個案總覽

This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

This case delves into the operational details of values-based leadership. It addresses core issues including: how do visionary leaders set directions and clear and visible values for the firm; how do they measure performance; and how do they balance the needs of all stakeholders? It explains how the founding entrepreneurs stimulated innovation; how knowledge and capabilities at Infosys are built from top down and bottom up; how sustainability is ensured through a leadership system and how strategies for continued growth are deployed. It analyzes the way behavior and culture influence the course of an entrepreneurial organization's development.

The Saint George Triangle multi-party simulation centers on decision making at a top organizational level. Designed for executives, MBAs, HR professionals, executive coaches and consultants, the exercise presents participants with a series of interconnected case studies, since every decision made creates, in effect, a new case and new circumstances. This simulation requires a minimum of about 24 players. Participants work in small teams of about six people, with each team representing one of six to seven different interest groups. The simulation should be supervised by at least one Principal Facilitator with a deep knowledge of group dynamics. It is suggested that the Principal Facilitator(s) should be assisted by two or three other Facilitators.

As a multi-generational family business with a 100-year history in industrial engineering, the Nash Engineering Company had turned many challenges into opportunities. But in the late 1990s, the market for their products collapsed. The family and executive managers were faced with several options. Should they try to continue as a stand-alone organization? Should they pursue a strategic acquisition? Should the family sell Nash Engineering? There were many factors to consider, among them individual shareholders' need for dividends and liquidity, and the family's sense of pride in their heritage. What was the best solution for the business and the family?

In Fall 2003, Mikhail Khodorkovsky, Russia's richest man and the CEO of Yukos, the second-largest Russian oil producer with a market capitalization of US$26 billion, was arrested and thrown into jail on charges of fraud. Several days later he resigned as CEO of Yukos. This case study tells the story of the rise and fall of a young man whom some would call a brilliant entrepreneur, and others would call a scoundrel. The case includes an interview with Khodorkovsky when he was still CEO, and offers a rare opportunity to examine the leadership philosophy of one of Russia's top business leaders.

As a multi-generational family business with a 100-year history in industrial engineering, the Nash Engineering Company had turned many challenges into opportunities. But in the late 1990s, the market for their products collapsed. The family and executive managers were faced with several options. Should they try to continue as a stand-alone organization? Should they pursue a strategic acquisition? Should the family sell Nash Engineering? There were many factors to consider, among them individual shareholders' need for dividends and liquidity, and the family's sense of pride in their heritage. What was the best solution for the business and the family?

It was long believed that entrepreneurship in Russia is close to impossible without government or mafia connections. This case study argues that, on the contrary, garage-type entrepreneurship is possible in Russia. For the Russians at Frontstep, the company in this case study, however, there were no how-to manuals to turn to. When the employees started making demands for Western-level salaries and benefits, matters came to a head. The problem was solved as the founders developed a hybrid organization, with Western incentives and structures, and Russian corporate culture.

It was long believed that entrepreneurship in Russia is close to impossible without government or mafia connections. This case study argues that, on the contrary, garage-type entrepreneurship is possible in Russia. For the Russians at Frontstep, the company in this case study, however, there were no how-to manuals to turn to. When the employees started making demands for Western-level salaries and benefits, matters came to a head. The problem was solved as the founders developed a hybrid organization, with Western incentives and structures, and Russian corporate culture.

The critical issues facing young adults from family businesses involve balancing responsibility to family with their own career aspirations. The Love and Work case helps students recognize that there are many ways - other than full time employment - for participating in their family business. Rena-a young MBA student from a business family - discusses the deeply emotional issues she faced as she was deciding whether to return to the family firm or seek her own career outside. The case study is structured to allow students to study her conflict and dilemmas, and project their own family business career issues. The final case segment is designed to help students recognize the many forms of important participation that a family business can create, including governance, ownership, and advising. Students' understanding of Rena's emotional struggle and resolution is enhanced by the accompanying 15-minute video interview available through the dedicated case website: http://cases.insead.edu/love-and-work (copy and paste the url into a browser)

It is now recognized that new venture start-ups can offer a career choice that is a little sexier, a little wilder, and in the long run equally lucrative, to the consulting or banking jobs that typically dominate post-MBA career paths. The FrogPubs case describes two entrepreneurial bad boys who ten years ago chose a different path, forming a partnership to develop their own, traditional business start-up. In the case, the two entrepreneurs discuss the thrills and chills involved in writing and implementing their business plan, as well as the lessons they learned while building their successful business brick by brick. The case study is organized in a way that allows discussion based on natural focus points ranging from potential bankruptcy in the early days, to later issues of personnel management, joint-venture partnership and protecting and exploiting a unique but maturing business concept. Please visit the dedicated case website to access case videos and other support material.

Please refer to part A for the abstract

Please refer to part A for the abstract

Please refer to part A for the abstract

Please refer to part A for the abstract

Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia's economic problems, and that foreign firms should avoid investing in Russia for the time being. This case study argues that, on the contrary, Russian companies can be successfully integrated within a multinational organization. It shows that an Anglo-Saxon-style revolutionary change process is not always the best way to proceed in Eastern European organizations; that the commonly accepted goals of rapid change, employee empowerment and a flatter hierarchy are not necessarily appropriate in these organizations in the short-term, moreover that even the definitions of trust, strategy and leadership can differ according to cultural context. The challenge lies in understanding the complexities the lingering influence of the Soviet planned central economy - as well as the Russian culture and management systems.

Supplement to case IN1056. Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia's economic problems, and that foreign firms should avoid investing in Russia for the time being. This case study argues that, on the contrary, Russian companies can be successfully integrated within a multinational organization. It shows that an Anglo-Saxon-style revolutionary change process is not always the best way to proceed in Eastern European organizations; that the commonly accepted goals of rapid change, employee empowerment and a flatter hierarchy are not necessarily appropriate in these organizations in the short-term, moreover that even the definitions of trust, strategy and leadership can differ according to cultural context. The challenge lies in understanding the complexities the lingering influence of the Soviet planned central economy - as well as the Russian culture and management systems.

This case looks at entrepreneurial leadership and business development on several levels. It addresses issues that typically arise in new ventures and bricks to clicks transformation, including: evolution from the messy start-up stage to a more professional organization; entrepreneurship and internal incubators; strategies for continued growth and diversification; and brand management and marketing. It also looks closely at entrepreneurship in the very complex political and economic environment in Russia, and analyses the way past history and culture influence the course of an entrepreneurial organization's development insights which can be applied to organizations in other Eastern European countries. Finally, the case is a chronicle of a founder-entrepreneur¿s hopes, fears and impressions, an intimate look at the birth and growth of an entrepreneurial organization.

Alice in Wonderland (A) showed how the new Managing Director of LVV transformed a trucking company from a "fossilized" and "arthritic" minor subsidiary of a Dutch shipping group into a revitalized organization. The case looks at how her own leadership characteristics, as well as Dutch leadership styles, contributed to the development of an authentizotic culture of trust, affiliation, and meaning for employees, and how the financial situation of the company was turned around as a result. Alice in Wonderland (B) case follows Marike van Lier Lels as she takes on the position of COO of Schiphol Airport. Despite her brilliant previous career successes, her tenure there ends acrimoniously. This case series explores leadership in different contexts, and highlights the management of disappointment. NOTE: Alice in Wonderland (A) was a disguised case, but at the time of writing the (B) case, Marike van Lier Lels gave permission to use her real name.