This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Stanford Graduate School of Business (USA)
-
Amir Dan Rubin: Success from the Beginning (Spanish version)
Pfeffer, JeffreyCase SGSB-OB90 Spanish VersionLeadership and People ManagementIn November of 2010, the board of Stanford Hospital and Clinics announced that Amir Dan Rubin, at the time chief operating officer of the UCLA Hospital System, would become the next CEO at Stanford Hospital and Clinics. Although by 2010 Stanford hospital had largely recovered from a failed merger with the hospital of the University of California, San Francisco, and was financially stable, Rubin would lead an organization that still faced signifi...Starting at €8.20
-
The HBT Merger (China Roles Version)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22CHN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
-
The HBT Merger (U.S. Roles Verison)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22US-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
-
DaVita: A Community First, A Company Secong (Portguese)
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DCase SGSB-OB89-PPLeadership and People ManagementThis case describes the challenges facing CEO Kent Thiry and DaVita while thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a renal dialysis company with a very strong culture based on teamwork, fun, continuous improvement, responsibility and service. Senior management saw DaVita as "a community first and a company second." HCP was an integrated health care provider with a workforce substa...Starting at €8.20
-
NEC Corporation in 2020: Innovating for the Future
Schaede, Ulrike; Ceia, Vanessa; O’Reilly, CharlesCase SGSB-OB106-ELeadership and People ManagementIn 2020, NEC focused on providing advanced IT, network, and data solutions, including cloud computing, AI and machine learning, Internet-of-Things platforms, and 5G networks as well as communication equipment installations. An award-winning company, NEC ranked fifth in the world in AI-related patents. The case study describes NEC’s pathway towards accelerating in-house innovation, and commercializing what its global labs had invented. In 2013, ...Starting at €8.20
-
Lucinda Stewart: Attracting Allies and Mentors
Pfeffer, JeffreyCase SGSB-OB107-ELeadership and People ManagementFor most of her career, Lucinda Stewart was a woman working in contexts-investment banking private equity, venture capital-largely dominated by men. Nonetheless, Stewart had been able, virtually from the beginning of her career, to obtain allies and mentors and, as a consequence, accelerate her career progress (e.g., she was a VC partner in her late 20s). The case describes Stewart’s life, upbringing, and career trajectory, with a focus on the ...Starting at €8.20
-
Tiny Prints Background
Child, M; Rosenthal, SCase SGSB-E426-ELeadership and People ManagementThe Tiny Prints case describes the founding of the online stationery company in 2004, through its growth and evolution to 2007. The three cofounders bootstrapped the company from the beginning, primarily so that they could retain control over the decision-making and strategic direction of the company. While that decision allowed the cofounders flexibility and independence, it also led to capital constraints and a “good enough” culture that had ...Starting at €8.20
-
Tiny Prints (B)
Child, M; Rosenthal, SCase SGSB-E426B-ELeadership and People ManagementPart B of the case explores the management team’s decision to move forward with a purchase offer from Shutterfly or to maintain control of the company and continue to grow organically.Starting at €5.74
-
Mind the Gap: Strategy and Execution of Supply Chain Negotiations
Halevy, Nir; Ostos, LorenaCase SGSB-OB110-ELeadership and People ManagementThe case chronicles the challenges of a consulting team charged with developing and executing a negotiation strategy designed to help a large retailer cut costs by renegotiating their contract with their largest supplier. The disguised case begins by describing the market conditions that led BizCo, a publicly traded office supply retailer, to invite DMB, a top consulting company, to help them restore their price competitiveness. It then describe...Starting at €8.20
-
Crisis Management (B): North American Sporting League Visits Mexico City
Foster, GeorgeCase SGSB-SPM40B-ELeadership and People ManagementA major sports league has decided to run its season opening game in Mexico City. When the teams arrive in the country four days before the event, two of Team A’s star players are kidnapped. The (A) case provides relevant background information about the league, the team, the players, and the planned activities surrounding the season opening game. It also describes what is initially known about the crisis situation. In cases (B) through (F), a...Starting at €5.74