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Case
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Reference no. 306-005-1
Prize winner
Published by:
Asia Case Research Centre, The University of Hong Kong (2006)
Length:
23 pages
Data source:
Published sources

Abstract

The case examines the paradox of bringing in a charismatic leader to spearhead organisational change in a company renowned for its strong legacy and culture. On one hand, in the face of a rapidly changing competitive environment, Hewlett-Packard Company (HP), a Silicon Valley icon, was looking to initiate organisational transformation. On the other hand, it was a company embedded in tradition - with the charismatic Carly Fiorina having to struggle with the tensions between various organisational components, including company loyalists who opposed a change in the traditional systems, processes, structure and culture. With Fiorina''s ouster, the case also opens for discussion the strategic options available to Mark Hurd, HP''s new Chief Executive Officer.

Topics

Hewlett-Packard Company; Charismatic leadership; Management of change; Leadership; Paradox; Culture; Transformation
Other setting(s):
2005

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