It should be 2 to 3 pages. At least 5 employees should be in the company. For the requirements number (1): you have to write a short paragraph. For requirement number (2): you have to put a diagram for an organizational chart showing clearly the corporate structure. You can find a diagram for that in chapter 3. For the requirement number (3): a, b, c and d, each one of them has its own diagram, for (a) you can find its diagram in chapter 12, (b) you can find its diagram in chapter 13, (c) you can find its diagram in chapter 14, (d) you can find its diagram in chapter 15. Requirement number (4): present all the cycles of requirement number (3): a, b, c and d on an integrated diagram. Note: You can use diagrams from the book or from your own, but it is better to be from the book. Identify two leadership and/or change management related issues within the case study. Decide which principles, theories or models related to leadership and change management best apply to the observed facts of the case. Develop two or three solutions to the issues you have identified using the principles, theories or models you have selected. Identify the best solution and provide evidence from the case study to support your approach. Related book: Leading Organizations Third Edition – Perspectives for a New Era (Hickman) Journal of Business Case Studies – January/February 2012 Volume 8, Number 1 © 2012 The Clute Institute 11 Principled Entrepreneurship And Shared Leadership: The Case Of TEOCO (The Employee Owned Company) Thomas J. Calo, Salisbury University, USA Olivier Roche, Salisbury University, USA Frank Shipper, Salisbury University, USA ABSTRACT This case describes a unique corporate culture, focused on employee ownership and employee- centered Human Resource practices, which fosters employee loyalty and motivates employee focus on organization objectives. The organization‟s CEO and senior management team discuss in detail the company‟s development strategy, the concept of shared leadership, and its strategic focus on Human Resource Management. Also emphasized is how the organization‟s recent partnership with a private equity firm, and its acquisition of an international organization of similar size, may change TEOCO‟s culture and its business model. Keywords: Employee Ownership; Private Equity Firm; Shared Leadership; Corporate Culture; Strategic Human Resource Management INTRODUCTION airfax, October 6, 2009. Atul Jain, founder of TEOCO, a provider of specialized software for the telecommunications industry, had been meeting all day to finalize a partnership agreement with TA Associates, a private equity firm. For Atul, the pace of activities had been relentless on this special day. 1 By all accounts, the last 12 hours had been hectic but the closing of the transaction was a success. The event had started with back-to-back meetings between TEOCO‟s senior management and .