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: 15 June 2023

Nada Al-Kubaisi and Said Elbanna

This case was developed from the author’s personal experience as a participant in one of the health taskforce subcommittees. The author also sought the inputs of the Vice…

Abstract

Research methodology

This case was developed from the author’s personal experience as a participant in one of the health taskforce subcommittees. The author also sought the inputs of the Vice President of Health and Medical Education, the Dean of the Health Sciences College, the Student Affairs Assistant Dean of the Pharmacy College and the previous Vice President of Health and Medical Education. Moreover, secondary data were obtained from the office of the Vice President of Health and Medical Education at Qatar University (QU).

Case overview/synopsis

The government of Qatar has consistently provided generous funding for QU over the years. However, recent economic challenges, such as drops in oil prices, have had a negative impact on the country’s GDP and export revenue. In response, QU began to implement a new organizational structure. Specifically, the university proposed merging the three health-related colleges (health sciences, medicine and pharmacy) into a single cluster called the health education cluster. This decision was supported by a broad benchmark of approximately 40 universities worldwide, as well as input from various stakeholders within the university. Forming a cluster was expected to benefit the organization as a whole. However, the decision faced resistance and challenges that required investigation by top management. Would the new organizational structure be accepted by all? Was it feasible to have a single cluster that encompassed three distinct departments within the organization? These are examples of the questions that this case study addresses.

Complexity academic level

This compact case is suitable for a case study in basic undergraduate, postgraduate and advanced courses in Strategic Management at a business school. The case highlights the need to restructure an organization and the use of strategy formulation and implementation in the framework of management.

Case study
Publication date: 18 July 2023

Lekha Ravi

The writing of this case study was triggered by the numerous media reports in 2020 that talked about the EU nations losing its solidarity. EU being a very appropriate example of…

Abstract

Research methodology

The writing of this case study was triggered by the numerous media reports in 2020 that talked about the EU nations losing its solidarity. EU being a very appropriate example of economic, monetary and customs union while teaching theories of economic integration and international relations, the post-pandemic approach of EU leadership to rebuild the crisis-ridden member nations seemed an excellent material for developing a teaching case study.

The case study was written based on secondary data and published information available. Enough desk research was undertaken to build the characterisation of the protagonists and due diligence done to chronologically report all facts of the case as the story developed. It was decided to build the epilogue into the case study so that the case analysis had enough depth.

Case overview/synopsis

The case is set in 2020 when the global economy was reeling under the massive impact of a lockdown and the aftermath. The case study examines the model of economic union in international business and the various challenges that governance of an association of nations such as the 27 member EU can throw up. It examines the conflict of interest that can arise among member nations during critical circumstances such as the pandemic and its massive tolls.

EU had established itself as a critical international trade player and had already proven their might as a united entity to the world trade partners, given the fact that they were not only a customs union but also a monetary union. In this scenario when the pandemic threw them into the whirlwind of lockdown-induced crisis, the united front of the mighty EU all but crumbled. As the worst-hit economies of Italy and Spain struggled to pull themselves back to normalcy, EU experienced one of its worst solidarity crises.

EU’s president Angela Merkel and ally French President Emmanuel Macron with support from the EU Council’s President Charles Michel stepped forward to resurrect the badly hit economies. They viewed this as the best opportunity to bring about a united front by coming together at Brussels for a summit when lockdown eased up in July 2020. It was to be a show of unity to jointly bail out the severely affected member nations by grants rather than loans. The summit, however, snowballed into bitter arguments and open bickering between the wealthy and not-so-wealthy members, and they could not agree upon the issue of debt vs aid. The fact that the EU was an agglomeration of 27 nations, which were far from homogenous in socioeconomic status, not to speak of divided political ideologies, only added dimensions to the dispute. Negotiations repeatedly hit roadblocks. Can the EU leaders lead their bitterly divided house to a consensus?

Complexity academic level

The case is suitable for graduate and post-graduate levels. Management courses where international business studies, international trade blocs and global leadership are part of curriculum can use the case to teach concepts of “Regional economic integration”, “Economic and Political union” and theories of “International relations” and “Negotiation”. It can also be ideally used in an executive management programme on “Global Leadership” to highlight the complexities of “governance of international associations” and “consensus building amidst diversity”.

