Ivey Business School (Canada)
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Relying On External Knowledge For Competitive Advantage: Why It Might Not Work
Hari Bapuji; David Loree; Mary M. CrossanArticle IVEY-9B11TC05-EStrategyMany 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 ...Starting at €8.20
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Linking Candour to Leadership Character with Gen. Rick Hillier
Mary M. Crossan; Alyson ByrneArticle IVEY-9B13TF01-ELeadership and People ManagementLack 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 ...Starting at €8.20
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Engaging the Moment Makes Better Leaders
Mary M. Crossan; Corey CrossanArticle IVEY-9B15TA04-ELeadership and People ManagementAs Austrian neurologist and psychiatrist Victor Frankl noted, the space between stimulus and response creates an opportunity to engage the moment in a way that can be transformative. However, engaging the moment is difficult because attention on the task at hand can be drawn away by past experiences, as well as expectations for the future. The ability to engage the moment is developed over time and anchored in competence, character and commitment...Starting at €8.20
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CampusHash: Evolving Business Model of an Entrepreneurial Venture
Atul Arun Pathak; Saroj Kumar Pani; Anish AgarwalCase IVEY-9B19M098-EEntrepreneurship, StrategyIn January 2016, the three partners of CampusHash Technologies LLP (CampusHash), an Indian start-up focused on conducting software training programs, had to make some pressing strategic decisions. CampusHash’s revenues had not grown as expected and the paStarting at €8.20
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A Not So Rosy Situation: Bill Aziz's Challenge at White Rose Crafts and Nursery Sales Limited - Teaching Note
Mary M. Crossan; Gerard Seijts; Ken MarkTeaching Note IVEY-8B07M53-EEntrepreneurship, StrategyTeaching note for product 9B07M053.Starting at €0.00
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BharatAgri: Strategy of an Indian Agritech Startup
Aashish Argade; Atul Arun PathakCase IVEY-9B20M151-EEntrepreneurship, StrategyIn June 2019, the cofounders of BharatAgri, an Indian agritech (agricultural technology)-focused entrepreneurial venture, were reviewing their strategy. BharatAgri leveraged information technology to provide crop-management related advisory services to InStarting at €8.20
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The North West Company: Cross-enterprise Strategy
Stephen R. Foerster; Mary M. Crossan; James E. Hatch; Ken MarkCase IVEY-9B07M047-EEntrepreneurship, StrategyThe North West Company cases allow students to take a cross-enterprise leadership approach in looking at the dilemma facing the president and chief executive officer of The North West Company (North West), a food and general merchandise retailer operating primarily in Northern Canada. In early 2003, North West had negotiated a master franchisor agreement with Giant Tiger Stores Limited (Giant Tiger) with the objective of opening stores west of Wi...Starting at €8.20
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Apple A
Mary M. Crossan; William T. WatsonCase IVEY-9B12M027-EEntrepreneurship, Leadership and People Management, StrategyThe 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, critic...Starting at €8.20
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Treks `n Rapids: Adventure Sports Tourism in India
Atul Arun Pathak; Sanjeev VarshneyCase IVEY-9B15M103-EEntrepreneurship, StrategyIn September 2014, the co-founder and director of Treks `n Rapids, a leading adventure sports tourism company in New Delhi, India, needs to re-evaluate the company strategy. The adventure sports tourism industry has tremendous potential for growth in India, largely due to the number of young professionals with disposable incomes and a desire for new experiences, and is witnessing increased demand from a variety of profitable customer segments, bo...Starting at €8.20
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Moonka Auto: Recruiting Salespeople
Atul Arun Pathak; Gyanesh MishraCase IVEY-9B16A033-EEntrepreneurship, Marketing, StrategyIn April 2016, the owner of Moonka Automobile, a two-wheeled vehicle dealership for Honda Motor Company Ltd., was facing some difficult decisions regarding recruitment for Moonka Automobile’s new branch in Jamshedpur, India. The owner wanted to improve the process for recruiting salespersons for this second branch. In addition to the constraints of a tight budget, limited managerial time and availability, and the need to complete the recruitment ...Starting at €8.20