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Men's Wearhouse: Éxito en un Sector en Declive
Dee, T. D.; Pfeffer, JeffreyCaso 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...Desde 8,20 €
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The Venice Biennale
Deshpande, Rohit; Corsi, ElenaCaso HBS-523097-EMarketingLa Biennale of Venice, which organized festivals in different disciplines, pondered how to remain relevant in front of fading boundaries across arts.Desde 8,20 €
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ABICI
Khaire, Mukti; Corsi, Elena; Farri, ElisaCaso HBS-811085-EMarketingThe co-founder of an Italian, design based bicycle manufacturer evaluates if reducing costs by outsourcing would impact its brand. The company was founded in 2005 in Italy by three friends and in its first five years, it had enjoyed steady growth and built a strong reputation for producing high-quality city bicycles, appreciated for their retro-look and style. Its country of origin had probably helped them exporting their products as their bicycl...Desde 8,20 €
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Orsted Goes Global
Bower, Joseph L.; Corsi, ElenaCaso HBS-918404-EDirección estratégicaThe European leader in offshore wind, the Danish Orsted is building a global position and entering markets where offshore wind is nascent.Desde 8,20 €
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Making Companies More Like Communities
Pfeffer, JeffreyCapítulo de Libro HBS-2527BC-EThis chapter considers the questions what does "organization as community" really mean in practice, and how do organizations actually live their values?Desde 8,20 €
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Shareholders First Not So Fast...
Pfeffer, JeffreyArtículo HBS-R0907K-ELiderazgo y Dirección de personasWhen 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.Desde 8,20 €
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Why Employees Should Lead Themselves
Pfeffer, JeffreyCapítulo de Libro 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.Desde 8,20 €
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Power, Capriciousness, and Consequences
Pfeffer, JeffreyArtículo 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.Desde 8,20 €
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Southwest Airlines (A)
O'Reilly, Charles; Pfeffer, JeffreyCaso SGSB-HR1A-EDirección estratégicaIn 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...Desde 8,20 €
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Automating the Paris Subway (B)
Anteby, Michel; Corsi, Elena; Billaud, EmilieCaso HBS-413062-ELiderazgo y Dirección de personasSupplement for case 413061Desde 5,74 €