Case study
Publication date: 25 July 2023

Pooja Gupta, Sangita Dutta Gupta, Varnika Garg, Aakriti Jain, John Kavalakkatt and Aditi Mahawar

There are two theoretical concepts that can be taught in this case.The new approach to teaching entrepreneurship is termed “lean start-up” and “hypothesis-driven…

Abstract

Theoretical basis

There are two theoretical concepts that can be taught in this case.The new approach to teaching entrepreneurship is termed “lean start-up” and “hypothesis-driven entrepreneurship.” The business model canvas is a core tool of this approach. This framework defines nine key components of a successful business strategy. These components include defining value propositions; identifying customer segments; identifying channels; maintaining customer relationships; defining key activities, key resources and key partners; understanding the revenue model of the business; and the organization’s cost structure. This is considered to be a rigorous approach to learning about and developing a new venture.The other theoretical approach that can be discussed through this case is the link between uncertainty and entrepreneurial growth. These theories associate the willingness of entrepreneurs to bear the perceived uncertainty associated with entrepreneurial acts as representative of the belief-desire model. There is a need for entrepreneurs to experiment and search for alternative paths forward in order to counter this uncertainty. Systematic search processes to discover relevant information will strengthen this process.

Research methodology

This case is based on primary data collected through interviews with company personnel. The company consented freely to the use of their data in the case. The authors have no connection with the company. The four student coauthors had previously pursued an internship with the company and had worked on the machine learning analysis part.The two faculty coauthors in the case contacted the company after the internship and discussed the opportunity to write the case on the company. One of the faculty then interviewed key personnel in the company, including one of the co-founders.

Case overview/synopsis

Xoxoday is a technology company that provides employee rewards and corporate gifting to its customers. The company was started by Sumit Khandelwal, Manoj Agarwal, Abhishek Kumar and Kushal Agarwal. In 2018, the company reinvented itself as an experiential gifting company.The company faced some challenges during the lockdowns imposed due to COVID-19. Khandelwal knew that they had to try something new to achieve higher growth in the future. He wondered if higher usage of technology was the solution. It was necessary for them to carve a new path in these times.

Complexity academic level

This case study can be used at the undergraduate level in courses relating to entrepreneurship strategy and business models for entrepreneurs.The case can be used to highlight the dilemmas faced by entrepreneurs due to unforeseen crises. This case is relevant for classes that will discuss growth crises and out-of-the-box solutions for unprecedented crisis situations.

Details

The CASE Journal, vol. 20 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 27 June 2023

Al Warner and Christopher Harben

This case is based on an existing firm. The names have not been changed, and all data on the firm’s history and opportunities is accurate. Primary data is based on interviews with…

Abstract

Research methodology

This case is based on an existing firm. The names have not been changed, and all data on the firm’s history and opportunities is accurate. Primary data is based on interviews with the owner of the firm. One of the authors is a client of the studio and friend of the owner. The case has been reviewed and approved by Jill Murphey, owner of yogaErie. The purpose of this paper is to introduce students to industry analysis, to entrepreneurial decisions and to issues with organizational growth and change.

Case overview/synopsis

Jill Murphey, owner of Yoga Erie, is considering whether to or how to expand her studio operations into adjacent communities. Her studio has been very successful since she opened in 2009: the studio has been named Erie’s Best for most of the years since then. Classes were filled and students were asking about the prospects of a satellite studio in other parts of the community. Information on the options Murphey was considering are presented as well as Murphey’s motivations in opening her own studio, and the opportunities as well as concerns she faced in the expansion decision.

Complexity academic level

This case was originally targeted toward graduate and undergraduate courses in Strategy because of the industry definition and diversification problems but can also be used in classes on Organizational Change or Entrepreneurship.

Details

The CASE Journal, vol. 20 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 4 March 2024

Morris Mthombeni, Michele Ruiters, Caren Brenda Scheepers and Hayley Pearson

After completion of the case study, the students will be able to gain knowledge on public–private partnerships (PPPs) in emerging markets; understand how to apply the sensing…

Abstract

Learning outcomes

After completion of the case study, the students will be able to gain knowledge on public–private partnerships (PPPs) in emerging markets; understand how to apply the sensing element of the dynamic capabilities framework in analysing context, especially in emerging market context; and understand how to apply the dynamic capabilities framework to the process of developing brand equity.

