A finance manager at a large pharmaceutical company is on loan to a new subsidiary, leading to ambiguity in his reporting obligations. When an executive three levels above him wants information his other supervisor has deemed confidential, his career appears to hang on what he does next. Developed for use in an MBA organizational behavior course, this case would work well in an executive education class on organizational design, career development, or leadership. While the events and people are real, the names of participants and the company are fictional.
Darden Business Publishing – University of Virginia