Case studies

Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.

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Indian Institute of Management, Ahmedabad
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Case study
Publication date: 4 July 2023

Shashi Kant Srivastava

The case delves into the significant factors contributing to the steep decline of Sintex shares, examining both external and internal factors. Internally, the primary drivers were…

Abstract

Research methodology

The case delves into the significant factors contributing to the steep decline of Sintex shares, examining both external and internal factors. Internally, the primary drivers were the expansion plan, the demerger decision, financial mismanagement and the delayed and inadequate integration of Information Technology (IT) into the business.

Case overview/synopsis

Sintex, a prominent private sector company listed in the Indian stock markets, operated in the textile and plastics sectors. However, in 2017, Sintex underwent a demerger into two separate entities: Sintex Industries Limited (SIL) and Sintex Plastics Technology Limited (SPTL). While SIL focused on textiles, SPTL dealt with plastics. However, soon after the demerger, the share prices of both companies began plummeting, leading to significant losses for investors. This case investigates the reasons behind this decline through a step-by-step analysis.

Complexity academic level

This case is suitable for postgraduate students pursuing an MBA, MMS and executive programs such as PGDBM and PGDM, with a specialization in business strategy. It is also beneficial for participants in management development programs (MDPs) designed for higher level executives. Additionally, the case can serve as training material for executives undergoing strategic role training within an organization. It is recommended to teach the case toward the end of the course, where the instructor can provide a summary of the previous classes’ teachings.

Subject Code

CCS7: Management Science

Details

The CASE Journal, vol. 20 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

Abstract

Study level/applicability

Students from undergraduate and graduate levels.

Subject area

Leadership, implicit leadership theories, decision-making, gender stereotypes and discrimination.

Case overview

Defne was working as a sales manager in Diel Turkey, an international technology company. Diel focuses on software, hardware, network and business consultancy services. Defne had worked as a computer engineer before starting to work in the sales department. In her leadership, she gave importance to long-term relationships and justice. Defne had two meetings this week. The first one was with T&X, a big scale fast moving consumer goods company; and the other one was with Q-Coding, a medium-scale technology company. Defne had negotiated with T&X two years ago, and the project got canceled. Defne worked on T&X new contract very cautiously, as this time she wanted to finish the project and make the deal. Defne had to deal with prejudices during the T&X meeting. Implicit beliefs are grounded in the cultural background of the country, which determines the perceptual framework for the society. Male-dominated countries have implicit beliefs that women’s priorities should be their families, thus being successful at work is not expected. Defne faced male-oriented stereotypes, which challenged her in doing business. Even though she was a successful manager, these subjective beliefs made her perform poorly. During the meeting with Q-Coding, Defne discussed the prejudice for women leaders with a women entrepreneur Suzan.

Expected learning outcomes

This case is trying to achieve two main objectives: first, to make all students be aware of implicit leadership theories and beliefs, which are rooted in the countries’ cultural background; second, to make female students be aware of these dysfunctional coping behaviors and increase their self-efficacy without thinking about their gender roles.

Subject code

CSS 7: Management science

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 10 September 2015

William Ritchie, Dusty Williamson, John Ni, Ali Shahzad and George Young

Located in the Mid-Atlantic region of the United States, Eastern Truss Company produced trusses used in construction of both large warehouses and custom homes. This case presents…

Abstract

Synopsis

Located in the Mid-Atlantic region of the United States, Eastern Truss Company produced trusses used in construction of both large warehouses and custom homes. This case presents the student with the opportunity to analyze the critical factors associated with the decision of whether Eastern should adopt a new production technology and whether cash flows from reduction of temporary workers will cover adoption coasts. The student must evaluate the decision to adopt the production technology through the lens of operations management tools. This case is appropriate for undergraduate business studies in the field of operations management.

Research methodology

Case study.

Relevant courses and levels

Undergraduate operations management.

Details

The CASE Journal, vol. 11 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 10 September 2015

Rebecca J. Morris

In January, 2015, Chipotle stopped serving pork at a third of its 1,800 restaurants due to its discovery that a pork supplier was not meeting Chipotle's “Food with Integrity”…

Abstract

Synopsis

In January, 2015, Chipotle stopped serving pork at a third of its 1,800 restaurants due to its discovery that a pork supplier was not meeting Chipotle's “Food with Integrity” standards. This case examines the trade-offs Chipotle faced in maintaining its focus on sustainable ingredients as the chain grew rapidly. Demand for healthier ingredients by others in the industry and scalability problems in sustainable agricultural production suggested that supply shortages and higher prices were likely threats to Chipotle's continued rapid growth. Could Chipotle maintain its commitment to “Food with Integrity” when the supply of sustainable foods failed to meet demand or should the company just buy available ingredients regardless of farming methods?

