Presented at The CASE Association Conference, Eastern Academy of Management, Portland, ME, May 2010.
DiPaul, Inc.: Transitioning in Measured Steps
Version of Record online: 16 JAN 2013
© 2013 Baylor University
Entrepreneurship Theory and Practice
Special Issue: Evidence-Based Entrepreneurship
Volume 38, Issue 2, pages 427–444, March 2014
How to Cite
Shirokova, G., Vega, G. and Kozyreva, T. (2014), DiPaul, Inc.: Transitioning in Measured Steps. Entrepreneurship Theory and Practice, 38: 427–444. doi: 10.1111/etap.12010
- Issue online: 3 MAR 2014
- Version of Record online: 16 JAN 2013
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?