Case overview/synopsis

On 20 March 2020, in Johannesburg South Africa, Dr Barbara Jensen Vorster, the head of corporate communications and marketing at the Gautrain Management Agency, was considering her dilemma of how to manage stakeholders at a time when the patronage guarantee was under question. The nature of the Gautrain PPP transport contract entailed a revenue guarantee that was called a patronage guarantee. How did they build their Gautrain brand equity during the Gautrain PPP patronage guarantee controversy? This case study highlights the perspectives of multiple stakeholders which places the Gautrain brand equity under strain. The Gautrain brand identity was created to project an integrated, overarching brand position for the construction project and later the operating company. The logo illustrated Africanisation, and the slogan “For People on the Move” represented a modern collaborative approach. Upholding the status of the brand is an important quest for the corporate communications and marketing team, and therefore the issue around the patronage guarantee must be addressed. This case study illustrates contrasting views about the Gautrain being elitist versus the rapid rail train enabling economic prosperity. The pro-prosperity versus pro-economic development values were at the heart of the different opinions around the patronage guarantee. Students are therefore confronted with their own values while the case study aims to drive an awareness or consciousness around these issues in an emerging market.

Complexity academic level

This case study is appropriate for advanced undergraduate and Master of Business Administration courses focused on marketing, communications and/or stakeholder management, such as in business and society courses. At both levels, the case study will be valuable in generating discussion on communications models and how to manage stakeholders ranging from government to community representatives. In courses where dynamic capabilities theory is taught, this case study will offer a specific application of this model in the context of brand communications and building brand equity in times of controversy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 February 2024

Beverly J. Best, Katerina Nicolopoulou, Paul Lassalle, Henry Eze and Afsa Mukasa

After completion of the case study, students will be able to identify and discuss ways in which informal financing of the kind discussed in the case study can provide new or…

Abstract

Learning outcomes

After completion of the case study, students will be able to identify and discuss ways in which informal financing of the kind discussed in the case study can provide new or different opportunities for access to alternative financing schemes; assess the role of“social capital” in micro and small business development and to understand and apply the role of social capital for female entrepreneurs in the Global South; critically analyse and reflect on the new role of digital technologies in challenging traditional patriarchal social norms and exclusion and ultimately be able to evaluate the role of digital technologies in terms of its practical implications for female entrepreneurs; and understand the role played by socio-cultural and historical contexts in female-owned/managed businesses within informal sectors of the economy. Furthermore, the students should be able to discuss how these contexts provide opportunities or challenges for actionable/robust/relevant business plans for female entrepreneurs.

Case overview/synopsis

This case study aims to create a platform for classroom conversations around: context of entrepreneurship in informal economies, challenges of accessing finance, women entrepreneurship, opportunities of digital entrepreneurship and resource acquisition and social capital. Overall, this case study intends to inspire and cultivate additional voices to advance authentic understanding of informal business practices in the financial sector that go beyond traditional formal western settings. This case study is based on a true story relating to the “sou-sou” financing system – an informal financing scheme – originating from West Africa which has been transported to other parts of the world including Latin America and the Caribbean (LAC) and other parts of Africa. The characters involve Maria, the main protagonist; Eunice, from LAC; and Fidelia from West Africa. With first-hand information from Eunice and Fidelia, Maria learnt about the ideological principles and the offerings of flexibility, trust, mutual benefits and kinship of the sou-sou system and was inspired to integrate digital technologies as a sustainable game changer for accessing microfinance. This case study draws on the contextual understanding of the economy in the Global South as well as the gender-based aspects of entrepreneurship as key aspects of women entrepreneurship and digital entrepreneurship. The sou-sou system is presented as a practical solution to the challenges faced by women entrepreneurs in the Global South to access finances, and the integration of digital technologies is considered instrumental not only in reinforcing the traditional system but also in transforming the entrepreneurial prospects for these women.

Complexity academic level

This teaching activity is aimed at postgraduate students in Master of Management and Master of Business Administration programmes. It can also be used for short executive courses, specialised PhD seminars and advanced bachelor programmes. This case study could be taught in the field of entrepreneurship in areas related to technology, gender, women entrepreneurship and financing in the context of the Global South.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Case study
Publication date: 20 February 2024

Carla Scheepers and Amy Fisher Moore

After completion of the case study, the students will be able to identify and discuss competition using Porter’s five forces, analyse and understand the enablers and challenges…

Abstract

Learning outcomes

After completion of the case study, the students will be able to identify and discuss competition using Porter’s five forces, analyse and understand the enablers and challenges that impacted Rocky Brands’ growth and recommend a solution in relation to Rocky Brands’ growth strategy.

