個案總覽

Business schools have done an admirable job of teaching competencies, and many business organizations have defined the framework of competencies that are required to be successful in the institution. However, much less attention has been spent on leadership character and the importance of commitment to the leadership role. There is no consistent understanding among executives about what character means, despite a concurrence that it is important. The movie Invictus portrays Nelson Mandela in his first year as the first black president of the newly desegregated South Africa as he persuades not only both black and white populations to support the national rugby team in its effort to win the World Cup but also the players themselves. It provides a truly brilliant illustration of not only the competencies required to lead but also the leadership character and commitment that are needed to lead during trying times.

Louis Vuitton, the flagship group within Moët Hennessy Louis Vuitton (LVMH), had contributed to the stellar growth of the group in 2010 and 2011. But, there were clouds on the horizon. Was the recent growth sustainable? What steps should Louis Vuitton take to address upcoming challenges? This case takes the student through the challenges a global company faces as it tries to grow a business that is based on one of the most valued high-end brands in the world. The case reveals the fundamental strategic tension between what a firm needs to do, given the competitive environment, what it can do, given its resources and organization, and what leaders want to do, given their fundamental motivations and beliefs, which shape the way they see the issues.

Louis Vuitton, the flagship group within Moët Hennessy Louis Vuitton (LVMH), had contributed to the stellar growth of the group in 2010 and 2011. But, there were clouds on the horizon. Was the recent growth sustainable? What steps should Louis Vuitton take to address upcoming challenges? This case takes the student through the challenges a global company faces as it tries to grow a business that is based on one of the most valued high-end brands in the world. The case reveals the fundamental strategic tension between what a firm needs to do, given the competitive environment; what it can do, given its resources and organization; and what leaders want to do, given their fundamental motivations and beliefs, which shape the way they see the issues.

Lack of candour stems from avoidance of difficult or uncomfortable situations. However, what begins as an attempt to avoid difficulty often turns into a series of bad decisions and bad consequences. Candour allows organizations to have better idea generation, faster problem solving through avoiding “beating around the bush,” and more efficient processes. The authors argue that candour requires character and that with character comes the judgment that ensures the appropriate expression of candour. Their research has shown that candour requires depth of character across eleven dimensions. <br><br>To understand candour in practice, the authors have interviewed General Rick Hillier, former Chief of the Defence Staff of the Canadian Forces. Hillier defines positive candour as that which focuses on a leader’s charges. He refers to leaders making comments for personal gain — such as in the case of certain whistleblowers — as an example of negative candour. He explains that if a leader acts candidly, then they must expect their subordinates to be equally candid and must not punish them for doing so. Arguably, being candid is the best way to treat people fairly. However, Hillier clarifies that candour is culturally bound and that leaders must be patient and polite in their interactions with foreigners in order to ensure effective communication.

Corporate directors should look for three criteria in executives: competencies, commitment, and character. This article focuses on leadership character, the least understood of the three criteria. The authors met with over 300 business leaders on three continents, who identified character weaknesses or defects — including overconfidence, lack of transparency, and lack of accountability — as central to the Global Financial Crisis. The authors posit 11 dimensions of character — integrity, humility, courage, humanity, drive, accountability, temperance, justice, collaboration, transcendence, and judgment. They examine why character has not been studied extensively, given its relation to the crisis, and point to the lack of resources that the private and public sectors have spent on studying character (in contrast to competencies), as well as the common misperception of character as a “soft,” non-quantifiable construct. Character is revealed by how individuals behave in particular situations, and a full character assessment requires a deep and wide-ranging examination of a person’s life and work history over an extensive time period. Directors can influence character development in their organizations by discussing dimensions of character during appraisal processes, developing formal leadership profiles, and introducing character-focused discussion into their own board assessments.

This six-part video case series features social entrepreneur Craig Kielburger as he faces pivotal moments in his life and the remarkable evolution of his organization. The primary dilemmas are strategic in nature and their solutions rely on leadership and social entrepreneurship. Students assume the role of Craig Kielburger in each case, which begins with a video set-up, followed by a short one- or two-page case and a discussion, and concludes with Craig describing what happened in a video clip. (This no-fee product consists of five of the six cases. Use product #9B12M031 to order the remaining case.)

