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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Case study
Publication date: 2 December 2024

Aditya Kumar Sahu

After completion of the case study, students will be able to learn to conduct the 5Cs (Customers, Collaborators, Capabilities, Competitors, Conditions) and Porter’s five forces…

Abstract

Learning outcomes

After completion of the case study, students will be able to learn to conduct the 5Cs (Customers, Collaborators, Capabilities, Competitors, Conditions) and Porter’s five forces analysis for understanding the situation of any company; to understand various demand forecasting techniques with the case example of Kaspians Café; to analyse different factors that influence the demand with the case example of Kaspians Café; and to learn how to choose the best time-series forecasting method based on the available dataset.

Case overview/synopsis

This case study focuses on operations strategy, specifically analysing the issues encountered by the Kaspians Café, a food joint establishment located within the Kaspians Institute of Management. Kaspians Café, due to its large student clientele, encountered operational inefficiencies such as inadequate inventory management, stockouts and wastage. These issues resulted in financial losses and customer dissatisfaction. This case study focuses on forecasting the demand for different food items at different times to get a better understanding of the stock to be maintained at Kaspians Café. Furthermore, Shyam Manral, the owner of Kaspians Café, was confronted with the difficulties arising from the surging popularity of neighbouring Dhabas and the escalating impact of food delivery platforms such as Zomato and Swiggy. The formerly prosperous Kaspians Café establishment, known for its uniform offers, was now encountering strong competition from the quaint ambience and varied menus of the Dhabas situated in close proximity to the campus entrance. These conventional establishments not only accommodated the changing preferences of students but also functioned as convenient centres for social meetings. The emergence of Zomato and Swiggy had revolutionised the eating patterns of students by providing a wide range of choices that were conveniently delivered to their residences, thereby diminishing the attractiveness of Kaspians Café. Manral was struggling to revive his business in light of these shifting circumstances. He pondered how to keep consumers loyal in the middle of changing cuisine preferences and the convenience provided by contemporary food delivery services.

Complexity academic level

This case study can be used in the operations management course at the MBA/postgraduate level.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 November 2024

Oksana Kukuruza, Nataliya Golovkina and Nadiia Omelchenko

This case study offers the following learning opportunities for students: to identify and assess how a management team can establish effective working relationships to build a…

Abstract

Learning outcomes

This case study offers the following learning opportunities for students: to identify and assess how a management team can establish effective working relationships to build a cohesive team during times of severe crisis and to prepare business for the restoration period; and to find alternative ways aimed at restoring the company’s operations and suggest ways of adapting to the new, normal situation.

Case overview/synopsis

This case study examines the strategic decisions of IT-Integrator, a Ukrainian IT company, during the Russian invasion of Ukraine in 2022. It highlights the leadership of vice president Nadiia Omelchenko in navigating the crisis, focusing on initial chaos, the development of a business continuity plan and efforts to restore operations and ensure employee safety. Despite warnings, the outbreak of war on February 24, 2022, was unexpected, with no established emergency protocols. Companies independently decided on measures for safety and business continuity, especially those critical to infrastructure and banking. In 2021, IT-Integrator faced reluctance within its executive team regarding resource allocation for wartime scenarios. Omelchenko’s push for a comprehensive business continuity plan proved crucial. Despite the plan’s effectiveness, unpreparedness for the crisis’s scale hindered recovery efforts. During the early days of the invasion, Omelchenko managed the dual challenge of safeguarding the business and its employees amid uncertainty and workforce reduction. Each decision had significant implications, requiring a balance between immediate survival and future stability. The case of IT-Integrator underscores the importance of proactive crisis management, strategic planning and resilient leadership. Omelchenko’s experience offers valuable lessons for businesses facing similar crises, emphasizing preparedness, adaptability and a focus on both immediate and long-term recovery.

Complexity academic level

This case study is suitable for MBA and executive development programs.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 November 2024

Arvind Shroff and Bhavin J. Shah

The authors have discussed the importance of creating socially transformative health-care ecosystems in emerging economies like India. After completion of this case study and…

Abstract

Learning outcomes

The authors have discussed the importance of creating socially transformative health-care ecosystems in emerging economies like India. After completion of this case study and assignment questions, the students will be able to apply the case experience to comprehend the underlying factors influencing the decision of the implementation and replication of the Sanjeevani health-care service delivery model, understand the impact of free and subsidized health-care service delivery models on social transformation, evaluate the operational performance of health-care institutions using the balanced scorecard model and create practical relevance when implementing novel health-care solutions like Sanjeevani, which has been successful due to its singular pin-pointed focus on solving the issue of congenital heart diseases (CHDs).