Case overview/synopsis

This case study investigates Rocky Brands, a South African manufacturer and distributor of cleaning products in the retail market. The case was set in November 2022 and highlights the important events ranging from the company’s founding in 2011 up until 2022. This case aims to study strategy in the South African fast moving consumer goods industry. At the time of writing the case study, Rocky Brands was operating across South Africa, with their main manufacturing warehouse in Johannesburg and a subsidiary manufacturing warehouse in Durban. They were changing the Durban warehouse to a distribution warehouse, as they planned to manufacture primarily from a bigger warehouse in Johannesburg. Rishav Juglall, the main protagonist, is the founder and managing director of Rocky Brands. Rocky Brands imports and redistributes several of the brands that the company sells, including Weiman’s, Wright’s and Goo Gone. They also manufacture their own line of products in South Africa under the Oakmont brand. Juglall acknowledges that their sales and revenue have grown yearly, but they have recently saturated the market and reached a plateau. Juglall needs to determine whether he should diversify into Africa, expand his product range or enter the market for private label cleaning products.

Complexity academic level

The case study’s primary focus is on strategy in an emerging market. This case study is suited to undergraduate students studying Porter’s five competitive forces, SWOT analysis (see teaching note exhibit) or the Ansoff matrix in the fields of strategy, marketing or macroeconomics. This case study can be taught in courses such as decision-making, environment of business, leadership or strategic implementation. The case study will teach students how to apply the frameworks to a business and assist students in determining which option is best for the business.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 February 2024

Avil Terrance Saldanha, Rekha Aranha and Vijaya Chandran

After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the…

Abstract

Learning outcomes

After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the implementation of labor regulations applicable to the employment of contract workers by Wistron Corporation; infer the problems associated with rapid expansion in the workforce; analyze the labor regulatory challenges faced by Wistron Corporation; and demonstrate problem-solving skills.

Case overview/synopsis

The focus of this case study was the crisis faced by Apple’s contract manufacturer  –  Wistron Corporation due to labor unrest, riots and violence in its production facility located near Bangalore in India. This case study discussed the CEO’s dilemma in resolving the crisis and regaining the confidence of stakeholders, namely, the contract employees, Apple Inc. and the State Government of Karnataka. To give the readers an overview of the crisis – this case discussed in detail the underlying reasons for the labor unrest such as a rapid increase in manpower, unilateral increase in working hours without extra pay, unjustified pay cuts, understaffed and underqualified human resources (HR) department, ill-equipped attendance and payroll system. It also gave an overview of mistakes in labor management that could be avoided by a manufacturing firm. The case also discussed the pressure faced by the Wistron CEO due to probation and a new business freeze by Apple Inc. This case study is suitable for understanding the complexities of labor laws and the legal complications that can arise when a corporation disregards local labor laws while operating in foreign countries.

Complexity academic level

The case is best suited for postgraduate and executive MBA students studying labor law, industrial psychology and HR management in commerce and business management streams. The authors suggest that the instructor should inform students to read the case study before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

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. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 February 2024

Efe Ünsal

The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational…

Abstract

Learning outcomes

The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted.

Case overview/synopsis

The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing.

Complexity academic level

The case study is suitable for undergraduate students.

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. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 February 2024

Efe Ünsal

Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is…

Abstract

Learning outcomes

Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is an ongoing debate between scholars on whether leaders are lonely at the top or not. Leaders might feel lonely because of the great responsibility and exhaustion related to the role. Social support from the leader’s network helps to cope with the loneliness. Thirdly, work motivation and job satisfaction have an impact on employee performance. A leader should pay attention to these concepts for higher organizational performance.

Case overview/synopsis

In the early 2020s, the world of Turkish football met a new leader: Hakan Karaahmet, the club president who led Giresunspor’s rise to the Turkish Super League. In the summer of 2020, Karaahmet was elected as the president of Giresunspor, which is the most popular football club in Giresun, a small city in Turkey on the Black Sea coast. The club was founded in 1925 and re-formed in 1967 as three other small clubs merged. It played in Turkish Super League (Turkish first league) between 1971 and 1977 and was back in the top flight after a 44-year absence, with the leadership of Karaahmet in the 2020–2021 football season. Even though it was quite a difficult task, the president ensured that the club was not relegated from the super league in the 2021–2022 season. Although Giresunspor made a promising start to the 2022–2023 football season with two wins out of three matches, the team fell behind its rivals regarding squad depth because of financial difficulties. As of 1 February, the consecutive crushing losses pushed the team into the relegation zone. The team, fans and the president were devastated. Karaahmet was faced with the dilemma of resigning from the club or not.

Complexity academic level

This case study can be taught to undergraduate students.

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. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 February 2024

Sanjeev Ganguly, Soumi Rai and Shreya Mukherjee

After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to…

Abstract

Learning outcomes

After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to evaluate the pros-cons and future prospects for the organization post-acquisition; to evaluate from an ethical standpoint the process of mergers and acquisitions using ethical frameworks to understand how, when, to whom and through what processes do mergers and acquisitions qualify the test of being ethical; and to analyse different hostile takeovers, especially through tender offers, proxy contests and toehold bidding strategy in this case.

