A Bomb in Your Pocket? Crisis Leadership at Nokia India (B)

This case is a supplement to A Bomb in Your Pocket? Crisis Leadership at Nokia India (A).

<ul><li>Understand how institutional differences can create unintended consequences for an MNE working in an emerging market (early-stage institutions).</li><li>Understand the critical role of a country manager in mobilizing the local organization and the headquarters to respond to a crisis; also, the role of the headquarters to provide flexibility and support to the local executive.</li><li>Understand the inevitable role of the local press in an organizational crisis, and the need for business leaders to deal with the press effectively.</li></ul>The case is written for MBA or senior undergraduate courses on global strategy, leadership, or strategy implementation (also for marketing communications). It works very well with an executive management class. If the case is taught to an undergraduate class, instructors may consider using a role play to help the students grasp the challenges. This case can be an excellent complement to Mattel and the Toy Recalls (A), which presents a headquarters perspective of a crisis and deals with issues of product design and coordination between a firm and its suppliers.

• Multinational
• Global Strategy
• Crisis Leadership
• Communications
• Telecommunications
• Finland
• India
• Ivey/ISB