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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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Tweetledee Tweetledumb
Thomas WatsonArtículo IVEY-9B17TA02-EDirección estratégicaWhen it comes to the threat posed by Donald Trump’s Twitter feed, the real problem is how businesses are being told to react.Desde 8,20 €
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Mobilizing Character
Thomas WatsonArtículo IVEY-W28146-ELiderazgo y Dirección de personasUkrainian president Volodymyr Zelensky is a skilled actor, but that’s not what makes him an invaluable leadership role model for his people and the rest of our troubled world.Desde 8,20 €
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Fighting Shareholder Populism
Thomas WatsonArtículo IVEY-9B19TE01-ELiderazgo y Dirección de personasThanks to the spread of populism, corporate directors and managers need to get ready to rumble like never before as weak oversight enables activist investors to manipulate emotions during digital-age proxy fights.Desde 8,20 €
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Trumpeting Fair Debate
Thomas WatsonArtículo IVEY-9B17TA03-EDirección estratégicaIt takes more than keeping promises to be a good role model as a national leader.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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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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Judgment Play
Thomas WatsonArtículo IVEY-9B16TC04-ELiderazgo y Dirección de personasIt is easy to blame corporate fraud and financial-sector misconduct on a lack of morals. But framing the issue of businesses behaving badly strictly as a morality problem is problematic because it leads to solutions — ranging from expanded compliance programs and codes of conduct to compensation claw-back clauses — that aim to install and strengthen moral sensibilities for the purpose of positive behaviour modification. And these have proved larg...Desde 8,20 €