Case overview/synopsis

Founded in 2015, Milkbasket was a micro-delivery start-up based in Gurugram (near New Delhi), India. Milkbasket would let its subscribers order till midnight and deliver groceries, milk and other everyday essentials to its subscribers before 7 a.m. next day. It had burnt a lot of cash and was facing difficulty in getting investors; as such they were engaged in discussions with many companies. Two of them – Reliance Retail Venture Limited and BigBasket – were not accepting the proposed valuation, but Milkbasket got term sheets from other two companies.

Complexity academic level

This case study can be used for graduate courses on strategic management, business ethics and corporate governance. This case study can also be used in corporate finance course to highlight the importance of making ethical/responsible judgements to protect stakeholder interests.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 February 2024

Kriti Swarup and Anshul Mathur

This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip…

Abstract

Learning outcomes

This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip students with how entrepreneurs can overcome certain barriers and use technology to achieve product–market fit, taking the Indian laundry sector as an example. The following are the key learnings for the case: start-ups need to continuously assess the product–market fit to organise a highly unorganised sector; market entry and expansion modes require proper evaluation of available entry and expansion modes before pursual; franchising decisions require firm-specific and location-specific considerations; and careful consideration given to celebrity endorsement will result in increased sales.

Case overview/synopsis

The Indian laundry market was a highly unorganised market and presented an untapped opportunity. While the market opportunity was enormous, the existing solutions comprised local vendors that may not provide end-to-end services (washing, ironing, etc.). The case study described how a young entrepreneur, Arunabh Sinha, overcame certain challenges to achieve a product–market fit for metro cities and later expanded to Tier 2 and Tier 3 cities in India as well. However, the challenges remained, as the firm expanded by using a franchise model, and other modes of business were required to be evaluated as well.

Complexity academic level

The case study is suitable for students pursuing MBA courses in marketing, service marketing and entrepreneurship development.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 January 2024

Marina Apaydin, Martin Johannes Løkse Sand, Rebecca A Hoogendoorn and Maha Eshak

The expected learning outcomes are to understand key frameworks and tools for global leaders through the application of widely used theoretical frameworks on a written business…

Abstract

Learning outcomes

The expected learning outcomes are to understand key frameworks and tools for global leaders through the application of widely used theoretical frameworks on a written business case, understand the role of the leader in a team, apply theories of change to situations to anticipate courses of events and evaluate and apply relevant theory to assess a leader’s character and personality.

Case overview/synopsis

Hassan Allam Holding (HAH) was a family-owned Egyptian engineering, construction and infrastructure company managed by co-Chief Executive Officers and brothers Amr and Hassan Allam. HAH experienced significant growth and success, but eventually, it reached a point where its family governance structure could no longer sustain further growth. Amr and Hassan realized this and started planning to transition toward a corporate governance structure. In 2016, they managed to get the International Finance Corporation on board as an equity partner, and this helped propel the governance transition, but they still needed to find a way to convince the family to step back. This case study can help students understand the issues that may occur during a change within an established organization of any size. The case study considers the implications the change may have on the leader, his personality and his character and how it shapes the leader in question as an outcome. This case study has been designed to be used in one or two sessions and can be offered in management or leadership courses at an undergraduate or graduate level.

Complexity academic level

This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges of a family-owned business and how change is associated with such businesses. The case also considers how leaders are shaped by effectively managing conflict. This case can be considered as Level 1 on a 1–3 scale, as the full description of the situation is given in the case and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 January 2024

Aramis Rodriguez-Orosz and Federico Fernandez

After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of…

Abstract

Learning outcomes

After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of funds, according to the moment in their life cycle and the characteristics of the initiative; highlight the challenges faced by start-up founders in weak entrepreneurial ecosystems and risky institutional environments; and argue in favor of or against different modes and typical instruments of venture capital (VC) investments in the early stages of new businesses, each of them different regarding dilutions, valuation potential, depth of negotiations and term sheets.

Case overview/synopsis

Asistensi, a technology and telemedicine start-up founded in 2020 in Venezuela by three entrepreneurs (Andrés Simón González-Silén, Luis Enrique Velásquez and Armando Baquero), raised US$3m in less than a year in a seed round in which it attracted the attention of professional VC funds such as Mountain Nazca, Alma Mundi Ventures and 468 Capital. Everything was set for launching operations in Mexico and the Dominican Republic in April 2021. However, a series of difficulties led to higher expenditure than planned, prompting the entrepreneurs to seek additional capital. The decision on the financial instrument to be associated with the potential valuation and shareholder dilution figures has been posed as a dilemma.

