International Journal of Case Studies in Management (IJCSM)
Showing 406–420 of 652 results
-
Le FC Barcelone : « Més que un club »
8,00 $ – 50,00 $ÉTUDE DE CAS. Le récit retrace l’évolution de cette organisation en parallèle avec l’évolution du contexte sociopolitique espagnol et catalan.
-
Market Expansion at cms electronics
8,00 $ – 50,00 $CASE STUDY. How geographic shifts in the centre of gravity of a global industry can affect the global supply chain management and internationalization strategies of a relatively small industry player.
-
Eleanor Roosevelt: A Late Bloomer, a Great Leader
8,00 $ – 50,00 $CASE STUDY. Coming from a wealthy family on the East Coast of the United States, niece of a President, wife of a President, woman with, in many respects, an avant-garde spirit, a model for many, Eleanor Roosevelt had all the qualities of a fairy-tale’s heroine. Her life was however nothing of the sort.
-
Texas Instruments and the Branding of Light: The Digital Light Processing (DLP™) Case
8,00 $ – 50,00 $CASE STUDY. The case presents the use of the strategy of ingredient branding in a product category where this type of strategy is still relatively new.
-
Mettre le cirque en vitrine… festivalière?
8,00 $ – 50,00 $ÉTUDE DE CAS. Ce cas sectoriel traite de la création d’un festival circassien et des enjeux inhérents au secteur au Québec, et d’en quoi un festival répondrait (ou non) auxdits enjeux.
-
Measuring the Results of the HR Function: The Case of the Société de transport de Montréal’s Staffing and Workforce Planning Division
8,00 $ – 50,00 $CASE STUDY. The case places students in the position of an external consultant who is mandated to identify and develop indicators that will be used to establish a balanced scorecard for the head of the Staffing and Workforce Planning Division of the Société de transport de Montréal (STM).
-
Accessing the Montréal-Pierre Elliott Trudeau Airport: A Real Dilemma!
8,00 $ – 50,00 $CASE STUDY. This case is based on a real situation; it looks at the management of access to Montreal’s Pierre-Elliott-Trudeau Airport from the city centre via public transport.
-
Emmanuelle Guérin’s Rocky Start as a Project Manager
8,00 $ – 50,00 $CASE STUDY. This thought-provoking case seeks to generate discussion around project team support. It does so through the experience of Emmanuelle Guérin, a 26 year-old woman who has been asked to lead a project team.
-
Hydro-Québec : Le projet de la boucle montérégienne
8,00 $ – 50,00 $ÉTUDE DE CAS. Certains propriétaires s’organisent pour former la Coalition des citoyens et citoyennes du Val-St-François. Ils contestent les méthodes d’Hydro-Québec dans l’affaire, et démarrent un recours juridique visant l’arrêt des travaux.
-
Pierre Théberge and the Montreal Museum of Fine Arts
8,00 $ – 50,00 $CASE STUDY. This case recounts the history of the management and internal workings of the Montreal Museum of Fine Arts during the 1980’s.
-
Tamara Johnson: A Crucial Career Step
8,00 $ – 50,00 $CASE STUDY. Taking stock of her managerial skills both vis-à-vis subordinates as well as peers and superiors, and to establish her credibility in an area where she was not a specialist. It also came with its set of challenges related to day-to-day management.
-
Managing Preferred Suppliers at Komatsu Canada
8,00 $ – 50,00 $CASE STUDY. The case presents the approach adopted by Komatsu to build and maintain business relations with its preferred suppliers.
-
The Logistics Challenges of Recycling Tires in Quebec
8,00 $ – 50,00 $CASE STUDY. The implementation of a network for the collection and distribution of used tires in Quebec raises issues related to matching supply and demand and raises problems of reverse logistics.
-
Transportation Management in Quebec’s Paint Recovery Network
8,00 $ – 50,00 $CASE STUDY. This case describes the collection network for recovered paint in Quebec and highlights a question being debated by decision makers in the management organization that oversees this network.
-
The National Arts Centre: A Unique Institution in North America
8,00 $ – 50,00 $CASE STUDY. In 2006, it was time for the management team to take stock of the first plan, to assess the results achieved and to develop a second strategic plan based on the successes and the adjustments needed to improve its position in areas where the NAC was still falling short of stakeholders’ expectations.
Showing 406–420 of 652 results