個案總覽

The empirical evidence is that only a tiny fraction of organizations live to age 40. Why this should be is a puzzle, since when firms are doing well they have all the resources (financial, physical, and intellectual) to continue to be successful. Yet the evidence is that most organizations fail. Drawing on recent advances in evolutionary theory, this article illustrates how multi-level selection processes help organizations adapt in the face of technological and market changes. This process, along with the concepts of organizational ambidexterity and dynamic capabilities, may help organizations survive over long time periods. One deliberate and repeatable version of this process enabled IBM to generate more than $15 billion in growth between 2000 and 2005.

A new branch of corporate sustainability, Bottom-of-the-Pyramid (BOP), seeks out new market opportunities with low-income consumers in the developing world that simultaneously contribute to the sustainable development of these regions. While many companies consider the addition of BOP strategies to their sustainability portfolio, many also hesitate because of the uncertainties that surround this new sustainability practice. This article investigates strategies adopted by the corporate sustainability function in Novozymes, a multinational company with a solid track record in corporate sustainability, to implement a BOP project within key areas of the company's operational core. There are four internal organizational barriers that interlock one another and that have so far prevented the implementation of this project in key areas of operations. The article examines the challenges for sustainability managers who seek to overcome interlocking cognitive, processual, and structural barriers to the implementation of this new branch of sustainability practices.

Multinational enterprises (MNEs) can contribute to the building of civil society in the developing world and have an enlightened self-interest in doing so. The development of civil society solidifies and levels the playing field, thereby protecting longer-term investment from unpredictable social backlash and arbitrary state intervention. At the same time, the reactions of host country governments to MNE-civil society collaboration may vary from benevolent to hostile, depending on the type of collaborative activities involved. This article provides a framework for MNE managers to anticipate when such activities are likely to be greeted with open arms as opposed to when MNE managers need to tread lightly.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 1 discusses the challenges of globalization and introduces the concept of cultural intelligence by discussing how its absence can negatively impact intercultural interactions. The authors examine failures in intercultural communication and consider why current methods of addressing these cross-cultural issues are often misguided. The authors propose that the development of cultural intelligence is as a more effective approach to these problems. In explaining the fundamentals of their core concept, the authors delineate three components of cultural intelligence, each of which is discussed individually in the following chapters.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 2 focuses on the information base, the knowledge of what cultural differences are and how they affect behavior, which is first component of cultural intelligence. By distilling academic research, the authors define the concept of culture and explore its characteristics. The chapter examines both differences and similarities in cultural values and then considers their influence on particular cultures' organizational structures.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 3, the authors discuss the second and third components of cultural intelligence -- mindfulness and cross-cultural skills -- and how they work with the first component, cultural knowledge, to enhance intercultural interactions. The authors examine the concept of "cultural cruise control" - running one's life on the basis of built-in cultural assumptions - considering the problems it presents and proposing methods for overcoming it. The various ways in which culture affects behavior are further explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 4, the authors build upon the fundamentals of cultural intelligence by applying it to decision-making in a cross-cultural context. This chapter is designed to help the reader better understand decision-making methods and criteria in other cultures. The authors explore the impacts that culture has on decision-making, motivation, goals, and ethics.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 5, the authors discuss the impact of culture on communication. Different cultural codes and conventions and their respective roles in the failure of intercultural communication are explored. The concepts behind successful cross-cultural communication skills are delineated, and the intricacies of nonverbal communication are explained. Negotiation styles across cultures are also discussed.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 6 discusses the challenges of culturally intelligent leadership. This chapter is designed to educate the reader on the complexity of historical and cultural forces which affect leadership around the globe. Different motivational techniques across cultures and varying leadership styles from around the world are explored. The authors also explore what they consider to be a key element in intercultural motivation: acknowledging and meeting the cultural expectations that followers have of their leaders.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 7 explores the opportunities and challenges faced by multicultural groups and teams. The effects of culture on enabling and hindering groups are examined. Methods by which leaders can both positively and negatively impact the effectiveness of their teams are discussed. Additionally, processes for developing cultural intelligence within multicultural groups are explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 8, the authors conclude the book by further discussing methods for enriching one's cultural intelligence. Characteristics and activities that improve the capacity to acquire the skills necessary for culturally intelligent behavior are explored. The five stages of the development of cultural intelligence are delineated and visually graphed.

