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Case
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Reference no. 499-008-1
Authors: Martha Fransson (Rensselaer Polytechnic Institute)
Published in: 1999

Abstract

This is the third of a four-case series (499-006-1 to 499-009-1). Baltimore Cable experienced difficulty in managing a cable TV technology upgrade, subscriber growth, and customer relations. A crisis of public confidence resulted in legal proceedings. Two protagonists, General Manager, Kathryn Ekdal and Ned Fox, an executive of the parent company, provide extensive and often conflicting testimonies. The A case describes the events leading up to the business crisis. The B case contains documents prepared by Mr Fox which provokes a personal crisis for Ms Ekdal. The C case presents her decision. The D case presents oral testimony from Mr Fox a year later. The teaching objectives may include: (1) understanding relationships between a subsidiary and its parent in a crisis situation; (2) gaining and losing public confidence; (3) conflicts between personal and corporate objectives; and (4) executive burn-out. The case offers instructors great flexibility in combining case parts to achieve specific instructional objectives. Extensive exhibits contain a wealth of primary documents.
Location:
Industry:
Size:
Subsidiary of large conglomerate
Other setting(s):
1983-1986

About

Abstract

This is the third of a four-case series (499-006-1 to 499-009-1). Baltimore Cable experienced difficulty in managing a cable TV technology upgrade, subscriber growth, and customer relations. A crisis of public confidence resulted in legal proceedings. Two protagonists, General Manager, Kathryn Ekdal and Ned Fox, an executive of the parent company, provide extensive and often conflicting testimonies. The A case describes the events leading up to the business crisis. The B case contains documents prepared by Mr Fox which provokes a personal crisis for Ms Ekdal. The C case presents her decision. The D case presents oral testimony from Mr Fox a year later. The teaching objectives may include: (1) understanding relationships between a subsidiary and its parent in a crisis situation; (2) gaining and losing public confidence; (3) conflicts between personal and corporate objectives; and (4) executive burn-out. The case offers instructors great flexibility in combining case parts to achieve specific instructional objectives. Extensive exhibits contain a wealth of primary documents.

Settings

Location:
Industry:
Size:
Subsidiary of large conglomerate
Other setting(s):
1983-1986

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