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Supplement | HBS Case Collection | April 2017

Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (D)

by Tsedal Neeley and Esel Çekin

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Abstract

Supplements the (A) case.

Keywords: functions; structure; centralization; Decentralization; diversity; experience and expertise; crisis management; country of origin effects; global contextual intelligence; Leading Change; Crisis Management; Organizational Structure; Experience and Expertise; Situation or Environment; Central Asia; Turkey;

Language: English Format: Print 2 pages Purchase

Citation:

Neeley, Tsedal, and Esel Çekin. "Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (D)." Harvard Business School Supplement 417-071, April 2017.

Related Work

  1. Teaching Note | HBS Case Collection | April 2017

    Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (A, B, C, D)

    Tsedal Neeley and Nathan Overmeyer

    Teaching Note for HBS Nos. 417-068, 417-069, 417-070, and 417-071.

    Keywords: functions; structure; centralization; Decentralization; diversity; experience and expertise; crisis management; country of origin effects; global contextual intelligence; Leading Change; Crisis Management; Organizational Structure; Experience and Expertise; Situation or Environment; Central Asia; Turkey;

    Citation:

    Neeley, Tsedal, and Nathan Overmeyer. "Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (A, B, C, D)." Harvard Business School Teaching Note 417-084, April 2017.  View Details
    CiteView DetailsPurchase Related

About the Author

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Tsedal Neeley
Naylor Fitzhugh Professor of Business Administration
Organizational Behavior

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More from the Author

  • Article | Organization Science | November–December 2019

    Head, Heart or Hands: How Do Employees Respond to a Radical Global Language Change Over Time?

    Sebastian Reiche and Tsedal Neeley

    To understand how recipients respond to radical change over time across cognitive, affective, and behavioral dimensions, we conducted a longitudinal study of a mandated language change at a Chilean subsidiary of a large U.S. multinational organization. The engineering-focused subsidiary aiming to facilitate cross-border interactions embedded language acquisition experts to transition all employees from Spanish to English full time. We gathered survey data and objective fluency scores from the language change recipients at five points over a period of two years. Using variable and person-centered exploratory analyses, our results suggest that recipients’ negative affective responses to the language change precede their cognitive responses or self-efficacy, predicting their current language learning. Further, we find that recipients’ cognitive and affective responses over time differentially influence two future behavioral outcomes: intention to leave the organization and willingness to adopt the change. While cognitive rather than affective responses over time drive recipients’ intentions to leave, affective responses influence recipients’ willingness to adopt English. Finally, we show that change recipients followed three trajectories of cognitive responses and two trajectories of affective responses over time. We discuss theoretical and practical implications to the literature on organizational change, emotions, and language in global organizations.

    Keywords: language; Communication; Change; Employees; Attitudes; Emotions; Globalized Firms and Management;

    Citation:

    Reiche, Sebastian, and Tsedal Neeley. "Head, Heart or Hands: How Do Employees Respond to a Radical Global Language Change Over Time?" Organization Science 30, no. 6 (November–December 2019): 1252–1269.  View Details
    CiteView DetailsFind at Harvard Related
  • Case | HBS Case Collection | October 2019

    Agility Africa

    Juan Alcacer, Caroline M. Elkins and Esel Çekin

    This case illustrates the challenge and opportunities that firms face when developing and executing new business models in high-risk, low-infrastructure, low-trust countries. It features a global logistics group, Agility, that aimed to become the leader in supplying innovative solutions that provide the backbone to growing consumer markets across Africa. Agility’s objective was to fill the institutional voids in the warehousing and logistics space that prevented multi-nationals and local firms from successfully operating at a level similar to Western countries and other emerging markets. After proof-of-concept success in Ghana’s free zone, Agility faced the challenge of expanding its business model across a diverse continent of 54 countries. Agility Africa’s CEO, Geoffrey White, needed to plot the way forward. Should he set a high entry barrier by building several warehouse parks in one of Africa’s economic regions? Or, should he expand across the continent with one facility in each of the large and growing countries? If the decision was to pursue regional expansion, should he try to open one park per country—even in small ones—or build satellite developments in secondary cities where Agility already had facilities? He also needed to consider the pace of phasing in each park and the possibility of developing multiple parks in existing locations. With the world’s fastest growing middle-class population and an internet revolution poised to spur the growth of consumer products and industrialization, Africa was considered by many as the world’s leading and largely untapped, emerging market. White needed to make difficult and nuanced decisions that took account of the continent’s many differences, as well as business similarities.

    Keywords: Strategy; Business Model; Innovation and Invention; Expansion; Emerging Markets; Decision Choices and Conditions; Real Estate Industry; Distribution Industry; Africa;

    Citation:

    Alcacer, Juan, Caroline M. Elkins, and Esel Çekin. "Agility Africa." Harvard Business School Case 720-357, October 2019.  View Details
    CiteView DetailsEducatorsPurchase Related
  • Case | HBS Case Collection | October 2019

    Kaspi.kz IPO

    Victoria Ivashina and Esel Çekin

    This case follows Kaspi.kz, a private equity (Baring Vostok) co-owned retail bank in Central Asia that evolved into a fintech, payments and e-commerce company. It provides insights into private equity financing, portfolio company management, and initial public offering practices. In particular, the case focuses on (i) the bank’s journey from a traditional bank that serviced only corporations to an online platform, and (ii) the timing and process of preparation for an IPO. The management initially concentrated on profitability, but they soon shifted their emphasis to customer experience. The results were rewarding: Kaspi.kz became the number one player in online commerce, online payments, and consumer financing in Kazakhstan. The challenge of the IPO decisions is its timing: communicating the success of the fast transformation of the firm and its potential for further growth, especially in an emerging market like Kazakhstan, was far from trivial. From a business perspective, even a short delay of six months could potentially add millions of dollars to its value. Kaspi.kz’s private equity investor was interested in commencing a formal exit via an IPO, but the valuation was an important consideration. The case also provides a unique insight into financial fragility of the retail banking model, and how integration into an e-commerce platform interacts with the retail banking model.

    Keywords: Finance; Private Equity; Initial Public Offering; Organizational Change and Adaptation; Central Asia;

    Citation:

    Ivashina, Victoria, and Esel Çekin. "Kaspi.kz IPO." Harvard Business School Case 220-007, October 2019.  View Details
    CiteView DetailsEducatorsPurchase Related
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