HBSP (USA)
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George Barker (Spanish version)
Davis, John A.Case HBS-807S20Leadership and People ManagementGeorge Barker, de 40 años de edad, CEO de diseño y desarrollo de la empresa de bienes raíces comerciales de su familia, debe hacer frente a los resultados poco satisfactorios de su hermano Pedro, que también está en el negocio. Aunque el rendimiento de Peter está alterando a George, George siente que va a ser difícil de navegar la propiedad familiar y otros factores de negocio que lidiar con el problema.Starting at €8.20
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Matthew B. Hunter (Spanish version)
Malhotra, Deepak; Davis, John A.Case HBS-809S15EntrepreneurshipMateo Hunter, director general de una empresa familiar de segunda generación, debe gestionar el rendimiento de un gestor de claves en su compañía. Examina el impacto de las relaciones familiares en la gestión del rendimiento.Starting at €8.20
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J. Perez Foods (B) (Spanish version)
Davis, John A.; Lachapelle, KacieCase HBS-813S14EntrepreneurshipComplementa el caso (A).Starting at €5.74
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J. Perez Foods (A), (B) and (C), Teaching Note
Davis, John A.; Sampson, Courtney J.Teaching Note HBS-807134-EEntrepreneurshipTeaching Note to (801-147), (801-148), and (803-163).Starting at €0.00
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J. Perez Foods (A) (Spanish version)
Davis, John A.; Lachapelle, KacieCase HBS-813S13EntrepreneurshipExamines the tensions that occur in family shareholder groups and how to prepare for them and manage them.Starting at €8.20
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Kohl Industries (Spanish version)
Davis, John A.Case HBS-817S06Leadership and People ManagementDescribe un dilema de compensación con un padre y sus tres hijos, que trabajan en diferentes empresas bajo los holdings familiares. El padre, James Kohl, debe ajustar la compensación que se adapte a las necesidades de la familia y el negocio.Starting at €8.20
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Kohl Industries
Davis, John A.Case HBS-808078-ELeadership and People ManagementDescribes a compensation dilemma with a father and his three children, who work in different businesses under the family holding companies. The father, James Kohl, must set compensation that meets the needs of the family and the business.Starting at €8.20
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Fast Track Derailed: The 1997 Attempt to Renew Fast Track Legislation, Abridged
Devereaux, Charan; Lawrence, Robert; Watkins, MichaelCase HBS-HKS302-EEconomicsIn the United States, the president has the Constitutional authority to negotiate international trade agreements. But the Congress has the ultimate authority over trade. This arrangement blunts the negotiating power of the United States in trade talks because other countries know that any commitments made at the table could be altered or rejected by Congress. Therefore, from 1974 to 1993, Congress granted the president fast track authority by com...Starting at €8.20
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International Trade Meets Intellectual Property: The Making of the TRIPS Agreement (Abridged)
Devereaux, Charan; Lawrence, Robert; Watkins, MichaelCase HBS-HKS432-EThis is an abridged version of note NR15-02-1661.0. The focus of international trade negotiations was once quotas and tariffs - how much of a particular product could be imported and the duty levied at the border. As the world economy has experienced deeper integration, attention has shifted away from tariffs and quotas to the complex policies and rules that affect the international movement of goods, services and investment. Such policies incl...Starting at €8.20
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The Eagle and the Dragon: The November 1999 US-China Bilateral Agreement and the Battle over PNTR, Abridged
Devereaux, Charan; Lawrence, RobertCase HBS-HKS475-EThis is an abridged version of note NR14-04-1771.0. On December 11, 2001, China became a member of the World Trade Organization. Many say the 1999 US-China bilateral trade agreement and the vote in Congress to permanently establish normal trade relations with China paved the way for China''s WTO accession. Even though China was not a WTO member, the United States had granted China Most Favored Nation trading status (MFN) since 1979. However, unde...Starting at €8.20