Case overview/synopsis

Forty thousand surgeries against 0.3 million new CHD patients every year was the unbalanced equation of pediatric cardiac care in India. It also contributed to almost 46% of total CHD prevalence in the world. This case study explores the evolution of the affordable health-care ecosystem provided by Sri Sathya Sai Sanjeevani Hospital (Sanjeevani), Raipur, Chhattisgarh, which included services ranging from OPD to postoperative surgical care, including accommodation and food, completely free of cost. Over the past eight years, it had managed over 80,000 pediatric cardiac outpatients and performed over 9,000 surgeries. This case study also outlines the execution of Sanjeevani, as an affordable health venture aimed at producing social transformation. The pertinent question to be explored is, “Can the Sanjeevani healthcare ecosystem be replicated, both operationally and financially?”

Complexity academic level

This case study is suited to undergraduate Bachelor of Business Administration, Master of Business Administration (MBA) and executive MBA.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 2: Built Environment.

Case study
Publication date: 18 November 2024

Satyendra C. Pandey and Pinaki Nandan Pattnaik

The learning outcomes are as follows: to comprehend the dynamics of crisis management in the airline industry and appreciate how sudden shifts in critical human resources, like a…

Abstract

Learning outcomes

The learning outcomes are as follows: to comprehend the dynamics of crisis management in the airline industry and appreciate how sudden shifts in critical human resources, like a pilot exodus, can impact an airline’s operations and its market position and image; to explore the legal and ethical considerations involved in managing employee contracts and transitions, emphasizing the complexities and responsibilities in this process; and to evaluate human resource retention strategies in a competitive market highlighting the importance of these strategies in maintaining a stable and skilled workforce.

Case overview/synopsis

In August 2023, Akasa Air, an emerging Indian airline barely a year old, found itself entangled in a challenging predicament due to an abrupt pilot exodus to rival Air India Express. This development resulted in significant operational setbacks for Akasa Air, notably the cancellation of over 800 flights as 43 pilots departed within weeks. In reaction, Akasa Air initiated legal proceedings against the pilots, accusing them of contract violations for not adhering to the required six-month notice period. Represented by Nora Chambers, a leading company law firm, the airline navigated a complex legal landscape, contending with both the pilots and Air India Express. The defense from Air India Express hinged on the argument that the pilots had settled their early departure through substantial bond payments, alleged to cover training expenses. This legal conflict occurred against a backdrop of broader challenges within Akasa Air, particularly concerning the viability of their business model in a fiercely competitive aviation market. The airline’s strategy, involving a significant increase in pilot salaries, mirrored industry-wide efforts to secure and retain skilled aviation personnel. The crisis at Akasa Air underscored the turbulent dynamics of the Indian aviation sector, already shaken by similar issues in other airlines like Indigo. Confronted with this critical situation, the leadership at Akasa Air was compelled to make a pivotal decision: either to overhaul their recruitment and retention policies, engage in negotiations with Air India Express or aggressively pursue legal action against any entities hiring their pilots. This strategic choice was not only vital for Akasa Air’s immediate trajectory but also for shaping its influence in the competitive Indian airline industry.

Complexity academic level

This case is ideal for Masters-level courses in Strategic Management, Human Resource Management and Aviation Management. It also fits well into executive education and professional development programs, particularly for those focused on crisis management and legal aspects of employee relations in the aviation sector. Suitable for a 60–80-min class discussion, the case is beneficial for both management students and professionals, offering practical insights into managing complex industry-specific challenges.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 13 November 2024

Avil Saldanha and Rekha Aranha

This case study provides students/managers an opportunity to learn about the following: to infer the challenges involved in the downsizing of employees; to asses and evaluate…

Abstract

Learning outcomes

This case study provides students/managers an opportunity to learn about the following: to infer the challenges involved in the downsizing of employees; to asses and evaluate BYJU’S organizational culture; and to determine the impact of workplace toxicity.

Case overview/synopsis

The focus of this case is the controversy faced by BYJU’S due to its mass layoffs and toxic work culture. This case discusses the CEO’s dilemma in resolving the controversy. Two rounds of mass layoffs at BYJU’S are discussed in detail. The industrial dispute filed by Employees Union against BYJU’S accusing it of denying due compensation to laid-off employees is also discussed. This case consists of a section explaining the toxic work culture at BYJU’S, which is supported by employee complaints. The CEO’s justification and apology have been illustrated in this case. The case ends with a closing dilemma and challenges faced by the CEO.

