Publication records
Subject(s)
Economics, politics and business environment; Finance, accounting and corporate governance
Keyword(s)
Banking, Eurozone crisis
Subject(s)
Strategy and general management
Keyword(s)
Business strategies, implementing strategy, entrepreneurship, innovation, organizational culture, organizational design, startup
The case describes the management practices and leadership principles of a media monitoring company. The company was founded in 1997 with the objective to become a leader in the German media monitoring market. In 2012, the company had achieved the goal the three founders had envisaged. They had acquired a dedicated group of employees, a tightly knit, family-like unit, which Landau called a “community of values.” These values were the basis of his leadership style, emphasizing participation, continuity, transparency, a continuous improvement to raise product quality, customer, and family orientation. The company governance structure, and facilities all reflected this core philosophy as well. During the past years a new set of challenges – namely, change of media usage triggered by iPhones and iPads, social media, and do-it-yourself media monitoring software - were threatening the company’s success and Lothar Landau was concerned whether his creation was prepared for the next 15 years.
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Subject(s)
Information technology and systems
Volume
35
Journal Pages
70–79
Subject(s)
Entrepreneurship
Keyword(s)
entrepreneurship, medical equipment & device industry
The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions (“intrapreneurship”) in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student’s capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking “Was it worth it?”
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Subject(s)
Entrepreneurship
Keyword(s)
entrepreneurship, medical equipment & device industry
The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions (“intrapreneurship”) in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student’s capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking “Was it worth it?”
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Subject(s)
Entrepreneurship
Keyword(s)
entrepreneurship, medical equipment & device industry
The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions (“intrapreneurship”) in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student’s capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking “Was it worth it?”
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Subject(s)
Human resources management/organizational behavior
Secondary Title
Careers without borders: Critical perspectives
Pages
185–204
ISBN
978-0415501156
Subject(s)
Economics, politics and business environment
Secondary Title
Europäisches Beihilfenrecht
Pages
186–195
ISBN
978-3-8329-5758-2
Subject(s)
Economics, politics and business environment
Secondary Title
Europäisches Beihilfenrecht
Pages
524–531
ISBN
978-3-8329-5758-2