Novo Nordisk product supply

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Novo Nordisk product supply

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dc.contributor.author Løk Jensen, Cecilie Hegelund
dc.contributor.author Clausen, Gesa Bente
dc.date.accessioned 2018-08-09T11:13:22Z
dc.date.available 2018-08-09T11:13:22Z
dc.date.issued 2018-08-09
dc.identifier.uri http://hdl.handle.net/10417/6303
dc.description.abstract This research study investigates how the Danish rooted multinational pharmaceutical Novo Nordisk can decentralize their leadership development program ‘GROW’ to the production sites in France and China, while bridging immense cultural gaps. Applying the theoretical frameworks of House at al. (2004) and Rodrigues et al. (2000) did not capture the complexity, which Novo Nordisk is facing to develop leadership talent judging from the rich data set we collected from ‘GROW’ candidates. This led us to alter the estab-lished frameworks to further investigate culture contingent endorsed leadership styles and teaching- and learning preferences. Further, this rich data set of 39 semi-structured inter-views with Danish, French and Chinese ‘GROW’ participants and high-ranking Novo Nordisk employees allows for concrete recommendations for the future success of Novo Nordisk Product Supply’s local leadership development programs. en_US
dc.format.extent 120 en_US
dc.language eng en_US
dc.subject.other Kandidatafhandlinger en_US
dc.title Novo Nordisk product supply en_US
dc.type mop en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.corporationshort Department of Operations Management. OM en_US
dc.contributor.corporationshort Institut for Produktion og Erhvervsøkonomi. PEØ en_US
dc.contributor.department MSc in Economics & Business Administration en_US
dc.contributor.departmentshort 22 en_US
dc.description.notes Cand.merc.sol. Strategy, Organisation and Leadership en_US
dc.publisher.year 2015 en_US
dc.publisher.city Frederiksberg en_US
dc.title.subtitle Decentralization of leadership development en_US

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