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
-
Undergroundhiphop.com
Michael H. Zack; Ben Compaine; David T.A. WesleyCase IVEY-9B07M064-EEntrepreneurship, StrategyUndergroundhiphop.com (UGHH) was the leading source of independent hip-hop on the Internet. Although company revenues remained small compared to major online music retailers, the opening of a storefront in 2005 helped create new opportunities within the music industry, but also proved to be a drain on company resources. As the founder tried to expand the company, he faced a number of choices. However, his conservative financial strategy was limit...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
-
Asis Electronics
Henry W. Lane; David T.A. WesleyCase IVEY-9B11M057-EStrategyThe controller for Asis Electronics, a subsidiary of a European-based corporation, was concerned that Asis might have overcharged the U.S. Ministry of Defense in a contract for transmitters. However, Asis’s chief financial officer did not address the matter when he learned of it. After being asked to sign an annual compliance document related to anti-corruption practices, the controller needed to decide whether or not to report the irregularities...Starting at €8.20
-
Polar Challenge
Rosanna Garcia; David T.A. WesleyCase IVEY-9B10A021-EEntrepreneurship, Marketing, StrategyPolar Challenge was a company that offered an annual 320 nautical-mile race to the magnetic North Pole organized by Arctic experts. It had been successful in the United Kingdom, establishing marketing partnerships with the BBC, Sony, Fujitsu and others. Polar Challenge saw the United States market as untapped potential for both sponsors and racers. In 2008, with the centennial of polar exploration approaching in 2009, the company decided to offer...Starting at €8.20
-
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