Entrepreneurs vs. Executives at Socaba.com (HBR Case Study and Commentary)  

Oleh:

Maruca, Regina Fazio ; Scott, Tom ; Murguia, Ted ; Comaford, Christine ; Robbins, Stever

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 78 no. 4 (2000), page 30-42.
Topik: entrepreneurs; electronic commerce; entrepreneurs; HBR case discussions; management teams; organizational change; venture capital

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.15 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

Lihat Detail Induk

Isi artikel

It's been four years since Dave Souza, Joe Castle, and Ryan Bahar started Socaba.com - an e - business that sells office supplies and services. Six months ago, acting on the advice of their VC, the young founders hired three seasoned managers to help bring the business to the next level. The new executives appeared to complete the Socaba management team. But even as early as the welcome lunch for the three, a rift between the insiders and outsiders developed. Just minutes after the party, the founders were seen drifting into Dave's office to assess the three newcomers. Such exclusionary meetings have continued on both sides, further aggravating the situation. To complicate matters, one of the company's main competitors wants to partner with Socaba, and there's controversy about whether to enter into the deal. Socaba.com is at a crossroads - the company is in position to grow, but internal conflicts could hold it back. In R00408 and R00414, commentators Tom Scott, Ted Murguia, Christine Comaford, and Stever Robbins offer advice on this fictional case study.

Opini Anda

Klik untuk menuliskan opini Anda tentang koleksi ini!

Kembali