The Transeuropa A case describes the way in which the organisation, human resource management policies and the CEO's actions of Transeuropa (a joint venture in the fertiliser business between a major Canadian and Italian company) affect cooperation within the joint venture. The two short cases (A1) (A2) present the issues faced by prospective secondees from the parent companies.
The Transeuropa A case describes the way in which the organisation, human resource management policies and the CEO's actions of Transeuropa (a joint venture in the fertiliser business between a major Canadian and Italian company) affect cooperation within the joint venture. The two short cases (A1) (A2) present the issues faced by prospective secondees from the parent companies.
The Transeuropa A case describes the way in which the organisation, human resource management policies and the CEO's actions of Transeuropa (a joint venture in the fertiliser business between a major Canadian and Italian company) affect cooperation within the joint venture. The two short cases (A1) (A2) present the issues faced by prospective secondees from the parent companies.
The Transeuropa A case describes the way in which the organisation, human resource management policies and the CEO's actions of Transeuropa (a joint venture in the fertiliser business between a major Canadian and Italian company) affect cooperation within the joint venture. The two short cases (A1) (A2) present the issues faced by prospective secondees from the parent companies.
The Transeuropa A case describes the way in which the organisation, human resource management policies and the CEO's actions of Transeuropa (a joint venture in the fertiliser business between a major Canadian and Italian company) affect cooperation within the joint venture. The two short cases (A1) (A2) present the issues faced by prospective secondees from the parent companies.
The Transeuropa A case describes the way in which the organisation, human resource management policies and the CEO's actions of Transeuropa (a joint venture in the fertiliser business between a major Canadian and Italian company) affect cooperation within the joint venture. The two short cases (A1) (A2) present the issues faced by prospective secondees from the parent companies.
The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage.
The case describes the rapid development of BCP into one of the largest banks in Portugal with 6 distinct networks and hundreds of branches. Its growth was based largely on a strategy of customer responsiveness, rooted in a sophisticated approach to market segmentation and in a bold use of information technology and innovation to gain competitive advantage.
Both SNECMA and GE are considering entering the civilian jet engine market. The case analyses how they approach that decision, why they might cooperate, and what issues stand in the way of cooperation: strategic interests of both firms and nations, issues of technology transfer, uncertainties about market development, differences between public and private sector firms, national cultures.
Both SNECMA and GE are considering entering the civilian jet engine market. The case analyses how they approach that decision, why they might cooperate, and what issues stand in the way of cooperation: strategic interests of both firms and nations, issues of technology transfer, uncertainties about market development, differences between public and private sector firms, national cultures.
Both SNECMA and GE are considering entering the civilian jet engine market. The case analyses how they approach that decision, why they might cooperate, and what issues stand in the way of cooperation: strategic interests of both firms and nations, issues of technology transfer, uncertainties about market development, differences between public and private sector firms, national cultures.
Both SNECMA and GE are considering entering the civilian jet engine market. The case analyses how they approach that decision, why they might cooperate, and what issues stand in the way of cooperation: strategic interests of both firms and nations, issues of technology transfer, uncertainties about market development, differences between public and private sector firms, national cultures.
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).
Abstract: See Advanced Drug Delivery Systems: ALZA and Ciba-Geigy (A) - (F).
This case series deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity.
This case series deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity.
Please refer to part A for the abstract.
Please refer to part A for the abstract.
Strategic Agility and Corporate Renewal, Multinational Management, Strategic Alliances, Management of Technology and Innovation, Public Administration Reform
