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DiPaul, Inc.: Transitioning in Measured Steps

Author

Listed:
  • Galina Shirokova
  • Gina Vega
  • Tatiana Kozyreva

Abstract

This case takes place in Russia in 2008, not quite 20 years into the post–Soviet developing economy. DiPaul 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?

Suggested Citation

  • Galina Shirokova & Gina Vega & Tatiana Kozyreva, 2014. "DiPaul, Inc.: Transitioning in Measured Steps," Entrepreneurship Theory and Practice, , vol. 38(2), pages 427-444, March.
    • Handle: RePEc:sae:entthe:v:38:y:2014:i:2:p:427-444
    DOI: 10.1111/etap.12010
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    References listed on IDEAS

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    1. Sheila M. Puffer & Daniel J. McCarthy & Max Boisot, 2010. "Entrepreneurship in Russia and China: The Impact of Formal Institutional Voids," Entrepreneurship Theory and Practice, , vol. 34(3), pages 441-467, May.
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    Cited by:

    1. Isidoro Romero & Juan A. Martínez-Román, 2015. "Determinants of technology adoption in the retail trade industry – the case of SMEs in Spain," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 17(39), pages 646-646, May.

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