Search results
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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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Samsung: The Internet of Things - Teaching Note
Paul Okundaye; Nicole R.D. HaggertyTeaching Note IVEY-8B19E020-EInformation TechnologiesTeaching note for product 9B19E020.Starting at €0.00
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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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Exotic Expeditions Tanzania Ltd.: Competing in Highly Saturated Markets - Teaching Note
Nicole R.D. Haggerty; Serena Virani; Caroline Wu; Victoria Stopar; Fatima HaqTeaching Note IVEY-8B20A006-EMarketingTeaching note for product 9B20A006.Starting at €0.00
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Turbulent Times for TikTok’s Platform Strategy
Nicole R.D. Haggerty; Vivian ZhangCase IVEY-W24908-EInformation Technologies, StrategyAt the beginning of 2021, TikTok was facing multiple market threats and had to decide what strategies to implement to manage them. TikTok was the world’s largest short-video platform, with users in 155 countries. But along with great success in entering nStarting at €8.20
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Dow Chemical Co.: Big Data in Manufacturing - Teaching Note
Mustapha Cheikh-Ammar; Nicole R.D. Haggerty; Darren Meister; Ramasastry ChandrasekharTeaching Note IVEY-8B17E014-EInformation TechnologiesTeaching note for product 9B17E014.Starting at €0.00
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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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Privacy Issues and Monetizing Twitter
Deborah Compeau; Nicole R.D. Haggerty; Shady FraihaCase IVEY-9B11E002-EEntrepreneurship, Information Technologies, StrategyIt was early 2010, and the Twitter Trio, the founders of Twitter, were faced with a changing market situation and pressures to make money. Twitter was a free service that had been operating without a viable business plan since 2006. In early 2010, Twitter was still not making enough money and it was time that Twitter showed a real return on investment. The Trio had to decide on a business model that was competitive. There was a data-mining projec...Starting at €8.20