Nashwork: How to Solve the Equilibrium Problem
(7 pages of text)
Nashwork was founded in July 2013 in Beijing and developed into the largest co-working space company in China by focusing on rapid expansion and internal growth. Nashwork received A-round financing, which was followed by B-round financing one year later, before a series of problems surfaced in the basic operations of the company. By 2017, after three rough years building its customer base and occupancy, the main problem facing Nashwork was its dated and incompatible internal operations system. The company had to resolve issues with the company’s organizational structure, staff, and skill sets to support the company’s strategic transformation.
The case can be used in both undergraduate- and graduate-level courses on organizational behaviour and human resources management. The primary focus of this case is on the organizational coordination of a company’s seven internal elements. The case helps students analyze the coordination of the various elements within an organization. It describes a series of developmental stages that Nashwork went through since its establishment and how the company’s changing strategic direction was inconsistent with its internal operation elements, such as structure, staff, and skill sets. After working through the case and assignment questions, students will be able to
- perform a diagnosis of organizational effectiveness;
- assess the key factors that impact the effectiveness of an organization;
- combine the internal and external environmental analyses of an organization; and
- make recommendations for decisions on the company’s organizational changes.
Real Estate and Rental and Leasing
China, Large, 2017
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