As of November 2001, NTT DoCoMo is the only company that has been able to make money out of the mobile Internet. This case study describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance, with its novel i-mode services. Launched in February 1999, its i-mode service was an immediate and explosive success. DoCoMo came to exceed its parent company in terms of market capitalization as well as potential for profitable growth as we enter the age of mobile Internet. This case offers a value innovation perspective to analyze the success of i-mode with a particular emphasis on the business model used to exploit the i-mode innovation of DoCoMo.

"Levi Strauss & Co." explores the decision by the famed jeans maker to close a manufacturing facility in San Antonio, Texas in early 1990. The case follows then-vice president of operations Pete Thigpen and his team as they wrestle with the economic and human capital impact of closing the U.S.-based plant and outsourcing the manufacture of the company's Dockers line to a contractor in Costa Rica.

In 2002, the Bush Administration launched the Hospital Quality Initiative, which was intended to improve quality through accountability and public disclosure and to "empower consumers with quality of care information to make more informed decisions about their health care, and encourage providers and clinicians to improve the quality of health care." To achieve the Administration's goals, the Centers for Medicare and Medicaid Services (CMS), part of the U.S. Department of Health and Human Services, announced that it would develop a program to survey patients' satisfaction to determine hospital quality. When Mel Hall, the CEO of Press Ganey, a leading healthcare performance measurement and improvement company, learned of CMS's proposal, he was concerned. The Administration seemed largely unaware of the existing market for patient satisfaction surveys, a market in which Press Ganey was intimately involved. This case studies how a private healthcare performance measurement company responds a government effort to improve quality reporting and standardize hospital surveys. It highlights the private company's decisions regarding both its business strategy as well as its potential to affect public policy

Suitable for MBA and executive learners, this case series presents an engaging narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students begin to ask themselves how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class. An effective complement is the technical note entitled, "What Makes Entrepreneurs Entrepreneurial" (UV1356).

Suitable for MBA and executive learners, this case series presents an engaging narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students begin to ask themselves how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class. An effective complement is the technical note entitled, "What Makes Entrepreneurs Entrepreneurial" (UV1356).

Suitable for MBA and executive learners, this case series presents an engaging narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students begin to ask themselves how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class. An effective complement is the technical note entitled, "What Makes Entrepreneurs Entrepreneurial" (UV1356).

The (B) case updates the readers on the outcome of the situation described in the (A) case. It provides data on the growth of microfinance in the region. It introduces the possibility of tighter regulation on the industry through the passage of a "microfinance" bill.

A current franchisee of Marble Slab Creamery (producer of the self-proclaimed "Freshest Ice Cream on Earth") was set to open his second location in Waterloo, Ontario. In a recent phone conversation with Marble Slab's Canadian president, the contentious issue of the corporate ice-cream weighing policy had come up. The franchisee was convinced that his managerial abilities and the growth potential of the new location would result in an ultimately successful franchise; however, the president had expressed hesitation at the franchisee straying from the policy. Two questions were foremost in his mind as he weighed his options: 1) What did customers truly value in the Marble Slab service concept? 2) How would the chosen weighing policy affect the customer experience? The franchisee had hopes of owning several Marble Slab franchises, and knew that his weighing policy decision could have lasting effects on his business operations and his relationship with head office.

This is an effective case in an MBA module devoted to the accounting process and the preparation of the three basic financial statements; it is also an excellent exam case. A simple diagram of the three basic financial statements (balance sheet, income statement, and statement of cash flows) is presented and used to capture, codify, and communicate the effects of a series of typical business events. A manager must understand (1) which parts of the financial diagram are affected; (2) in what direction (i.e., increase or decrease); and (3) by what dollar amount, all the while keeping the foundational equation of Assets = Liabilities + Owner's Equity in balance. The case also provides students with the opportunity to prepare a simple statement of cash flows using two sequential balance sheets. Finally, it presents the opportunity for students to work backward from a balance sheet and statement of cash flows to craft the beginning of the year's balance sheet.