Managing Knowledge at Booz-Allen and Hamilton: Knowledge On-Line and Off (B)

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By John R. Weeks, Charles Galunic, Joris Beerens, Robert Oushoorn
Published 01 Aug 2004
Reference 4846
Topic Leadership & Organisations
Region Global
Industry Consulting

Case B:

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CASE STUDY

Culture and Leadership at IBM

By John R. Weeks

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To explain the role that corporate culture has played in the performance of IBM, this case traces the culture of IBM under four of its influential leaders: Thomas Watson, Sr., Thomas Watson , Jr., John Akers and Lou Gerstner. Particular attention is paid to Gerstner's impact revitalizing the culture and bringing the company back, in some sense, to its cultural roots.

Published 01 Jan 2004

Reference 5239

Topic Leadership & Organisations

Region Global

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Culture and Leadership at IBM

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By John R. Weeks
Published 01 Jan 2004
Reference 5239
Topic Leadership & Organisations
Region Global

To explain the role that corporate culture has played in the performance of IBM, this case traces the culture of IBM under four of its influential leaders: Thomas Watson, Sr., Thomas Watson , Jr., John Akers and Lou Gerstner. Particular attention is paid to Gerstner's impact revitalizing the culture and bringing the company back, in some sense, to its cultural roots.

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CASE STUDY

Changing the Culture at DEI Airlines

By John R. Weeks

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The new CEO of DEI airlines is faced with the challenge of creating a customer service oriented culture in a company that is losing money, needs to shed staff, has a terrible reputation among passengers, and is still driven by the subcultural differences resulting from its merger ten years ago.

Published 26 Nov 2002

Reference 5071

Topic Leadership & Organisations

Region Europe

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Changing the Culture at DEI Airlines

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By John R. Weeks
Published 26 Nov 2002
Reference 5071
Topic Leadership & Organisations
Region Europe

The new CEO of DEI airlines is faced with the challenge of creating a customer service oriented culture in a company that is losing money, needs to shed staff, has a terrible reputation among passengers, and is still driven by the subcultural differences resulting from its merger ten years ago.

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