Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 30 December 1999
Length: 24 pages
Data source: Published sources
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Abstract
This is a Spanish version. Al Dunlap was one of the best-known corporate turnaround artists of the 1990s. In 1996, he was hired at Sunbeam to effect a restructuring, but was fired almost two years later when the company's financial performance and stock price began to decline. Many of the controversies that had surrounded him at his previous job, Scott Paper, followed him to Sunbeam: his rejection of the multiple stakeholder view of corporate governance, his aggressive managerial style, his shaky relations with the media, and his high level of pay. The case describes Dunlap's compensation package at Sunbeam and addresses the issue of how US companies compensate 'superstar' CEO's.
Location:
Industry:
Size:
USD109,415,000 revenues, 7,500 employees
Other setting(s):
1996-1998
About
Abstract
This is a Spanish version. Al Dunlap was one of the best-known corporate turnaround artists of the 1990s. In 1996, he was hired at Sunbeam to effect a restructuring, but was fired almost two years later when the company's financial performance and stock price began to decline. Many of the controversies that had surrounded him at his previous job, Scott Paper, followed him to Sunbeam: his rejection of the multiple stakeholder view of corporate governance, his aggressive managerial style, his shaky relations with the media, and his high level of pay. The case describes Dunlap's compensation package at Sunbeam and addresses the issue of how US companies compensate 'superstar' CEO's.
Settings
Location:
Industry:
Size:
USD109,415,000 revenues, 7,500 employees
Other setting(s):
1996-1998