This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Revisiting the Meaning of Leadership
Podolny, Joel M.; Khurana, Rakesh; Besharov, MaryaBook Chapter HBS-6123BC-ELeadership and People ManagementThe authors of this chapter contend that the study of leadership in organizational theory went awry when interest in leadership became too tightly coupled with organizational performance. Leading organizational theorists in the latter part of the twentieth century, such as Max Weber, Chester Barnard, and Philip Selznick, were not concerned with leadership because of its ability to explain financial performance. Instead, they were concerned with l...Starting at €8.20
-
Joe Smith's Closing Analysis (A) (Spanish Version)
Applegate, Lynda M.; Khurana, RakeshCase HBS-808S07Knowledge and CommunicationDestacados dar y recibir retroalimentación en un salón de clases de MBA.Starting at €8.20
-
Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge
Kanter, Rosabeth Moss; Khurana, Rakesh; Penrice, DanielCase HBS-315057-ERaymond Jetson, an inner-city pastor, former Louisiana state legislator, and 2010 Harvard University Advanced Leadership Fellow, has embarked on a new career as a social entrepreneur. The case charts Jetson's career in public life and the ministry, his experience as an Advanced Leadership Fellow, and his efforts to establish and grow a nonprofit organization, MetroMorphosis, with a mission "to develop and mobilize a critical mass of citizens in i...Starting at €8.20
-
Advanced Leadership Note: An Institutional Perspective and Framework for Managing and Leading
Kanter, Rosabeth Moss; Khurana, RakeshCase HBS-410076-ELeadership and People ManagementLarge-scale societal issues increasingly appear on the agenda of business leaders, including poverty, health, education, business-government relations, and the degradation of the environment. These problems are not entirely new, but the forces of globalization and the economic crisis have made them more visible and increase their urgency. They share several characteristics that signal the need for new kinds of societal leadership and academic sch...Starting at €8.20
-
Corporate Governance (Spanish version)
Khurana, RakeshCase HBS-410S02Leadership and People ManagementExamines how Tyco and its board recovered from its corporate scandals. Describes how its CEO and board set out to institute processes, guidelines, and a culture that would make Tyco into a company widely recognized for its world class corporate governance.Starting at €8.20
-
Ejecutar el cambio: siete consideraciones clave
Nohria, Nitin; Khurana, RakeshCase HBS-406S06Leadership and People ManagementProporciona un marco 7S para complementar el marco McKinsey 7S. Se centra en algunas de las decisiones críticas que deben realizarse en la implementación del cambio - Intención Estratégica, sustancia, escala, alcance, velocidad, secuencia y estilo. En general, la nota sostiene que estas decisiones deberán fabricarse de modo que sean coherentes y robusto.Starting at €8.20
-
Muebles Costa: A failed succession?
Bernal Glez-Villegas, J.; Domínguez de la Maza, M.Case IIST-DGI-285-E-EEntrepreneurshipMUEBLES COSTA IS THE STORY OF A FAMILY OWNED COMPANY AND THE SUCCESSION OF ITS CHAIRMAN, MR. VICENTE COSTA, BY THE NEXT GENERATION IN THE FAMILY. THE COMPANY’S SALES PLUMMETED RESULTING IN THE RISK OF BANKRUPTCY DUE TO THE CRISIS IN THE FURNITURE INDUSTRY, WHICH IN SPAIN IS PROPORTIONAL TO THAT OF CONSTRUCTION, IN 2008-2013. THE APPOINTMENT OF THE ELDEST SON AS CEO WHEN THE FATHER TAKES THE POSITION OF CHAIRMAN CAUSES THE OTHER SON TO LEAVE THE C...Starting at €8.20
-
Cerealto Siro Foods: 2020
Reina Paniagua, R.; García de Castro, A.; Bernal Glez-Villegas, J.Case IIST-DGI-347StrategyEn noviembre de 2018, Siro y Cerealto cerraron un acuerdo para integrar ambas compañías en un mismo Grupo alimentario multinacional, Cerealto Siro Foods, que se dedicaría a la fabricación de marcas para terceros. El objetivo del nuevo Grupo era posicionarse en el mercado alimentario global con una oferta de productos que respondiesen a las necesidades de los consumidores en los diferentes mercados, con un modelo de negocio focalizado en la calida...Starting at €8.20
-
Mayoral 2: El nuevo almacén de distribución (2021). Suplemento
Bernal Glez-Villegas, J.Case IIST-DGI-325-SStrategyTras una breve introducción a la empresa Mayoral y a su modelo de negocio (moda infantil, bajo pedido, multicanal —tiendas propias, tiendas multimarca, e-commerce—…), se describen sus Operaciones y las herramientas de planificación. El caso se centra en la construcción del nuevo almacén de distribución, Mayoral 2. Se explican sus almacenes de recepción de prendas y distribución de pedidos a los distintos canales, Mayoral 1 y Mayoral 2, describien...Starting at €8.20
-
Coca-Cola European Partners. From the Iberian Peninsula to Europe (A) and (B). Teaching Note
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Teaching Note IIST-DGITN-289-E-290-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €0.00