Vodafone Egypt (B), managing corporate cultural change and organizational performance / Harold Dennis Harlow, (Department of Management, Wingate University, Wingate, North Carolina, USA)
Published
Bingley, U.K. : Emerald Group Publishing Limited, 2016
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
Notes
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
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Bibliography
Includes bibliographical references and index
Audience
This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources
