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The HP-Compaq merger: a battle for the heart and soul of a company (A-D)

Author: Carlock, Randel ; Florent-Treacy, ElizabethINSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2006.Language: EnglishDescription: 18 p. + 8 p. + 16 p. + 7 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: At first glance, HP doesn't seem to be a family firm, but when push comes to shove-as it did during the controversial HP-Compaq merger-family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organizations in which the founding families still have a large financial and emotional stake.Pedagogical Objectives: · Defining the role of board: strategic development and decision-making. · Recognizing the importance of family legacy and shareholders' influence. · Exploring the challenge of leadership: regenerating a highly regarded corporation. · Understanding the significance of corporate culture in organizational transitions.
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INSEAD Case Asia Campus
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Print Consultation only BC007959
INSEAD Case Europe Campus
INSEAD Publications Display
Print Consultation only BC007958
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

· Defining the role of board: strategic development and decision-making.
· Recognizing the importance of family legacy and shareholders' influence.
· Exploring the challenge of leadership: regenerating a highly regarded corporation.
· Understanding the significance of corporate culture in organizational transitions.

At first glance, HP doesn't seem to be a family firm, but when push comes to shove-as it did during the controversial HP-Compaq merger-family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organizations in which the founding families still have a large financial and emotional stake.

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