Vodafone Egypt (B), managing corporate cultural change and organizational performance
Title:
Vodafone Egypt (B), managing corporate cultural change and organizational performance
Personal Author:
Publication Information New:
Bingley, U.K. : Emerald Group Publishing Limited, 2016.
©2016
Physical Description:
1 online resource (6 pages) : 17 illustrations.
Series:
Emerald emerging markets case studies, volume 6, issue 4
General Note:
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.
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Abstract:
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.
Reading Level:
This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.
Corporate Subject:
Genre:
Electronic Access:
Full Text Available From Emerald Case Studies 2016 Packages
Language:
English