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    1. Irlanda: El Tigre Europeo

      López, Antonio; Gual, Jordi
      Case ECON-415
      Economics
      Después de varios años de extraordinario crecimiento económico, que habían convertido a Irlanda en el "Tigre Celta", equiparable a lo sucedido en las economías dinámicas del sudeste asiático a mediados de los noventa y en 2000, el gobierno de Irlanda decidió cambiar su política fiscal hacia una postura más expansionaria. Por consiguiente, las prioridades del país pasaron del crecimiento económico a la reducción de la pobreza a través de políticas...

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    2. Ireland: The Celtic Tiger

      López, Antonio; Gual, Jordi
      Case ECON-415-E
      Economics
      After several years of extraordinary economic growth that had turned Ireland into the "Celtic Tiger", drawing comparisons to Southeast Asia's dynamic economies of the early to mid 90s, in 2000, Ireland's government decided to shift its fiscal policy towards an expansionary stance. The country's priorities. therefore, changed from economic growth to poverty reduction through income and fiscal policies.

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    3. John Roux at Con Roux Construction - Teaching Note

      Miller, Paddy
      Teaching Note FHT-40-E
      Leadership and People Management
      (see case FH-697-E)

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    4. Con Roux Construction (C)

      Miller, Paddy
      Case FH-570-E
      Leadership and People Management
      The case resumes the history of Con Roux Construction as covered in cases (A) and (B).

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    5. Con Roux Construction (C)

      Miller, Paddy
      Case FH-570
      Leadership and People Management
      El caso continúa la historia de Con Roux Construction que se trataba en los casos (A) y (B).

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    6. Con Roux Construction (B)

      Miller, Paddy
      Case FH-498
      Leadership and People Management
      The case resumes the history of Con Roux Construction as covered in case (A) (DG-990). Two years after the winning of productivity gold awards, the company has fallen on hard times with the founder of the business taking over from his son. The case deals with the issue of the reversion to the father's autocratic style and the cessation of the productivity programmes which had proved successful in the past.

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    7. Con Roux Construction (Pty) Ltd. (A)

      Ferreira, Anton; Miller, Paddy
      Case DG-990-E
      Leadership and People Management
      Con Roux Construction covers a period of 4 years, 1987-1991 in which the company undergoes a change of management, introduces radically different management systems and, in the process, is awarded a gold medal from the National Productivity Institute of South Africa. The issue that faces the new management is how to sustain this process into the 90s while trying to survive in a declining market.

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    8. The Managerial Dilemma of E-Toll Route Implementation in South Africa

      Ntoi, Hlompho; Thomas, Lawrence; Vilà, Joaquim
      Case SM-1643-E
      Decision Analysis, Innovation and Change, Strategy
      In 2007, South African National Roads Agency Ltd (SANRAL) decided to introduce a radical and advanced urban tolling system called the Gauteng Freeway Improvement Project (GFIP). The project entailed the expansion of the province's single-direction three-lane highways to single-direction five-lane routes. Large toll gantries were to be built in order to process usage data as a means of billing users electronically via a strict user pay system. P...

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    9. John Roux at Con Roux Construction (A)

      Miller, Paddy
      Case FH-697-E
      Leadership and People Management
      The case covers the first year of a new managing director at Con Roux Construction. Previously the financial director and a member of the Roux family, John Roux assumes the senior management role when the company is in serious trouble. The company has taken on several projects that have lost money and is facing serious problems. This case enters the scenario one year after John Roux has tried to correct the situation.

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    10. Con Roux Construction (B)

      Miller, Paddy
      Case FH-498-E
      Leadership and People Management

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