Complexity academic level

The case study focuses on understanding the start-up financing process. It can be used effectively in management- and finance-related subjects for graduate students taking introductory topics in entrepreneurship and entrepreneurial finance, as well as introductory executive education courses in entrepreneurship, entrepreneurial finance and VC.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 August 2023

Halimah Nasibah Ahmad, Noor Afza Amran and Darwina Arshad

The interviews were conducted with the respondents (the founder and Manager of De Cyber Hotel). Other data were obtained through the websites of the relevant businesses.

Abstract

Research methodology

The interviews were conducted with the respondents (the founder and Manager of De Cyber Hotel). Other data were obtained through the websites of the relevant businesses.

Case overview/synopsis

Siti Alia and her friends established De Cyber Hotel in January 2019. It was incorporated as a Malaysian private limited company in Cyberjaya, Selangor. Siti Alia was appointed as the hotel manager and was responsible for managing the hotel’s day-to-day operations and financial matters. Being a new budget hotel, competing with other established hotels was quite difficult. De Cyber Hotel used brochures and word-of-mouth for its promotion activities and mainly depended on walk-in guests. Siti Alia knew she had to take immediate action to ensure the hotel’s survival and could no longer rely on walk-in guests. Hence, to increase the occupancy and revenue rate, on 27 March 2019, De Cyber Hotel management decided to accept an offer from ABC Digital Booking to implement a digital booking mechanism and form a partnership for at least a year. ABC Digital Booking provided an online system to enable the listing and booking of budget accommodations and partnered with hotels to provide similar guest experiences across countries. After working and collaborating for 10 months with ABC Digital Booking, Siti Alia had to decide whether De Cyber Hotel should continue its alliance with ABC Digital Booking. Hence, she had to think thoroughly and consider the advantages and disadvantages, as well as the impact of her decision on the business.

Complexity academic level

Undergraduate Integrated Case Studies, Seminar in Management, Risk Management and Corporate Governance, Management Accounting, Financial Accounting, Strategic Management. Postgraduate Organizational Behaviour, Management Accounting and Controls, Strategic Management Accounting, Marketing Management, Hospitality Strategic Management, Entrepreneurship Development.

Details

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

Keywords

Case study
Publication date: 21 June 2023

Sabyasachi Sinha and Naveen Kumar Malik

Data from HCL company and their corporate entrepreneurship activities were sourced using interviews and discussions. Secondary data was collected from the company website and…

Abstract

Research methodology

Data from HCL company and their corporate entrepreneurship activities were sourced using interviews and discussions. Secondary data was collected from the company website and other information available in the public domain.

Case overview/synopsis

This case narrates activities undertaken by the Enterprise Technology Office (ETO) of HCL Technologies Infrastructure Service Division to build the Corporate Entrepreneurship function. Around 2015–2016, the ETO started engaging with multiple people and organizations associated with the technology ecosystem outside the firm boundary for novel technologies and solutions. These entities included venture capitalists and start-ups. The ETO also began engaging with internal teams and existing customers to promote the identified novel technologies and innovative solutions. The ETO function grew organically by hiring resources from internal and external pools. ETO also undertook specific programs to increase the involvement of internal teams in their initiatives, like the Joint Exploration Program. ETO explored several options to further the ecosystem innovation strategy and institutionalize corporate entrepreneurship activities. The ETO team deliberated on ways to align the stakeholder goals and evaluate if technology could play a role.

Complexity academic level

This case can be used in any course on “Managing Corporate Entrepreneurship and Innovation,” “Strategic Management of Technology Enterprises” or any course focused on managing technology and innovation for graduate (MBA) or executive participants.

Details

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

Keywords

Case study
Publication date: 7 August 2023

Sanjeev Kishore and Vandana Srivastava

The case has been developed as an illustrative case study using primary data. The data and images used for developing the case have been collected from the Alipurduar Division of…

Abstract

Research methodology

The case has been developed as an illustrative case study using primary data. The data and images used for developing the case have been collected from the Alipurduar Division of Indian Railways with suitable permissions. The specific newspaper studies used in developing the case content have been referenced as footnotes on the relevant pages of the case study document.

