Esta web utiliza cookies técnicas, de personalización y de análisis, propias y de terceros, para anónimamente facilitarle la navegación y analizar estadísticas del uso de la web. Obtener más información
Resultados de búsqueda
-
Free Agency (B): Negotiating as a Player's Agent
Detert, James R.; Cullen, Kevin; Rosen, EvanCaso DARDEN-OB-1360-ELiderazgo y Dirección de personasThis case set challenges students to consider the upcoming free agency decision-making of an NBA team by conducting some basic statistical analyses of three possible targets, all of whom are upcoming unrestricted free agents—Danny Glover, David Bowie, and Mike Meyers. Each of these players could potentially fit the team’s need to find a shooter and versatile defender at the forward position. Students are asked specifically to evaluate what each o...Desde 5,74 €
-
Warren E. Buffett, 2015
Bruner, Robert F.; DuBois, JakeCaso DARDEN-F-1769-EFinanzasThis case was designed as an introduction to a finance course or a module on capital markets. Alternatively, it could be used as a basic introduction to methods of valuing a firm. A detailed teaching note provides instructors with a teaching plan for either scenario. Set in August 2015, students are asked to evaluate Warren Buffett’s decision to acquire the aerospace-parts supplier Precision Castparts Corporation (PCP), which would be the largest...Desde 8,20 €
-
Warren E. Buffett, 2015 - Teaching Note
Bruner, Robert F.Nota del Instructor DARDEN-F-1769TN-EFinanzasTeaching note for product F-1769Desde 0,00 €
-
Genzyme/Geltex Pharmaceuticals Joint Venture
Bruner, Robert F.; Bodily, Samuel E.; Jacquet, PierreCaso DARDEN-F-1254-EFinanzasIn March 1997, an executive vice president of Genzyme Corporation must develop the terms by which the $518 billion (revenue) firm will form a joint venture with a small biotechnology firm to make and market a new drug. The tasks for the decision maker are to estimate the enterprise value of the new joint venture, recommend how large an interest to acquire in the venture, and determine what price to pay for that interest and when. The case may be ...Desde 8,20 €
-
Britannia Chemicals PLC (A) and (B) - Teaching Note
Bruner, Robert F.; Schill, Michael J.; Eades, Kenneth M.; McTigue, Frank H.Nota del Instructor DARDEN-F-1906TNFinanzasTeaching note for product F-1906Desde 0,00 €
-
Defining Moments: MBA Hackers - Teaching note
Detert, James R.; Black, ChristinaNota del Instructor DARDEN-OB-1275TN-ELiderazgo y Dirección de personasTeaching note for product OB-1275Desde 0,00 €
-
The Wm. Wrigley Jr. Company: Capital Structure, Valuation, and Cost of Capital (Spanish version)
Bruner, Robert F.; Carr, SeanCaso DARDEN-F-1840FinanzasEsta es una traducción al español de la versión del 15 de noviembre de 2005 del caso UVA-F-1482. En junio de 2002, el director de un fondo de cobertura "el inversionista activo" está considerando las posibles ganancias de aumentar la capitalización de la deuda de The Wm. Wrigley Jr. Company. Wrigley ha sido financiado de manera conservadora y, a la fecha del caso, no tiene deudas. Las tareas para el estudiante son: • Estimar el cambio potencial e...Desde 8,20 €
-
Why Employees Are Afraid to Speak
Detert, James R.; Edmondson, Amy C.Artículo HBS-F0705B-ELiderazgo y Dirección de personasIn a word--self-preservation. And they're just as afraid to share innovative ideas as to blow the whistle.Desde 8,20 €
-
Cultivating Everyday Courage
Detert, James R.Artículo HBS-R1806K-EIn many stories we hear about workplace courage, the people who fight for positive change end up ostracized or lose their jobs. Most acts of courage don't come from whistle-blowers or organizational martyrs, however. They come from respected insiders at all levels who take action because they believe it's the right thing to do. And when they manage the process well, they don't necessarily pay a high price; indeed, they may see their status rise. ...Desde 8,20 €
-
Debunking Four Myths About Employee Silence
Detert, James R.; Burris, Ethan R.; Harrison, David A.Artículo HBS-F1006B-ELiderazgo y Dirección de personasThe most common reason workers aren't frank with you isn't fear of retribution. It's a sense of futility.Desde 8,20 €