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Victorinox: 125 años dando la talla
Jamro, Konrad; Cardona Soriano, Pablo; Lee, Yih-TeenCaso DPO-202Innovación y cambio, Liderazgo y Dirección de personasCon 125 años de experiencia y unos valores únicos, Victorinox parecía estar preparada para sobrevivir a la crisis económica mundial que se hizo patente en otoño de 2008. A finales del verano de 2009, antes de la reunión del Consejo de Administración de la empresa, su CEO, Karl Elsener Jr., de 51 años, se preguntaba si darían resultado las medidas tomadas hasta entonces para luchar contra la crisis, teniendo en cuenta que esta era más amplia y pro...Desde 8,20 €
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Gaudí y la Sagrada Família: dirigir sin estar presente
Lee, Yih-Teen; Ribera, Alberto; Sastre Boquet, IsaacCaso DPO-424Liderazgo y Dirección de personasEl caso explica la vida y el arte del conocido arquitecto Antoni Gaudí a partir de su obra más famosa, el aún inacabado Temple Expiatori de la Sagrada Família (Templo Expiatorio de la Sagrada Familia). El caso examina las influencias de su arte y su visión, el proceso de crecimiento y evolución del proyecto de la Sagrada Família y la continuación de la construcción del templo tras su muerte, hace casi un siglo. Este caso tiene el objetivo de deba...Desde 8,20 €
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Jordi Viñolas: Recruitment for New Spin-Off (A)
Campos Capelastegui, Joseba; Lee, Yih-TeenCaso DPO-133-ELiderazgo y Dirección de personasJordi Viñolas, General Manager of CEIT, had to find a specific person to start a new company. He had to clearly define the profile of the person, and select the candidates so as to make sure the new company could run smoothly. Information about the company, its products and the nature of its work are provided so that readers may help Jordi make the right decision.Desde 8,20 €
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Koji Yamada in India (B): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCaso DPO-348-ZHLiderazgo y Dirección de personasKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Desde 5,74 €
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Japan Tobacco International (JTI): Achieving Excellence through Diversity
Lee, Yih-Teen; Poelmans, StevenCaso DPO-364-ELiderazgo y Dirección de personasThe case describes how Japan Tobacco International (JTI) managed the cultural diversity in the company as well as the process of postmerger integration with Gallaher. It demonstrates that diversity can be a natural part of a company and how diversity can be managed through clear leadership from the top and a well-designed system for human resources management. It also raises questions on how to leverage diversity to make the company more innovati...Desde 8,20 €
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Gaudí and La Sagrada Familia: Leading Beyond Presence
Lee, Yih-Teen; Ribera, Alberto; Sastre Boquet, IsaacCaso DPO-424-ELiderazgo y Dirección de personasThe case discusses the life and art of renowned architect Antoni Gaudí, focusing on his most famous work, the still unfinished Expiatory Temple of La Sagrada Família. The case examines the influences on his art and his vision, the process in which the project of La Sagrada Família grew and evolved, and how construction has proceeded after his death, nearly a century ago.Desde 8,20 €
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Koji Yamada in India (A): Managing an India-Japan Joint Venture
Saka, Fuyuki; Cheely, Michael; Lee, Yih-Teen; Almandoz, JohnCaso DPO-347-ELiderazgo y Dirección de personasKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Desde 8,20 €
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Koji Yamada in India (B): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCaso DPO-348-ELiderazgo y Dirección de personasKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Desde 5,74 €
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Koji Yamada in India (D): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCaso DPO-350-ELiderazgo y Dirección de personasKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Desde 5,74 €
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Koji Yamada in India (C): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCaso DPO-349-ELiderazgo y Dirección de personasKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Desde 5,74 €