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Case
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Reference no. 405-052-1
Subject category: Human Resource Management / Organisational Behaviour
Authors: Sanjib Dutta (IBS Center for Management Research); Ajith Sankar RN (IBS Center for Management Research)
Published by: IBS Center for Management Research
Published in: 2005
Length: 14 pages
Data source: Published sources
Topics: Goldman Sachs; Organisational culture; Merchant banking; Competitive advantage; Hostile takeover; Partnership structure; Sumitomo Bank; Mergers & acquisitions (M&A); Wall Street; CitiGroup; Charles O Prince; Securities and exchange commission; National Association of Securities Dealers; Asset Management and Securities Services; Henry M Paulson Jr
Share a link: https://casecent.re/p/64278
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Abstract

The case focuses on the organisation culture at Goldman Sachs. It explains the drivers and elements of Goldman Sachs? culture, which has been a source of competitive advantage for the company. Goldman Sachs, which operated based on its 14 business principles, was known for its risk-taking ability, ruthlessness, and conservatism. The case looks into the changes that are taking place in the partnership culture at the organisation after the company went public in 1999. The case also looks into the role played by the top management in the evolution of the Goldman Sachs culture.

Teaching and learning

This item is suitable for postgraduate courses.
Location:
USA
Industry:
Investment banking
Size:
Large
Other setting(s):
1999-2005
Teaching note
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Reference no. 405-052-8
Subject category: Human Resource Management / Organisational Behaviour
Authors: Sanjib Dutta (IBS Center for Management Research); Ajith Sankar RN (IBS Center for Management Research)
Published by: IBS Center for Management Research
Published in: 2005
Length: 5 pages
Data source: Published sources
View full details

About

Abstract

The case focuses on the organisation culture at Goldman Sachs. It explains the drivers and elements of Goldman Sachs? culture, which has been a source of competitive advantage for the company. Goldman Sachs, which operated based on its 14 business principles, was known for its risk-taking ability, ruthlessness, and conservatism. The case looks into the changes that are taking place in the partnership culture at the organisation after the company went public in 1999. The case also looks into the role played by the top management in the evolution of the Goldman Sachs culture.

Teaching and learning

This item is suitable for postgraduate courses.

Settings

Location:
USA
Industry:
Investment banking
Size:
Large
Other setting(s):
1999-2005

Related

Teaching note
-
Reference no. 405-052-8
Subject category: Human Resource Management / Organisational Behaviour
Authors: Sanjib Dutta (IBS Center for Management Research); Ajith Sankar RN (IBS Center for Management Research)
Published by: IBS Center for Management Research
Published in: 2005
Length: 5 pages
Data source: Published sources
View full details