Research methodology

This case was developed from both secondary and primary sources. The secondary sources included industry reports, company annual reports, news reports, social media sites and company websites. Primary sources included video interviews with Chipotle executives (available on the company's website) and visits to Chipotle restaurants in several cities. This case has been classroom tested with MBA students in a capstone course and with undergraduates in a strategic management course.

Relevant courses and levels

This case was written for use in Strategic Management classes at the undergraduate and MBA levels. The focus of the case aligns well with discussions of competitive advantage, firm performance and business level strategy. The case also has application in discussions regarding implementation of strategy. Instructors that choose to emphasize sustainability strategies could assign this case to explore trade-offs between profitability, sustainability and growth. Additionally, the case could be used in supply chain management courses.

Theoretical bases

This case utilizes a stakeholder analysis approach to examine the trade-offs between sustainability initiatives, growth and performance. The resource-based model of VRIO is used to analyze the firm's competitive advantage.

Details

The CASE Journal, vol. 11 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 May 2011

John A. Parnell, John E. Spillan, Marlon R. McPhattar and Donald L. Lester

The decade from 2000 until 2010 was a turbulent time for Toyota Motor Company. The carmaker came under significant criticism from the United States government, consumers…

Abstract

The decade from 2000 until 2010 was a turbulent time for Toyota Motor Company. The carmaker came under significant criticism from the United States government, consumers throughout the world, and media critics amid allegations of poor quality control and vehicle safety concerns. Problems with accelerators and brake systems were found on several of its most popular models, a situation initially exacerbated by the slow and somewhat tentative response from top management. Toyota was accused of not addressing early warning signs that appeared several years before the crisis received intense negative publicity. Toyota struggled to retain the confidence of consumers and governmental regulators, eventually recalling approximately eight million automobiles.

Details

The CASE Journal, vol. 7 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 May 2009

Charles M. Carson and Jennings B. Marshall

Dr. Lawrence Frazier was an emergency room physician who was an employee of Honore Staffing Services of Baton Rouge, Louisiana. He worked at Methodist Health System hospital in…

Abstract

Dr. Lawrence Frazier was an emergency room physician who was an employee of Honore Staffing Services of Baton Rouge, Louisiana. He worked at Methodist Health System hospital in Grant, Georgia. He had recently added the title of ER Medical Director and served as liaison between Honore staffing and the Methodist hospital. His additional duties included overseeing the other physicians which staff the emergency room. Methodist had a bonus system in place based on obtaining 31 patients’ satisfaction surveys each month. Dr. Frazier believed that the small sample lead to erroneous results and created problems for the physicians under his supervision. He wanted to change the data collection process (e.g. sample size collected, instrument), but encountered obstacles when he broached the subject with his hospital administrators.

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 May 2009

Benjamin Ngugi, Glenn S Dardick and Gina Vega

In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were…

Abstract

In January, 2007, TJX reported that it had suffered from a computer intrusion. The company was sure neither of the identity of the perpetrators nor of how many customers were affected. A deeper analysis revealed that the intrusion had started earlier and affected more customers than previously thought. Ensuing investigation concluded that TJX was collecting unnecessary information, keeping it for too long and employing obsolete and insufficient safeguards. TJX denied any wrongdoing but implemented most of the recommended remedies to strengthen their security.

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 May 2008

Edward Demarais, Sandra Sheckman and Gina Vega

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in…

Abstract

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.

Details

The CASE Journal, vol. 4 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 December 2006

Karyl B. Leggio, Marilyn L. Taylor and Jana Utter

This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise…

Abstract

This case looks at the design and implementation of a risk management strategy. It reviews the early moves by Great Plains Energy (GPE) to establish a corporate-wide Enterprise Risk Management program. The corporate Chief Risk Officer is Andrea Bielsker. Andrea appointed Jana Utter to take charge of coordinating the design and implementation of the ERM program. Utter faces a number of challenges. She has had to first conceptualize the program given the charge by the Board of Directors, then design a process by which she identifies the risks that the corporation faces, assist in designing measures for the risks, and work with the various divisions and functional areas to put processes in place to mitigate the identified risks.

Details

The CASE Journal, vol. 3 no. 1
Type: Case Study
ISSN: 1544-9106

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