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• Case | HBS Case Collection | December 2018

  The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with “International Values and Local Roots" (A)

  Tsedal Neeley

  Vittorio Colao, CEO of telecommunication giant Vodafone, must respond to reports of disturbing accounting practices at two of Vodafone’s operating companies. In one case, €60 million have been misreported due to a series of failures to check manual accounting processes. The situation has been escalated to Vodafone’s audit committee, which expects Colao and his team to act drastically. In the second case, €7 million have been misreported through deferred recognition of costs into the future. The two cases challenge Colao’s organizational model of International Values and Local Roots that aims to maintain productive tension between global mandates and local practices. Colao meticulously designed his model based on the key value of trust, his unwavering convictions earning him the moniker of the ‘benevolent dictator.’ Colao is acutely aware that his response to the accounting discrepancies will be a referendum on his leadership for over 120,000 employees worldwide. If he doesn’t make the right decisions, the consequences will reverberate throughout the organization and erode confidence in the value of trust that he relentlessly worked to establish.

  Keywords: GLOBAL-LOCAL; organization culture; global identity; local identity; accounting discrepency; Globalization; Leadership; Trust; Organizational Culture; Organizational Design; Organizations; Identity; Local Range; Global Range; Values and Beliefs; Accounting Audits;

  Citation:

  Neeley, Tsedal. The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with “International Values and Local Roots" (A)." Harvard Business School Case 419-031, December 2018.  View Details

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• Supplement | HBS Case Collection | December 2018

  The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with “International Values and Local Roots” (B)

  Tsedal Neeley

  Vittorio Colao, CEO of telecommunication giant Vodafone, must respond to reports of disturbing accounting practices at two of Vodafone’s operating companies. In one case, €60 million have been misreported due to a series of failures to check manual accounting processes. The situation has been escalated to Vodafone’s audit committee, which expects Colao and his team to act drastically. In the second case, €7 million have been misreported through deferred recognition of costs into the future. The two cases challenge Colao’s organizational model of International Values and Local Roots that aims to maintain productive tension between global mandates and local practices. Colao meticulously designed his model based on the key value of trust, his unwavering convictions earning him the moniker of the ‘benevolent dictator.’ Colao is acutely aware that his response to the accounting discrepancies will be a referendum on his leadership for over 120,000 employees worldwide. If he doesn’t make the right decisions, the consequences will reverberate throughout the organization and erode confidence in the value of trust that he relentlessly worked to establish.

  Keywords: GLOBAL-LOCAL; global identity; local identity; accounting discrepency; Globalization; Leadership; Trust; Organizational Culture; Organizational Design; Organizations; Identity; Local Range; Global Range; Values and Beliefs; Accounting Audits;

  Citation:

  Neeley, Tsedal. "The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with “International Values and Local Roots” (B)." Harvard Business School Supplement 419-032, December 2018.  View Details

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• Article | Strategic Management Journal | March 2018

  Enacting Knowledge Strategy Through Social Media: Passable Trust and the Paradox of Non-work Interactions

  Tsedal Neeley and Paul Leonardi

  Despite the recognition that knowledge sharing among employees is necessary to enact knowledge strategy, little is known about how to enable such sharing. Recent research suggests that social media may promote knowledge sharing because they allow social lubrication and the formation of trust. Our longitudinal and comparative analysis of social media usage at two large firms indicates that users who participate in non-work interactions on social media catalyze a cycle of curiosity and passable trust that enables them to connect and share knowledge. Paradoxically, the very non-work related content that attracts users to social media and shapes passable trust can become a source of tension, thwarting a firm’s ability to encapsulate knowledge in the form of routines and to use it to enact its strategy.

  Keywords: Knowledge Sharing; Strategy; Social and Collaborative Networks; Employees; Interactive Communication; Trust;

  Citation:

  Neeley, Tsedal, and Paul Leonardi. "Enacting Knowledge Strategy Through Social Media: Passable Trust and the Paradox of Non-work Interactions." Special Issue on Strategy Processes and Practices: Dialogues and Intersections. Strategic Management Journal 39, no. 3 (March 2018): 922–946.  View Details

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