Atlas international business case: Examining globalization and economic indicators for the scrap metal recycling industry

2020 ◽  
Vol 51 ◽  
pp. 100661
Author(s):  
Mary M. Maloney ◽  
Stephanie D. Grimm ◽  
Regina Anctil
Keyword(s):  
International Business ◽  
Business Case ◽  
Scrap Metal ◽  
Economic Indicators ◽  
Recycling Industry ◽  
Metal Recycling

The current status of scrap metal recycling

JOM ◽  
1990 ◽  
Vol 42 (4) ◽  
pp. 38-41 ◽  
Author(s):  
Han Spoel
Keyword(s):  
Scrap Metal ◽  
Current Status ◽  
Metal Recycling

A mixed-methods evaluation of health and safety hazards at a scrap metal recycling facility

2013 ◽  
Vol 51 (1) ◽  
pp. 432-440 ◽  
Author(s):  
Richard L. Neitzel ◽  
Allison Crollard ◽  
Carlos Dominguez ◽  
Bert Stover ◽  
Noah S. Seixas
Keyword(s):  
Mixed Methods ◽  
Health And Safety ◽  
Scrap Metal ◽  
Safety Hazards ◽  
Mixed Methods Evaluation ◽  
Metal Recycling ◽  
Health And Safety Hazards

Vodafone Egypt (B), managing corporate cultural change and organizational performance

2016 ◽  
Vol 6 (4) ◽  
pp. 1-17
Author(s):  
Harold Dennis Harlow
Keyword(s):  
Organizational Performance ◽  
International Business ◽  
Corporate Culture ◽  
Cultural Change ◽  
Firm Growth ◽  
Organizational Structures ◽  
Business Case ◽  
Subject Area ◽  
Content Type ◽  
Operating Strategies

Subject area This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases. Study level/applicability This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources. Case overview This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007. Expected learning outcomes The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 5: International Business.

Sign in / Sign up

Export Citation Format

Share Document