Search results
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Huo's Group: A Professional Manager in a Family Firm in China
Ting Wang; Paul W. Beamish; Zhou Liman; Luo JingjingCase IVEY-9B14C009-EEntrepreneurship, Leadership and People Management, StrategyIn February 2012, a human resources appointment attracted wide attention from China's domestic lubricating oil industry. The iconic general manager of Shell Tongyi (Beijing) Petroleum Chemical Co., Ltd. officially took the position as the chief executive officer (CEO) of Huo's Group, thus returning to work for his former boss, the founder of the former Tongyi Lubricating Oil. Before the merger between Tongyi and Shell in 2006, the private entrepr...Starting at €8.20
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Aspop's Recruitment Predicament
Xiaokang Zhao; Paul W. BeamishCase IVEY-9B17C043-EEntrepreneurship, Leadership and People Management, StrategyIn early 2013, the founder of Shandong Aspop Clothing Apparel Group Co. Ltd. faced the annual “post-holiday recruitment dilemma.” His challenge was typical of the growth challenges that many labour-intensive original equipment manufacturer clothing enterprises in China encountered. Facing rising domestic labour costs, a change in attitudes among workers, the gradual shift of labour preferences from manufacturing industries to service industries, ...Starting at €8.20
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Barrick Gold Corporation - Tanzania
Aloysius Newenham-Kahindi; Paul W. BeamishCase IVEY-9B10M020-ELeadership and People Management, StrategyThis case examines the giant Canadian mining corporation, Barrick Gold Corporation (Barrick), (called Africa Barrick Gold plc since 2009), and the way it engages in sustainable community developments that surround its mining activities in Tanzania. Following recent organized tensions and heightened criticism from local communities, media, international social lobbyists and local not-for-profit organizations (NFOs), Barrick has attempted to deal w...Starting at €8.20
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Human Resource Management in Multinational Banks in Tanzania
Paul W. Beamish; Aloysius Newenham-KahindiCase IVEY-9B07C040-ELeadership and People Management, StrategyThe case examines how the best practices of two banks were organized and managed to provide financial services to a small niche of foreign customers in the mining, tourism and construction sectors in Tanzania. The two banks claimed to be similar in many ways. They both were from countries whose economies were run broadly on neo-liberal lines, in that there was little state intervention in either economy, however, differences existed with respect ...Starting at €8.20
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Online Piracy: Jaywalking or Theft
Alex Beamish; Paul W. BeamishCase IVEY-9B09C018-EInformation Technologies, Leadership and People Management, Service and Operations ManagementIn September 2009, Brian Lee purchased a computer game developed by a major company and, like other customers, he was experiencing difficulty running it. The source of the problems was a highly restrictive system of digital rights management (DRM), which, while more or less universally disliked, was causing serious technical problems for a minority of users. Lee began to share his experience on the company's message board and was engaging in a de...Starting at €8.20
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CHINT Global: Selecting the Next Country Manager
Lin Lu; Min Sun; Paul W. Beamish; Elie Chrysostome; Jingshu ZhangCase IVEY-W32603-ELeadership and People Management, StrategyJames Han, director of strategy and planning at CHINT Group, needed to select the new country manager for the group's branch in Saudi Arabia. The branch was expected to become CHINT's regional hub for the Middle Eastern market, but the incumbent country manager lacked the necessary leadership skills. Han was considering two candidates: Wendy Sun, the country manager in Turkey, and Jack Ma, the country manager in Egypt. Both branches had achieved ...Starting at €8.20
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Lundbeck Korea: Managing an International Growth Engine
Paul W. Beamish; Michael RobertsCase IVEY-9B10M012-ELeadership and People Management, StrategyIn 2005, the vice-president of Lundbeck, a Danish based pharmaceutical firm, needed to decide what to do with one of his most promising subsidiaries, Lundbeck Korea. Over its short lifetime, under the leadership of the country manager and the Asia regional manager, the subsidiary had grown well beyond the original goals set for it. The vice-president wanted to create a reporting structure and management mix that would balance the local demands th...Starting at €8.20
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Siyuan Energy and the Frequent Departure of Executives
Xingshan Zheng; Paul W. BeamishCase IVEY-W32454-ELeadership and People ManagementThe president of Siyuan Energy (Siyuan) faced the long-standing problem of a very high rate of top management turnover. By 2019, Siyuan had grown to five hundred employees and ¥170 million in revenue; however, over the past decade, the turnover rate of executives had grown dramatically. Few of the externally hired executives lasted even a year, and now a number of long-time internal executives were also leaving. Morale was declining at the same t...Starting at €8.20