Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IBS Research Center
Length: 14 pages
Data source: Published sources
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Abstract
In March 2006, Nike, the world''s largest shoe and fashion company is at a crossroads. Chairman, Phil Knight, who had recruited William Perez as the new Nike Chief Executive Officer (CEO) in November 2004, replaced him just 13 months later. It marks the third time the mercurial Knight, 67, has tried giving up his throne. Nike''s leader and board members had long acknowledged that the company''s top strategic priority was managing succession. The case discusses Nike under its various CEOs, Knight''s style of functioning and Nike''s culture. Is Knight capable of stepping back and letting Nike walk alone?
Location:
Industry:
Size:
USD13.7 billion
Other setting(s):
1980-2006
About
Abstract
In March 2006, Nike, the world''s largest shoe and fashion company is at a crossroads. Chairman, Phil Knight, who had recruited William Perez as the new Nike Chief Executive Officer (CEO) in November 2004, replaced him just 13 months later. It marks the third time the mercurial Knight, 67, has tried giving up his throne. Nike''s leader and board members had long acknowledged that the company''s top strategic priority was managing succession. The case discusses Nike under its various CEOs, Knight''s style of functioning and Nike''s culture. Is Knight capable of stepping back and letting Nike walk alone?
Settings
Location:
Industry:
Size:
USD13.7 billion
Other setting(s):
1980-2006