Case overview/synopsis

Train operations in Alipurduar Division of Northeast Frontier Railway zone of Indian Railways are difficult. The division provides the vital rail link between the northeast states and the rest of India. Railway lines in the Alipurduar Division pass through several forests with a significant elephant population. As an outcome of train–elephant conflicts, train operations on one of the railway lines operate under severe speed restrictions. Moreover, the region is known for heavy rainfall and thunderstorms for almost six months every year. For the Divisional Railway Manager (DRM), the protagonist of the case, this implied repeated congestion, traffic disruptions, inadvertent delays and lack of time for critical maintenance of the tracks. A solution was planned several years ago for creating an alternative path to de-congest the traffic; however, it ran into a roadblock due to land acquisition issues.With all these limitations, could a solution be found and implemented? How could it be executed?The case illustrates how a simple yet innovative solution was proposed by the DRM in 2015 and implemented in 2016.With this case, students will be able to understand the innovation process that is embedded within long-term infrastructure projects. The case will help students understand how innovation can take place even in the later stages of project implementation, and how simple and creative solutions can have a long-term impact.

Complexity academic level

The case can be used in graduate and executive education courses in General Management and in Public Policy Management. It can also be used in Doctoral-Level Programmes such as those taught to scholars pursuing Fellow Programme in Management. Since the case brings out elements of problem framing and critical thinking, the case can be used for courses in strategic management. Many professionals, particularly those working in large organizations dealing with large infrastructure projects, will identify with the DRM and the challenges faced by him.

Case study
Publication date: 28 August 2023

Sanduni Ishara Senaratne, Piruni Deyalage, Hashini T. Wickremasinghe, Thilini Navaratne and Kinchigune Gamaralalage Chanaka Chameera Piyasena

This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained…

Abstract

Research methodology

This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained from the company’s corporate website www.cargillsceylon.com/,annual reports and publicly available sources of information such as newspaper articles.

Case overview/synopsis

This case study focuses on the strategic responses employed by Cargills (Ceylon) PLC – a leading business conglomerate in Sri Lanka – in response to the challenges posed by the COVID-19 pandemic. The duration of this case study is from January 2020 to September 2021. The case study particularly examines the key business sectors of Cargills (Ceylon) PLC – retail, food manufacturing and quick service restaurants – which elaborate on the change management practices and strategies deployed by the company in each of these sectors during this challenging period. This study is based on the primary data gathered from the interviews held with the Cargills (Ceylon) PLC team, and the secondary data obtained from the corporate website of Cargills (Ceylon) PLC. This case study is most suitable to be taught in academic courses related to strategic change management.

Complexity academic level

The case is most suited to be discussed with undergraduates (3rd year and 4th year) following business and management studies related disciplines. While the pivotal area around which the case has been developed is strategic change management, covering environmental analysis, strategic analysis and process of change management, the case could also be used in strategic management classes, to discuss environmental analysis, strategic planning approaches and business and corporate level strategies.

Subject code

CSS 11: Strategy.

Details

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

Keywords

Case study
Publication date: 15 June 2023

Fernando Garcia, Stephen Ray Smith and Marilyn Michelle Helms

Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not…

Abstract

Research Methodology

Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not disguised.

The survey was developed using existing instruments from the Organizational Behavior and Human Resources Literature. Instruments were listed in Exhibits 2 through 7. The survey administration had the support of the Vice President for Resources and Facilities, and employees and their supervisors were given time to complete the surveys. The data gathered was analyzed by the researcher using SPSS statistical software.

Case overview/synopsis

Established in 1957, J&J started as a family-owned business but had grown and diversified its product offerings by focusing on commercial flooring. It survived several economic downturns and remained competitive in a market dominated by more prominent flooring manufacturers. J&J Industries strived to empower its 800 employees with various incentive programs. Employees remained loyal to J&J; many had worked for the company for over 15 years. However, management wanted to measure the impact of empowering and initiatives on employee performance and satisfaction to determine the real power of employee incentive programs. The Resources and Facilities Vice President employed Professor Lopez, a Management Professor, to develop a survey to measure these constructs and analyze the data to guide future incentive programs. Data from the employee and supervisor survey was provided along with the statistical analysis results for interpretation and recommendations for VP Fordham.

Complexity academic level

The target audience for this case is primarily students in a research methodology course and students studying quantitative regression analysis and interpretation. The focus is predominantly on graduate-level students in Master of Business Administration or Master of Accounting programs in business. Graduate students should have completed courses in management or organizational behavior, business statistics or quantitative methods or data visualization and cleaning as background knowledge for this case. Specifically, students should understand regression analysis and know when and how the tool is used for managerial decision-making.

