Innovation

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  1. The Pan American Health Organization CO1-244-I

    Is it possible for a public, inter-governmental, and technical cooperation organization to implement institutional change while maintaining normal performance in different contexts and while achieving objectives established by the member governments, without labor conflicts or a significant overall increase in financial resources?

    This case documents and comparatively analyzes two experiences (Costa Rica and Nicaragua) to answer the question posed above, as these countries provide two different situations in terms of national demand profiles and institutional resources.

    Academic Area:
    Organisational Behaviour | Innovation
  2. ¿Cómo se negocia en España? NG1-107

    This case presents four interviews about the negotiation culture in Spain, conducted with Chinese, French, Cuban and Japanese people who have a broad experience in Spain. They describe and interpret the predominant negotiation culture in Spain from the particular viewpoint of their own culture, and in the different spheres of their business: international commerce, construction industry, technology and the diplomatic world.

    The diversity of perspectives and experiences pose a challenge in summarizing the negotiation culture in Spain, customs, attitudes, beliefs and most common behaviors that are found when searching for solutions to solve a dispute in this country.

    And so, in short, the case does not only address the question of how negotiations are done in Spain but also, for someone who comes to Spain to negotiate, it provides inputs for a discussion on: How should you negotiate with Spaniards?

    Academic Area:
    Others | Negotiation
  3. Banesco Banco Universal DO1-110

    Between 1992 and 2005, Banesco Banco Universal experienced sustainable and inexorable growth within Venezuela’s complex financial and banking market. Venezuela had weathered several political, social and economic crises over the last fifteen years. The vision of its founders Juan Carlos Escotet and Luis Xavier Lujan had been a key driver for the Bank’s success. However, after thirteen years of good decisions and results, Banesco was now a large and complex organization and was starting to show certain weaknesses that needed to be addressed by reviewing management and innovation processes to date. 

    In 2005, the Bank was in a situation in which it was able to launch a number of initiatives and projects designed to leverage strategic objectives. The demand for projects, however, was bigger than the Bank’s capacity to implement them, and it did not seem capable of prioritizing them.

    Academic Area:
    Operations & Supply Chain Management | Innovation
  4. Banesco Banco Universal. DO1-110-I

    Between 1992 and 2005, Banesco Banco Universal experienced sustainable and inexorable growth within Venezuela’s complex financial and banking market. Venezuela had weathered several political, social and economic crises over the last fifteen years. The vision of its founders Juan Carlos Escotet and Luis Xavier Lujan had been a key driver for the Bank’s success. However, after thirteen years of good decisions and results, Banesco was now a large and complex organization and was starting to show certain weaknesses that needed to be addressed by reviewing management and innovation processes to date. 

    In 2005, the Bank was in a situation in which it was able to launch a number of initiatives and projects designed to leverage strategic objectives. The demand for projects, however, was bigger than the Bank’s capacity to implement them, and it did not seem capable of prioritizing them.

    Academic Area:
    Operations & Supply Chain Management | Innovation
  5. A “DECLARATION OF INDEPENDENCE” AT PEREZ-LLORCA DE1-116-I

    Written for law graduates in a postgraduate law program. Requires extensive knowledge of the legal sector and knowledge of many topics. Covers an in-depth analysis of the firm’s situation.

    Academic Area:
    Strategy | Human Resources | Marketing & Communications | Others | Law
  6. MECCA-COLA: MENSAJE EN UNA BOTELLA GE1-111

    Mathlouthi had been for a long time very unsatisfied by the American policy in the Middle East. This disappointment soon turned into a boycott on products perceived by consumers as a symbol of American hegemony. With the possibility of war in Iraq, the boycott intensified and became a global phenomenon during the year 2002. The affected companies were, for example, Burger King, McDonald's, Starbucks, Pepsi and Coke.

    Trying to involve his family in this campaign, Mathlouthi encouraged his son, consumer of Coca-Cola, to stop drinking it: "Agree-said the child, but you have to offer me another alternative drink". Solving this puzzle became a personal challenge to Mathlouthi and began to look for a solution.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  7. WORKCENTER GE1-102

    This case analyzes the trajectory of Workcenter SGD, a Spanish company that offers digital reprography services, from the time of its founding in 1998 up to the beginning of 2005. By that time, the company had surpassed the first growth phase and was confronting important issues concerning its medium and long-term future.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  8. WORKCENTER GE1-102-I

    This case analyzes the trajectory of Workcenter SGD, a Spanish company that offers digital reprography services, from the time of its founding in 1998 up to the beginning of 2005. By that time, the company had surpassed the first growth phase and was confronting important issues concerning its medium and long-term future.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  9. JIT process DO1-014-I-M

    Interacitve case Study comprised of a dynamic comparison of the pull-push processes and a virtual guide of the Ford plant in Almussafes (Valencia).

    Academic Area:
    Operations & Supply Chain Management | Digital Technologies & Data Science | Innovation
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