Acer Inc.: Taiwans Rampaging Dragon Harvard Case Solution & Analysis

Describes the strategic, organizational and management changes that led Acer start of 1976 to become the second-largest computer manufacturer. Contours of birth, painful "professionalization" of his administration, to plunge into losses, and changes in the radical founder Stan Shih in a "fast food" business concept and his "client-server" model of the organization, which will be tested when a young product manager in Acer America is developing a fundamentally new multimedia home PC with global potential. Chi must decide whether to give an inexperienced manager in a loss-generating subsidiary green light. "Hide
by Christopher A. Bartlett, Anthony St. George Source: Harvard Business School 20 pages. Publication Date: December 30, 1998. Prod. #: 399010-PDF-ENG

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