This case study provides an opportunity to explore the person-organisation interface. From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes of leadership.

Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia's economic problems, and that foreign firms should avoid investing in Russia for the time being.

Direct foreign investment in Russia was only 1% of GDP in 1999, and Russian industry was only half as productive in that year as in 1992. Not surprisingly, the prevailing opinion is that privatization has only aggravated Russia’s economic problems, and that foreign firms should avoid investing in Russia for the time being.

Alice in Wonderland (A) showed how the new Managing Director of LVV transformed a trucking company from a "fossilized" and "arthritic" minor subsidiary of a Dutch shipping group into a revitalized organization.

The case looks at the difference in Robert Horton’s and David Simon’s leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two men’s goals were nearly identical, their individual style determined failure for one, and success for the other.

The case contains the description of a major organizational transformation process at the Danish audio-visual company, Bang & Olufsen A/S. It highlights the role of leadership played in the change process. Additional issues concern human resource management practices, the management of innovation and strategic marketing.

The case in three parts describes the do's and don't's of a downsizing process in a high-tech company. It contains numerous examples of the different issues that arise during a downsizing effort and makes suggestions about how - and how not - to deal with these issues.

The case in three parts describes the do's and don't's of a downsizing process in a high-tech company. It contains numerous examples of the different issues that arise during a downsizing effort and makes suggestions about how - and how not - to deal with these issues.

The second part of the case (B) shows how the CEO belatedly took control of the transformation process himself and turned it around.

The case in three parts describes the do's and don't's of a downsizing process in a high-tech company. It contains numerous examples of the different issues that arise during a downsizing effort and makes suggestions about how - and how not - to deal with these issues.