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Authors:
Olivier Bouclier (IESEG School of Management)
Published in:
2019
Version:
26-Mar-2019
Revision date:
07-May-2019
Length:
17 pages
Data source:
Published sources

Abstract

The case briefly reviews Amazon’s history and outstanding performance (from inception to 2019) and pinpoints two Amazon’s internal resources that underlie its competitive advantage, (1) its platform ecosystem (ie, its business model) and (2) its corporate culture. It is written from the perspective of an Amazon's Vice President who grapples with intertwined and seemingly paradoxical strategic and organizational behavior issues: A demanding and high-attention corporate culture seems to positively impact organizational performance but also negatively affects employee well-being. The main character ponders the company’s future as she identifies some signs of slowing growth (in Q1 2019), organizational dysfunctionalities and stringent management practices. Finally, she self-reflects on what a henceforth successful leader, who has spent over 20 years in a highly demanding organization should do next for her firm and for herself.

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Topics

Strategy; Performance; Competitive advantage; Platform business model; Culture (organisational); Well-being; Attention; Mindfulness

Setting

The events covered by this item took place in 1998-2019.

Geographical setting

Region:
Americas
Country:
United States
Location:
Seattle

Featured company

Company name:
Amazon.com, Inc
Employees:
10000+
Turnover:
USD 200 billion
Type:
Public company
Industry:
Ecommerce
Other keywords:
S&P 100; NASDAQ 100

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