Stanford Graduate School of Business (USA)
-
Hyundai Motor Group: Fast Follower to Game Changer
Barnett, William; Rhee, Mooweon; Kim, Jae-GuCase SGSB-SM364-EStrategyIn 2022, Hyundai Motor Group had become the world’s third-largest automaker by sales volume. Under Executive Chair Euisun Chung’s leadership, HMG was shaping its vision as a “game changer” in the global automotive industry. The company no longer viewed itself as a traditional car manufacturer, but as a provider of smart mobility solutions. The case study explores Hyundai’s strategies to pivot beyond the “fast follower” mission that had guided i...Starting at €8.20
-
POSCO: Corporate Citizenship
Rhee, Mooweon; Kim, Jae-Gu; Barnett, William P.Case SGSB-SM352-EStrategySouth Korean steelmaking giant POSCO in 2021 had become a global company with businesses in 52 countries. In 2018, POSCO’s new chairman and CEO had inaugurated a broader business philosophy, espousing “Corporate Citizenship” practices as a way for the company to give back to society, beyond the production of steel or creation of jobs. This philosophy included new principles, innovative R&D, action plans, and internal and external cooperation to ...Starting at €8.20
-
The Role of Physicians in Device Innovation: Critical Success Factor or Conflict of Interest
Zenioa S; Burns L; Denend LCase SGSB-OIT105-EInformation Technologies, Service and Operations ManagementAs of 2012, the Physician Payments Sunshine Act of 2009 requires medical device manufacturers to track any payments or gifts they make to physicians that are worth more than $10 and then starting in 2013 to report those that exceed a total of $100 per year to any given doctor. While a majority of doctors, academic medical centers, and pharmaceutical and device companies generally support the principle of greater transparency when it comes to phys...Starting at €8.20