Complexity academic level

The case is best suited for undergraduate students studying Human Resources Management subjects in Commerce and Business Management streams. The authors suggest that the instructor inform students to read the case before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 November 2024

Pratik Rajendra Satpute, Gautam Surendra Bapat and Shefali Joshi

After completion of the case study, students will be able to recall the fundamental concepts of group arrival and the check-in process within the hotel industry; explain the…

Abstract

Learning outcomes

After completion of the case study, students will be able to recall the fundamental concepts of group arrival and the check-in process within the hotel industry; explain the various operational procedures used to enhance a smooth group check-in in hotels; use the steps defined in group check-in procedure to improve service efficiency in hotel operations; and examine and evaluate the optimal solution for a smooth group check-in for hotels.

Case overview/synopsis

“The Big Fat Indian Wedding” delves into the challenges faced by Hotel Plaza Blu, a business hotel in Pune, Maharashtra, in 2023. A big wedding group was arriving at the hotel, which comprised almost 350 adults and 120 children. Mr Parag Patil, the front office manager, had done all the preparations for group arrival but just one hour before the arrival Mr Suresh Menon, the group coordinator, came and informed that 150 additional guests would be arriving, as the other hotel, where arrangements for these guests were made, had a major electricity generator breakdown and the hotel was in complete blackout. Patil had the challenge of formulating an action plan to achieve a smooth group check-in with the last-minute changes.

Complexity academic level

Executive development programmes and graduate-level courses in non-profit hospitality and tourism management might benefit from this case study. The operational management courses in the BBA, UG management programmes might all benefit from using this case study.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 28 October 2024

Niaz Ahmed Bhutto, Abdul Rehman Shaikh and Sanober Shaikh

The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the…

Abstract

Learning outcomes

The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the procurement of services; evaluate the potential risks and challenges associated with relying on a single vendor for critical services; apply the four-stage model of crisis management to the breach of contract by Fresh Bites Catering; examine how adopting sustainable procurement practices, such as diversifying suppliers and establishing contingency plans, can mitigate these risks and ensure business continuity; and analyze the dynamics, roles and potential conflicts between the principal (Multan University) and agent (Fresh Bites Catering) using the principal–agent theory (PAT).

Case overview/synopsis

This case study explores the challenges and implications of sustainable procurement within the context of Multan University’s cafeteria services. It delves into the sudden contract breach by Fresh Bites Catering, a long-time partner responsible for providing central cafeteria services, and examines the resulting operational crisis faced by the university. This case study highlights key procurement processes, including vendor selection, contract management and adherence to sustainability principles, as well as the risks associated with single-vendor dependency. By applying frameworks such as the PAT, the four-stage model of crisis management and sustainable procurement practices, this case study encourages students to critically assess the failures in contract enforcement, risk mitigation and service continuity. Additionally, it stimulates discussion on the benefits of robust risk management strategies, multi-vendor approaches and clear contract terms to prevent future disruptions in essential services. This case study serves as a valuable tool for understanding how procurement strategies influence organizational performance and long-term sustainability in higher education institutions.

Complexity academic level

This is a decision-making case and can be taught in Master of Business Administration courses in purchase and supply management and operations management. This case study is mainly written to make students understand and analyze the potential risks of a single vendor, the benefits of diversifying suppliers and sustainable procurement.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 October 2024

Vinita Sinha

The learning outcomes are as follows: to benchmark and compare the theoretical models of the performance management and appraisal processes. (Questions 1 and 2) Remembering-in

Abstract

Learning outcomes

The learning outcomes are as follows: to benchmark and compare the theoretical models of the performance management and appraisal processes. (Questions 1 and 2) Remembering-in Bloom’s Taxonomy; to understand the importance of practicing fair performance appraisal process. (Question 4) Understanding-in Bloom’s Taxonomy; to analyze the implementation and effectiveness of 180-degree performance appraisal method and rating system prevalent in the IT Sector. (Question 1) Applying and Analyzing-in Bloom’s Taxonomy; to assess the impact of perceptual biases on human behavior and performance (Questions 2 and 3) Evaluating-in Bloom’s Taxonomy.

Case overview/synopsis

The case study entitled “Is HR Blind? Why do People Leave Managers Not Companies? A Case of Unfair Performance Appraisal and Biases” is a classic example of a flawed and biased performance appraisal process and perceptual biasness, which resulted in the loss of a valuable and talented resource in a leading Indian IT MNC. The present case had been based upon the real-life experience of an employee (i.e. Rahul Verma), who worked with the company from year 2010 to 2021. It was among the top ten IT MNCs employing about 0.1 million people. The objective of the case was to highlight real time issues existing with HR practices, mainly in IT sector organizations. For example, in the present case, do the HR seek proper justification from the manager before taking a harsh decision like forcibly asking an employee to sign a termination contract without looking at the contributions of his qualitative performance or even performance rating (refer to the transcript) for that matter? Was the job of the HR to only ensure how to fit in employees in the faulty bell curve system? Whether the performance appraisal system being followed at the company is adequately capable of identifying and recognizing the talent. Do the different functions really work cohesively and organically toward achieving the intended goals and objectives of the organization? Was this a failure of the manager in recognizing talent or something went wrong at the employee’s part? Was this a failure of the entire HR system or performance management process at the organization that was unable to filter out the capable and skilled resources out of the crowd? Was this a problem of organizational culture that put on stake its most critical resource – the human capital – by allowing the appraisers to evaluate them just because of the hierarchical structure, and not because they are not being competent enough to perform this most critical job objectively? Who ensures the appraiser is free from any kind of prejudice or bias and is capable of fairly assessing the talent resource? So, the present case was a deliberate attempt to throw out these burning questions to the practitioners and students to ponder upon. Does HR really follow the blind process merely acting on the feedback received from the different units of the organization?

