Journal Article One:
From beast to beauty: The culture makeover at Walt Disney. (2007). Strategic Direction, 23(9), 5-8. Retrieved May 3, 2008, from ABI/INFORM Global database. (Document ID: 1360295621).
This article explores the revitalization of the Disney Corporation under Bob Iger who took over the company after a series of souring events forced Michael Eisner to step down as Chairman and CEO. The culture of the company changed from constriction to reception with Iger loosening constraints on creativity and fostering open dialogue. Unlike Eisner who ruled with an iron fist, Iger ruled by consensus with a back seat style leadership. The complete 180 in leadership direction has helped unify the organization in hopes of recapturing the digital market. The author explains how the strategic direction from Iger and other case studies can be used by other executives and researchers.
Journal Article Two:
John Gibeaut (2003). Stock responses. ABA Journal, 89, 38-43, 64. Retrieved April 17, 2008, from ABI/INFORM Global database. (Document ID: 411958601).
This article examines the Delaware Chancery Court’s decision to allow shareholders to re-file a Class-Action Lawsuit about the board’s decision to give Michael S. Ovitz a $140 million severance package. Unlike the first complaint that was dismissed, this complaint alleges that the board “failed to exercise any business judgment and failed to make any good faith attempt to fulfill their fiduciary duties to Disney and its stockholders". After the collapse of Enron, shareholder activism exploded and Chief Justice E. Norman Veasey explained that the pressure from shareholders helped change common laws, which is the reasoning behind the continuance of the suit.
Journal Article Three:
Disney's boardroom drama. (2003). Strategic Direction, 19(4), 4-7. Retrieved April 13, 2008, from ABI/INFORM Global database. (Document ID: 326388301).
This article comments on measures taken to stabilize the governance within the board at Disney Co. After the Enron scandal and personal scrutiny, Disney’s CEO and Chairman Michael Eisner lead the way in the Corporate Responsibility Revolution in early 2002, hiring “governance guru” Ira Millstein who took measures to neutralize “a civilized war” within the organization. Among the key changes included: two-thirds more independent directors; directors had to hold at least $100,000 in stock; potential conflicts would be made public. The author references a Business Week survey that links a healthy board to outstanding performance. While first steps are being taken at Disney in the regulation and improvement of board governance there is still skepticism from analysts and investors.