TY - JOUR

T1 - DiPaul, Inc.: Transitioning in measured steps

AU - Shirokova, G.

AU - Vega, G.

AU - Kozyreva, T.

N1 - Shirokova, G. DiPaul, Inc.: Transitioning in measured steps / G. Shirokova, G. Vega, T. Kozyreva // Entrepreneurship: Theory and Practice. 2014. - Volume 38, № 2. P. 427-444.

PY - 2014

Y1 - 2014

N2 - This case takes place in Russia in 2008, not quite 20 years into the post- Soviet developing economy. Di Paul was an authorized dealer of electronic instruments, equipment, and materials for the production and assembly of printed circuit boards as well as soldering equipment. Its core business was supplying measurement instruments and process equipment. In the summer of 2008, the chief executive officer, who was also the majority stockholder, decided to reassign authority in a formal organizational transition so that he could become more engaged in policy and leadership of the Association of Russian Producers of Electronic Appliances and Instruments. The protagonist's concerns were as follows: How to carry out such a management transition? Who among the top management team could fit the position best? How must the organizational structure of the company be changed to accommodate the shift in leadership? And importantly, what should his own future role be?

AB - This case takes place in Russia in 2008, not quite 20 years into the post- Soviet developing economy. Di Paul was an authorized dealer of electronic instruments, equipment, and materials for the production and assembly of printed circuit boards as well as soldering equipment. Its core business was supplying measurement instruments and process equipment. In the summer of 2008, the chief executive officer, who was also the majority stockholder, decided to reassign authority in a formal organizational transition so that he could become more engaged in policy and leadership of the Association of Russian Producers of Electronic Appliances and Instruments. The protagonist's concerns were as follows: How to carry out such a management transition? Who among the top management team could fit the position best? How must the organizational structure of the company be changed to accommodate the shift in leadership? And importantly, what should his own future role be?

KW - SCOPUS

KW - SCOPUS

U2 - 10.1111/etap.12010

DO - 10.1111/etap.12010

M3 - Article

VL - 38

SP - 427

EP - 444

JO - Entrepreneurship Theory and Practice

JF - Entrepreneurship Theory and Practice

SN - 1042-2587

IS - 2

ER -