Tag: Case Study

Men's Wearhouse

Men’s Wearhouse Case Study

This article discusses a Case Study from the Stanford Graduate School of Business that is subtitled: Success in A Declining Industry. The founder, George Zimmer, opened his first store back in 1973, at a time when competitors were closing their doors. From opening to the time of the article (1997) the Men’s’ Wearhouse enjoyed 30% […]

Harvard Business School

HBS: Compensation and Performance Evaluation at Arrow Electronics

This post is a commentary on a Harvard Business School Case Study about performance evaluations at Arrow Electronics. On a quick, personal, third-degree-of-separation type of note: while I have no inside knowledge of Arrow Electronics, I have had the pleasure of designing their facility here in Reno, Nevada. The Case study indicates that, at the […]

Graduate School of Business, Stanford University Case Study: SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry

The storyline for this case study goes that the SAS Institute was facing increasing competition, etc. and the question was: “Could and should the Institute maintain its unique approach to pay and other practices?” Had their success been a product of their approach or achieved in spite of their approach? Attraction and retention of talent […]

Southwest Airlines Case Study: Using Human Resources for Competitive Advantage

O’Reilly, C., & Pfeffer, C. (1995). Southwest Airlines: Using Human Resources for Competitive Advantage. Stanford, CA: Graduate School of Business, Stanford University. This posting is about the Stanford University, Graduate School of Business Case study focusing on Southwest Airlines as an example of leveraging human resources into a distinct competitive advantage. Certainly, we’ve all hear […]

The Efficacy of the Case Method

The case method is one of the most ubiquitous forms of learning found in MBA programs around the globe. Many business schools use this tool to put their students into the perspective of managers and to set their thought processes on a path of engagement and (to use the physical metaphor) exercise. We’ve all heard […]