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Prize winner
Published by: Institute for Management Development (IMD)
Originally published in: 1998
Version: 27.12.2002
Length: 19 pages
Data source: Field research
Notes: To maximise their effectiveness, colour items should be printed in colour.

Abstract

This is the first of a three-case series (IMD-3-0699, imd-3-0700 AND IMD-3-0701). The K''NEX cases focus on entrepreneurship - both in setting up a new business and in keeping the entrepreneurial spirit alive in large established organisations - and on internationalisation. Case (A) describes how toy manufacturer Hasbro receives a proposal from a Mr Glickman - an American entrepreneur specialised in plastic injection molding - for a new toy. It describes the proposal, the toy industry and Hasbro itself. The immediate issue in case (A) is whether Hasbro should accept the proposal for the new toy or not. The more fundamental issue is: how can large companies stay open for ideas coming from the outside. Case (A) is illustrated by a video interview with Mr Glickman (IMD-3-0699-V). This case was previously numbered 398-044-1.
Location:
Industry:
Other setting(s):
1991

About

Abstract

This is the first of a three-case series (IMD-3-0699, imd-3-0700 AND IMD-3-0701). The K''NEX cases focus on entrepreneurship - both in setting up a new business and in keeping the entrepreneurial spirit alive in large established organisations - and on internationalisation. Case (A) describes how toy manufacturer Hasbro receives a proposal from a Mr Glickman - an American entrepreneur specialised in plastic injection molding - for a new toy. It describes the proposal, the toy industry and Hasbro itself. The immediate issue in case (A) is whether Hasbro should accept the proposal for the new toy or not. The more fundamental issue is: how can large companies stay open for ideas coming from the outside. Case (A) is illustrated by a video interview with Mr Glickman (IMD-3-0699-V). This case was previously numbered 398-044-1.

Settings

Location:
Industry:
Other setting(s):
1991

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