TY - GEN A1 - Mair, Johanna A1 - Cordes, E. T1 - Project Impact: The affordable hearing aid project KW - Competitive Analysis KW - Innovation KW - Social Entrepreneurship KW - Underdevelopment KW - Welfare Economics KW - Estados Unidos, India Y1 - 2005 UR - http://protectedpdf.iese.edu/descargas/DG-1472-E-1725891.pdf N1 - Teachning note: DGT-48-E PB - IESE Business School CY - Barcelona ER - TY - GEN A1 - Mair, Johanna A1 - Lupu, Raluca T1 - Citigroup: Targeting leadership in global growth KW - Corporate Strategy KW - Estados Unidos, México Y1 - 2013 UR - http://protectedpdf.iese.edu/descargas/DG-1439-E-1725903.pdf PB - IESE Business School CY - Barcelona ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - The Sekem Initiative BT - a selection of the best cases from IESE Business School T2 - Improving management Y1 - 2005 SN - 9788486851620 SP - 269 EP - 297 PB - IESE Estudios y Ediciones ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - La Iniciativa Sekem BT - algunos de los mejores casos de IESE T2 - Mejorar la gestion de empresas KW - Emprendedores de carácter social Y1 - 2005 SN - 9788448146382 N1 - Sekem: liberando una visión. Un enfoque artístico de la iniciativa emprendedora / IESE Business School: DG-1466 PB - McGrawHill CY - Madrid ER - TY - GEN A1 - Mair, Johanna A1 - Vergés, S. T1 - Committee for Democracy in Information Technology (CDI) KW - Entrepreneurs KW - Information Technology Y1 - 2004 UR - http://protectedpdf.iese.edu/descargas/DG-1453-E-1725974.pdf PB - IESE Business School CY - Barcelona ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - Entropy International: Enabling businesses to make a contribution to sustainable development N2 - This case documents the circumstances of managing the growth phase of a start-up company. Entropy International faces the unique challenges and opportunities of social entrepreneurship but also entrepreneurship in general. Founded by a visionary environmental activist in 1996 as an environmental consulting boutique in the United Kingdom, Entropy grew with the emerging needs of large multinational corporations to publicly report on and minimise the environmental and social impacts of their operations. Entropy started out as a two-person consultancy to become the market leader in Europe, selling an integrated environmental, health and safety, quality control and reporting suite. At the time of the case (March 2003), Entropy employed 30 people and expected revenues of 1.6 million pounds for fiscal year 2003. KW - Entrepreneurs KW - Environment KW - Social responsibility KW - Sustainable development KW - United Kingdom Y1 - 2004 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Seelos, Christian T1 - Sekem: Liberating a Vision, an Artistic Approach to Entrepreneurship N2 - This case portrays a complex set of circumstances that frames Sekem's decisions to further grow and develop the initiative along its historical path of holistic development in the social, economic and cultural spheres. The case documents the history of the initiative and lays out the major constituents and their internal and external relations. Sekem was founded by Ibrahim Abouleish, an Egyptian who had been living, studying and working in Austria prior to his return to Egypt in 1977, the year he established Sekem. Literally starting from nothing, ie, a piece of desert land north of Cairo, Abouleish showed tremendous resourcefulness, creativity, and perseverance. Driven by a strong belief in his personal mission, Abouleish built up the Sekem initiative that in 2003 consisted of three main parts: the Sekem group of companies, the Egyptian Society for Cultural Development and the Co-operative of Sekem Employees, together employing more than 2,000 people. Sekem was also a hub managing a large network of associated farmers and companies within Egypt and abroad. It also ran a medical centre for the local community, a kindergarten, primary and secondary schools, an adult training centre, special needs education programmes, and an academy for applied arts and sciences. In 2003, Abouleish won the Right Livelihood Award, also known as the 'Alternative Nobel Prize', in recognition of Sekem being the blueprint of the organisation of the 21st century. Abouleish has also received an award as an 'outstanding social entrepreneur' from the Schwab Foundation of the World Economic Forum. Abouleish's objective was to heal Egyptian society from the wounds of the past and to initiate holistic development able to create economic, social and cultural value in a sustainable manner. KW - Social entrepreneurship KW - Strategy KW - Egypt Y1 - 2004 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Farmer, Matthew T1 - Zurich Financial Services (UKISA) India Programme : Creating Value Through Corporate Community Involvement N2 - This case describes the evolution of a community affairs initiative called the India Programme, run by the Zurich Financial Services (UKISA) Community Trust. ZFS (UKISA) is UK-based and specialises in general insurance and life assurance. It is part of the Zurich Financial Services group of companies, headquartered in Switzerland, and was formed in 2000 after the completion of the merger between Zurich Insurance of Switzerland and the UK-based insurance operations of BAT Industries - Allied Dunbar and Eagle Star. The case explores how an initiative with a social objective (the India Programme) comes into being within a large organisation and is subsequently developed. It describes how external events such as the merger affect the development of the programme and offers the potential to explore how the mechanics of the initiative can be changed to fit with company strategy. The case also examines how a company can create economic value through a social initiative and how to manage the twin objectives of social value creation and economic value creation over the longer term. As an example of an initiative that combines social and economic value creation, the case can be used to illustrate a range of issues within the fields of corporate social responsibility, social entrepreneurship and community affairs management. It also deals with interesting human resources and talent development issues. KW - Human resources KW - Responsibility KW - Values KW - India KW - United Kingdom Y1 - 2003 PB - IESE Business School ER - TY - GEN A1 - Mair, Johanna A1 - Lupu, Raluca T1 - Merger of Three. The Integration of Allianz, AGF and Athena in Spain N2 - At the end of 1997 Allianz, the German insurance group, acquired AGF, a key player in the French market. With this move Allianz not only reinforced its strategy of multilocality, but also added momentum to the ongoing consolidation process in the European and global insurance sector. In the course of the merger implementation process several issues appeared; among the most prominent, the integration of existing businesses (subsidiaries) in other than the domestic markets. This case series focuses on the Spanish market and illustrates Allianz's endeavor to integrate 3 previously autonomous and organizationally and strategically distinct subsidiaries (Allianz-Ras, AGF-Union Fénix, Athena). KW - Spain Y1 - 2003 PB - IESE Business School ER - TY - JOUR A1 - Mair, Johanna A1 - Seelos, Christian A1 - Borwankar, Anjaney T1 - Emprendedores sociales y desarrollo sostenible JF - Iniciativa Emprendedora Y1 - 2004 VL - 43 SP - 7 EP - 13 ER -