidad de disciplina e innovaci...Starting at €8.20
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Breve Nota sobre los Motivos Sociales
Gabarro, John J.; Wormley, WallaceCase HBS-403S03Leadership and People ManagementBrevemente describe en términos de gestión de los tres motivos sociales: la necesidad de logro; la necesidad de poder; necesidad de afiliación. También se analizan brevemente las implicaciones de la obra de David McClelland, David Winters, y otros para la motivación dentro de contextos organizacionales. La fuerza motriz se describe en términos de "poder personalizado" y "poder socializado".Starting at €8.20
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Alvogen: Scaling Entrepreneurship, Teaching Note
Kerr, William R.; Isenberg, Daniel J.Teaching Note HBS-820020-EEntrepreneurshipTeaching note for case 819038.Starting at €0.00
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Tim Blanchard at Jones Mendel & Co. (Abridged)
Lorsch, Jay W.; Gabarro, John J.Case HBS-913420-ELeadership and People ManagementStarting at €8.20
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Robert Wessman and Actavis' "Winning Formula"
Isenberg, Daniel J.Case HBS-808127-EEntrepreneurshipTo maximize their effectiveness, color cases should be printed in color. Robert Wessman took over Actavis in 1999 when it was a failing 90-person domestic generic pharmaceutical maker in Iceland. Within 7 years he had brought Actavis to number 5 worldwide, with 11,000 people, active in 40 countries, global manufacturing, and $1.6 billion. The case explores the reasons for the success of this global venture.Starting at €8.20