With the help of strong theoretical foundation and practical applications, the following objectives and questions have been framed to deliberate and propose the workable solutions for the benefits of the relevant stakeholders.

Complexity academic level

HR practitioners, HR managers, supervisors, senior management and HR students, IT heads, project managers.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 October 2024

Sunil Kumar and Ravindra Shrivastava

Risk identification and qualitative assessment are the learning outcomes.

Abstract

Learning outcomes

Risk identification and qualitative assessment are the learning outcomes.

Case overview/synopsis

The Bharat Bijlee Construction Limited (BBCL) was one of the largest construction companies operating in the power sector in India. After successfully completing a few projects in the Middle East, BBCL decided to expand its presence into African region. The BBCL was awarded a $85m contract for three sub-station projects to modernise Algeria’s power grid system by the “Shariket Karhaba Koudiet Eddraouch Spa”, a state-owned company in charge of power generation, transmission and distribution in Algeria.

The project, which is the first of BBCL in Saharan region in Algeria’s, presents many unique situations that company had never encountered before, including sand dunes, severe weather, remote locations, supply chain & logistics, strict contractual deadlines and a high level of construction risk. The project manager for BBCL was sceptic about how well his company would perform under the present project circumstances. How could he better align himself with the client, the various on-site local contractors and the numerous suppliers spread around the world?

The case emphasises the identification of various project risks that the project manager might encounter in the project. What do the PESTLE and ASCE frameworks for risk identification each represent, and how are they helpful for the project team in understanding various risks? How should the project’s qualitative risk assessment be conducted? And how can a heat map be a better tool for comprehending the criticality of each risk in the project?

Complexity academic level

Undergraduate and post graduate courses in project management, civil engineering and architecture domain.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 2: Built Environment.

Case study
Publication date: 26 September 2024

Neha Tiwari, Suchita Vishwakarma, Sheetal Sharma and Priyanka Vallabh

At the end of this case discussion, the students should be able to analyze the challenges of Strategic Talent Management in the expansion phase of a tech startup; analyze the…

Abstract

Learning outcomes

At the end of this case discussion, the students should be able to analyze the challenges of Strategic Talent Management in the expansion phase of a tech startup; analyze the strategic elements of “Recruiting ahead of the curve”; interpret the application of different employment nodes in creating a differentiated human resource architecture, particularly in the context of an ed-tech startup; recommend Talent Management interventions for Edtech startups.

Case overview/synopsis

The protagonist in the case Mr. Rohit Manglik started his EdTech startup EduGorilla in year 2020 in the state of Uttar Pradesh in India. His passion for transforming test preparation assistance for competitive examinations coupled with innovative AI and ML-driven testing portals has led to tremendous growth. He has received several rounds of funding, and the investor community is now expecting robust growth and returns. Manglik is now expanding in other states and has already started expanding in the Middle East to attain his ambitious growth targets. His current organization design, structure and talent management approach have worked so far, and he has managed to retain a productive workforce. To cater to its fast-growing client, base the company followed a novice hiring strategy where Manglik decided to overstaff his recruitment team to overcome the challenge of manpower deficit. He has been on a hiring spree primarily driven by anticipated projections. The operations team was hired primarily from the Tier II cities of Uttar Pradesh, which allowed him to balance cost and demand effectively. Manglik planned to expand into Tier-1 cities in India & Middle Eastern countries, but he wondered if his over-hiring approach to the recruitment team a tactic or a long-term strategy. The case will explore the talent management issues in the expansion phase of startups, particularly in the context of emerging markets. Will talent management and HR strategies have to be adapted in the context of different economies of emerging markets? The case explores the talent management strategies of an Edtech startup that is growing tremendously in an emerging market context. Hence, the case will augment the understanding of talent management approaches in a startup.

Complexity academic level

Postgraduate business management students enrolled in SHRM & Talent Management courses. Prior knowledge of the basic concepts of human resources is required for analyzing the case. The case can also be used in Management Development Programs for senior HR professionals and HR consultants.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of 249