A growing number of companies declare, e.g., in annual reports, on company websites or in strategy documents, that they subscribe to what Michael Porter and Mark Kramer have labeled ‘strategic CSR' (2006) or ‘shared value' (2011). Shared value involves creating economic value in a way that...

The good, the bad and the ugly is portrayed in Turbulence: Boeing and the State of American Workers and Managers, a longitudinal case study of Boeing Commercial Airlines and its employees during a decade of chaos and turmoil. Why Boeing? As the United States' largest exporter and as half of a...

This paper is focused on cultural due diligence as a tool to handle the changes related to a merger and acquisition process. The main goal is to provide a framework to handle the whole merger process in a proactive perspective to managing changing. For a due diligence to be strategic in the...

Organizations struggle when trying to manage an existing business and a related new strategic experiment simultaneously.The new venture must forget much of what has helped the corporation become successful but must borrow its resources at the same time.Case studies of ten companies conducted by...

Explores what organizational culture is, how founders create and embed cultural elements into their firms, why first-generation companies develop distinctive cultures, and the implications present when making the transition from founders or owning families to professional managers....