Publication records
Subject(s)
Marketing
Keyword(s)
marketing theory, relationship marketing
In general, as part of the ongoing discussion about the importance of business partnerships in industrial markets, specifically the paper seeks to comment on the Hunt et al. paper in this issue.
With permission of Emerald
Volume
21
Journal Pages
88–91
Subject(s)
Finance, accounting and corporate governance
Keyword(s)
Auftragserfolgsrechnung, Bereichserfolgsrechnung, Betriebserfolgsrechnung, Deckungsbeitragsrechnung, Kalkulation, Kostenartenrechnung, Kostenbegriff, Kostenstellenrechnung, Kostenträgerstückrechnung, Leistungsrechnung, Planauftragserfolgsrechnung, Plankalkulation, Plankostenstellenrechnung, Prozesskostenrechnung, Rechnungsprinzipien, Stückdeckungsbeitragsrechnung, Stückerfolgsrechnung
Volume
7th ed.,
Pages
331
ISBN
978–3540428305
Subject(s)
Product and operations management
Keyword(s)
procurement strategy, change, technology, eProcurement, operations strategy, strategic management
This case study critically examines the journey that British Airways (BA) embarked upon between 1999 and 2004 when changing the structure of procurement to meet the demands of an increasingly competitive marketplace. It also contains an update of the transformation program up to April 2006. Since 1999, the procurement team at BA has been significantly downsized whilst the nature of their work has changed, which has been partly driven with the implementation of a sourcing methodology. This case study looks at how this has contributed to the revision of fortunes for the business, and what challenges it will have to meet for the future.
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Subject(s)
Human resources management/organizational behavior
Keyword(s)
identity, executive educaiton, leadership development
Volume
1
Journal Pages
28–32
Subject(s)
Marketing
Keyword(s)
vertical partnerships, collaborative advantage, trust, non-zero sum games, specific investments
An increased focus on operational performance and the reliance on fewer suppliers by industrial customers call for a higher quality of buyer-seller relationships. This article elaborates on economic explanations for value generated partnerships and describes the distinctive qualities of partnerships as something more than ordinary customer relationships. Particular attention is paid to the managerial implications and pitfalls awaiting companies when pursuing a partnership approach and a definition of vertical partnerships is provided.
With permission of Elsevier
Volume
35
Journal Pages
4–9
Subject(s)
Ethics and social responsibility
Keyword(s)
leadership, ethics, responsibility, corporate social responsibility, CSR, client management, careers
The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.
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Subject(s)
Strategy and general management
Keyword(s)
Crisis management, Sydkraft AB, E.ON AG, E.ON Sverige, Sweden, general management, power failure, electricity outage, Operation Gudrun, Hurricane Gudrun
This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. The A case is the first of a three-part case series. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The initial impact of the storm was about 10 times more powerful than the standard "major disruption" scenario. Sydkraft AB is a Swedish energy company with a corporate history of more than 100 years and became part of the E.ON Group in 2001. What seems to start out as an operational crisis due to damages to the company's network infrastructure is gradually threatening to escalate into a fully-fledged corporate crisis. The case allows participants to assume the roles of several protagonists in the case, in order to solve the tensions that have surfaced during the discussion.
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Subject(s)
Strategy and general management
Keyword(s)
crisis management, Sydkraft AB, E.ON AG, E.ON Sverige, Sweden, general management, power failure, electricity outage, Operation Gudrun, Hurricane Gudrun
This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The B case is the second of a three-part case series and describes a number of measures that the company took as part of "Operation Gudrun" in the aftermath of the severe hurricane.
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Subject(s)
Strategy and general management
Keyword(s)
crisis management, Sydkraft AB, E.ON AG, E.ON Sverige, Sweden, general management, power failure, electricity outage, Operation Gudrun, Hurricane Gudrun
This case illustrates key concepts and lessons about crisis management in the context of the energy sector in Sweden but also relates to broader general management and leadership topics. It portrays the events and actions following a massive hurricane (called "Gudrun") which devastated southern Sweden in January 2005, causing a major power outage among 258,000 of Sydkraft's customers. The C case is the final case of a three-part series and mainly presents authentic reflections by people who were involved in the crisis and the total effort.
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Subject(s)
Ethics and social responsibility
Keyword(s)
leadership, ethics, responsibility, corporate social responsibility, CSR, downsizing, employment
The three cases (Georg, Kati, Mario) can be taught separately or as a threesome devoted to leadership dilemmas/responsible leadership. The cases treat respectively four dilemmas: an ethical dilemma (George); dilemmas concerning personal career goals versus family/spouse goals, and economic versus environmental goals (Mario); and finally a dilemma concerning downsizing and employment (Kati). All three cases at first glance seem to pose rather obvious trade-offs and choices as the student puts himself/herself in the shoes of George, Mario and Kati.
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