Tom Peters urges CEOs to keep people and parts of the enterprise continually reinventing themselves, and to keep looking at oddball sources for new technology and at oddball…
Abstract
Tom Peters urges CEOs to keep people and parts of the enterprise continually reinventing themselves, and to keep looking at oddball sources for new technology and at oddball people for fresh ideas. As chief strategists/marketers, they need to keep their organizations in search of “Wow!”
Elizabeth Seigne, Iain Coyne, Peter Randall and Jonathan Parker
This paper examines the relationship between personality characteristics - as indexed by the ICES Personality Inventory (Bartram, 1994; 1998) and the IBS Clinical Inventory…
Abstract
This paper examines the relationship between personality characteristics - as indexed by the ICES Personality Inventory (Bartram, 1994; 1998) and the IBS Clinical Inventory (Mauger, Adkinson, Zoss, Firestone & Hook, 1980) - and bullying behavior. Although it proved to be difficult to obtain a large enough sample of bullies, the findings indicated that bullies are aggressive, hostile, and extraverted and independent. Furthermore, bullies are egocentric, selfish, and show little concern for the opinions of others. High levels of aggressiveness, assertiveness, competitiveness and independence are traits that are also associated with leadership.
Larry Gene Straub and John Perry
The case illustrates how environmental forces affect an industry’s profitability. PESTEL and five forces analyses can be used to examine the retail agricultural equipment industry.
Abstract
Theoretical basis
The case illustrates how environmental forces affect an industry’s profitability. PESTEL and five forces analyses can be used to examine the retail agricultural equipment industry.
Research methodology
Single case study.
Case overview/synopsis
Jonathan Sullivan has a decision to make. His company is struggling due to difficult industry conditions. He is questioning if the company can continue to survive. MEC is an agricultural equipment dealer. The industry has experienced boom-and-bust periods since the company was founded. But the current downturn seems different. The past five years have been difficult as manufacturers have changed their dealership practices. Jonathan has struggled with some of the new practices the manufacturers have implemented. These new practices could negatively impact the company’s ability to survive. Jonathan wonders, “What is the best path forward for the business?”
Complexity academic level
The case is designed to be used in an undergraduate strategic management course.
Details
Keywords
Notes the growth of bullying in the workplace; defines “bullying” and discusses forms of bullying. The action that should be taken by managers and organisations is reviewed.
Abstract
Notes the growth of bullying in the workplace; defines “bullying” and discusses forms of bullying. The action that should be taken by managers and organisations is reviewed.
Details
Keywords
Peter van Laarhoven, Magnus Berglund and Melvyn Peters
Discusses the results of a survey among shippers in several European countries involved in outsourcing their transport, warehousing and other logistics activities. The survey…
Abstract
Discusses the results of a survey among shippers in several European countries involved in outsourcing their transport, warehousing and other logistics activities. The survey, which is a joint initiative of the universities of Cranfield, Eindhoven, Linköping and Rotterdam (Erasmus) and of ManDat GmbH, is a sequel to a similar survey carried out five years ago and has led to a renewed insight into the characteristics of logistics partnerships, the key success factors for making partnerships work, the concerns that shippers have about outsourcing and the benefits they expect to receive from it. The survey has led to two major observations: first, that the scope and level of sophistication of the partnerships has increased over the last five years, be it very gradually, and second, that the perception of outsourcing by shippers has not changed over the last five years.
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Darcy McCormack, Gian Casimir and Nikola Djurkovic
***as provided****
Peter J. Kennedy and Robert J. Avila
This disguised case aims to describe a scenario planning project to improve decision making for a manufacturer operating in Brazil's confusing, unpredictable politico‐economic…
Abstract
Purpose
This disguised case aims to describe a scenario planning project to improve decision making for a manufacturer operating in Brazil's confusing, unpredictable politico‐economic environment. “BrasilAuto's” management team faced a range of complex choices related to capacity, vehicle mix, pricing, distribution, dealer relationships, exports, labor and government relations.
Design/methodology/approach
The consultants used a combination of scenario planning and quantitative analysis to answer the company's two key questions: where is the country headed and how many vehicles can we expect to sell, looking across a range of business environments?
Findings
As a result of the scenario exercise, company execs had a better idea of what to watch for in the political sphere and how to anticipate the actual market impact of changing economic policy options. Having looked at the range of plausible business environments hard and carefully, their uncertainty was significantly less unsettling or paralyzing than it had been.
Practical implications
The consultants discuss the lessons learned – for the client and for improving the process.
Originality/value
It's rare to have an insider's view of a scenario process that attempts to produce both quantitative and qualitative insights into a range of distinctly different political/economic futures and their impact on an industry.