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Donglegate: Candour Through Social Media
Charlice Hurst; Karen MacMillan; Thomas WatsonCase IVEY-9B14C017-ELeadership and People ManagementIn 2013, controversy arose over the actions of Adria Richards, a developer-evangelist, in response to remarks she overheard being made by two male attendees at a technology conference. After she reported what she believed to be sexist remarks by posting a photo of the men and a comment on Twitter, the two men were asked to leave the conference session and one was soon fired. A firestorm ensued during which Richards' actions were subjected to scru...Starting at €8.20
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Volkswagen Strategy 2025: Shifting Gears in Disruptive Times - Teaching Note
Andreas Schotter; Thomas Watson; Ramasastry ChandrasekharTeaching Note IVEY-8B19M047-EStrategyTeaching note for product 9B19M047.Starting at €0.00
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Standing on Principle: The Resignation of Jane Philpott
Gerard Seijts; Thomas WatsonCase IVEY-9B19C019-ELeadership and People ManagementJane Philpott, a federal member of Parliament and minister in the Canadian government’s cabinet, had told voters during her election campaign in 2015, “For me, a seat in the House of Commons is not a target; it’s a tool. It’s the tool that you and I will use to make this community better—to make this country better.” Four years later, Philpott was forced to examine her position and her potential to use that tool when a scandal brought to question...Starting at €8.20
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Standing on Principle: The Resignation of Jane Philpott - Teaching Note
Gerard Seijts; Thomas WatsonTeaching Note IVEY-8B19C019-ELeadership and People ManagementTeaching Note for product 9B19C019.Starting at €0.00
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The Sound of Leadership
Thomas WatsonArticle IVEY-9B18TF07-EStrategyResearch into the influence of music on character development shows executives can work toward improving performance while travelling or taking a shower.Starting at €8.20
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Standard & Poor’s 500 Shades of Grey
Thomas WatsonArticle IVEY-9B16TC03-EAccounting and ControlAndrew Fastow, chief financial officer at Enron during one of the largest corporate frauds in U.S. history, knows how easy it is for businesses to misbehave when faced with grey-area decision-making. He sees principle-breaking everywhere today — in business deals, political fundraising, and tax avoidance. There can be a contradiction between “doing what’s right” and “doing what the rules permit.” It is important for managers to understand where j...Starting at €8.20
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A Greek Tragedy With No Written Final Act
Thomas WatsonArticle IVEY-9B15TD02-EFinanceFollowing Greece’s failure to repay its loan to the International Monetary Fund, it is easy to claim that the Greeks should simply pay back borrowed money. But there is never a clear answer when asking who should be responsible for a nation’s unmanageable debt, and the question is far more complex when it involves a member of the eurozone. Greece lacks its own currency to devalue to gain economic relief, and the nation’s debt problem cannot be so...Starting at €8.20
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The upsides of downward deference
Reiche, Sebastian; Neeley, TsedalArticle 75264Leadership and People ManagementLeaders who find themselves out of their element can get ahead by deferring to subordinates. Here we explain how power can come from letting it go.Starting at €8.20
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Management of International Staff
García, Clara; Reiche, Sebastian; Harzing, Anne-WilTechnical Note DPON-79-ELeadership and People ManagementOver the last few decades, Western multinational corporations (MNCs) have shifted their focus beyond the industrialized world, attempting to capitalize on the growing business opportunities in developing and emerging markets. At the same time, many MNCs from emerging economies have expanded their activities beyond their domestic markets, with companies such as Haier, Embraer, Lenovo, Tata, Vale and Cemex successfully operating on an international...Starting at €8.20
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Myer and Flanagan (A): High-Stake Recruitment at the Top
Reiche, Sebastian; Akkan, ErenCase DPO-352-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThis 2-case series focuses on the challenges of senior executive replacements at Australian department store Myer. In late spring of 2014, Myer was going through a major reshuffle of its senior management team. More than 20 senior managers had left the company over the past 2 years, and the exodus of some key members of the executive team was continuing. The turnover had accelerated after CEO Bernie Brookes decided in February 2014 to remain in h...Starting at €8.20