Del Webb Corporation (C) - The Case Centre

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Compact case

Supplement

Reference no. 9-497-019

Subject category: Human Resource Management / Organisational Behaviour

Authors: Samantha K Graff; Jay W Lorsch

Published by: Harvard Business Publishing

Originally published in: 1996

Version: 19 November 1996

Length: 5 pages

Data source: Field research

Topics: Organizational behavior; Crisis management; Succession planning; Corporate governance; Strategic planning; Supervisory boards; Horizontal integration

Share a link: https://casecent.re/p/44743

| No reviews for this item

This product has not been used yet

View our pricing guide or login to see prices.

Abstract

Dion and the other Del Webb directors were open to having Industrial Equity Pacific (IEP) and Webcott Holdings representation on the board. The IEP representative was perceived as reserved and lacking in sophistication. Cotter of Webcott, however, struck the directors as savvy but antagonistic and disruptive. Cotter's goal was to position the company as a possible takeover target, and he agitated in the boardroom for changes that he felt would open up the company to potential acquirers. He also launched a proxy battle in an attempt to eliminate Dion's golden parachute and the company's poison pill.

Location:

Arizona

Industry:

Real estate, rental & leasing

Size:

USD200 million revenues; 1,000 employees

Other setting(s):

1988-1990