The Apple A and B cases provide two different perspectives on the evolution of the computer and electronics firm Apple and are designed to evoke debate about models of strategy, organization, and leadership. The A case presents the story of Apple from a hindsight rational analytic perspective in which students are able to apply a variety of models about strategy, organization, leadership, and innovation. The B case presents a more nuanced, critical account of Apple’s development, attributing some of its success to happenstance and good fortune, and also raises questions about Jobs’s leadership.

This case is a supplement to Apple A.

The chief executive officer of Mission Hills, a Chinese golf course operator, is reviewing a handful of expansion options. In August 2011, Mission Hills has three large land holdings in Shenzhen, Dongguan, and Haikou, 12,000 employees and 22 golf courses. In addition to golf courses, it owned two luxury hotels and sold houses built within its properties. Mission Hills occupies an average of 60 per cent of the land it currently owns, and Chu is trying to decide if growth should come by expanding to a third Chinese province or if it should continue building in its current land holdings. He wants to identify and mitigate some of the risks that come with running a high growth business.

This six-part video case series features social entrepreneur Craig Kielburger as he faces pivotal moments in his life and the remarkable evolution of his organization. The primary dilemmas are strategic in nature and their solutions rely on leadership and social entrepreneurship. Students assume the role of Craig Kielburger in each case, which begins with a video set-up, followed by a short one- or two-page case and a discussion, and concludes with Craig describing what happened in a video clip. (This product consists of one of the six cases. Use product #9B12M031B to order the remaining five cases.)

The chief executive officer of Mission Hills, a Chinese golf course operator, is reviewing a handful of expansion options. In August 2011, Mission Hills has three large land holdings in Shenzhen, Dongguan, and Haikou, 12,000 employees, and 22 golf courses. In addition to golf courses, it owns two luxury hotels and sells houses built within its properties. Mission Hills occupies an average of 60 per cent of the land it currently owns, and Chu is trying to decide if growth should come by expanding to a third Chinese province or if it should continue building in its current land holdings. He wants to identify and mitigate some of the risks that come with running a high-growth business.

This six part video case series features social entrepreneur Craig Kielburger as he faces pivotal moments in his life and the remarkable evolution of his organization. The primary dilemmas are strategic in nature and the solutions rely on leadership character and social entrepreneurship. Students are able to walk in the shoes of Craig Kielburger in each case which begins with a video set up, followed by a short one or two page case and associated discussion and concluding with Craig describing what happened in a video clip.

The Apple A and B cases provide two perspectives on the evolution of Apple and are designed to evoke debate about models of strategy, organization and leadership.

The Apple A and B cases provide two perspectives on the evolution of Apple and are designed to evoke debate about models of strategy, organization and leadership.

The sum of virtues, values, and traits equals good character, which, in addition to competence and commitment, is one of the three components that make a leader effective and respected. For many, however, virtues and values remain undefinable or elusive. These authors define and de-construct them, and in the process demonstrate how character helps people in their personal journeys to become better leaders. Furthermore, they explain how character develops and why it matters.

This note was prepared as a practical guide for strategic analysis and action. The intent is to introduce students to the breadth of material in strategic management and to enable students to apply strategic analysis in a decision-making process. This note uses the perspective of a general manager in approaching strategic issues.

This note was prepared as a practical guide for strategic analysis and action. The intent is to introduce students to the breadth of material in strategic management and to enable students to apply strategic analysis in a decision-making process. The point of view we take on strategic issues is that of a general manager.

As of 2010, ING DIRECT USA has had a successful first decade, having grown into one of the largest U.S. banks with $90 billion in assets. It has developed an innovative culture and a unique approach to banking, and has a strong brand name. As a result of a regulatory requirement in the Netherlands, ING Group is required to divest ING DIRECT USA by 2013. The chairman, president, and chief executive officer is reviewing his organization and thinking about what challenges the firm will face in the future.

Many managers believe that the acquisition and application of knowledge from external sources will have a clear impact on firm performance and innovation, yet little research exists that helps managers determine the impact of that knowledge. This article seeks to examine whether the use of external knowledge delivers the competitive advantage often claimed. It explains that the outcome of using external knowledge sources may not be positive, and is dependent on a firm’s strategies and capabilities. The authors use a study of the fifteen largest firms in the semiconductor industry to reinforce their arguments.

Spreadsheet for product 9B09N014.