Case study
Publication date: 8 June 2023

Avil Saldanha and Rekha Aranha

A secondary research method was used to collect data for this case. The authors have made use of newspaper articles and published articles written by journalists and experts…

Abstract

Research methodology

A secondary research method was used to collect data for this case. The authors have made use of newspaper articles and published articles written by journalists and experts, which are available in the public domain.

Case overview/synopsis

This case discusses the hurdles faced by Netflix in India. Netflix experienced rapid growth ever since its entry into the Indian over-the-top (OTT) sector. The aggressive pricing strategies by OTT competitors put Netflix in a defensive position in India. Netflix introduced the low-priced mobile-only plan to attract price-sensitive Indian consumers. However, this was not sufficient. Netflix was forced to reduce the price of all its plans in December 2021. The dilemma faced by Reed Hastings (Founder and Co-CEO, Netflix) was whether the revised price was low enough to hold on to existing subscribers and attract new subscribers in India. Netflix was caught between the rock and the hard place in its pursuit to achieve its target of achieving 100 million subscribers from India versus continuing its skimming-pricing strategy. This case highlights the compound challenges of low household income in India and high-income inequality resulting in a lower available market for multinational service providers such as Netflix. The pricing plans and features of OTT competitors in India have also been discussed in sufficient depth to facilitate analysis and classroom discussion by the target audience.

Complexity academic level

Undergraduate students studying marketing management and basic marketing courses in business management and commerce streams can use this case. This case can also be used for marketing specialization courses at the undergraduate level.

Details

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

Keywords

Case study
Publication date: 29 August 2023

Rita J. Shea-Van Fossen, Janet Rovenpor and Lisa T. Stickney

Data for the case came from public sources, including legal proceedings, court filings and Securities and Exchange Commission filings. The authors perused hundreds of court…

Abstract

Research methodology

Data for the case came from public sources, including legal proceedings, court filings and Securities and Exchange Commission filings. The authors perused hundreds of court documents and identified 28 that were most relevant to this case. The authors also used press interviews with the women highlighted in the case. The authors have no relationship with the company and no one from the company has reviewed the information presented in this case. As the case is drawn from sworn legal testimonies, interviews and related documents in the public domain, the authors did not have to seek approval for publication.

Case overview/synopsis

Pinterest touted itself as “the nicest place on the Internet.” It had an almost 80% female user base and purported to have an inclusive culture that embraced diversity. However, in June 2020, in the wake of the Black Lives Matter protests, two former female employees of color violated their non-disclosure agreements (NDAs) to publicly accuse Pinterest of racial and gender discrimination. In August 2020, Pinterest’s former Chief Operating Officer, Francoise Brougher, filed a lawsuit charging the company with gender discrimination, retaliation and wrongful termination, and authored a public blog post titled, The Pinterest Paradox: Cupcakes and Toxicity, detailing her own experience with the company’s discriminatory culture. Three days later 236 of Pinterest’s 2,545 employees staged a virtual walkout and 445 employees signed a petition in an attempt to change Pinterest’s policies and culture. The case provides a brief overview of Pinterest, including its mission, values and organizational culture, and details several incidents and complaints by female and minority employees. The case questions whether employee complaints are a relatively narrow issue involving disgruntled former employees who did not fit at the organization or a much broader issue involving discrimination and managerial neglect in creating and maintaining a nondiscriminatory, inclusive culture. Students are encouraged to evaluate the situation in which Co-Founder, Board Chair and Chief Executive Officer, Ben Silbermann finds himself, evaluate the actions taken and decide if Silbermann should take any additional actions to address the discrimination claims and ensure a positive culture for all employees.

Complexity academic level

This case is appropriate for graduate and advanced undergraduate level courses in organizational behavior, human resource management and business law or any course where discrimination and workplace culture are discussed.

Details

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

Keywords

Case study
Publication date: 24 October 2023

Khadija Al Arkoubi, Yanice Mendez-Fernandez, Paige Gionet and Teresa Canino

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The…

Abstract

Research methodology

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The interviews took an approximate time ranging from 90 to 120 min. They were recorded and transcribed. A thematic analysis was undertaken to identify the most relevant themes for the case. The secondary sources used included various websites, scholarly and trade journals, as well as specific databases, such as Statista.

Case overview/synopsis

The case exposes students in multiple disciplines to the challenges created by the COVID-19 crisis at Yale School of Medicine (YSM). It describes its remarkable effects on organizational and community members as they struggled to reimagine more inclusive and supportive spaces. As one of the most severe crises humanity has ever witnessed, COVID-19 exacerbated the existing struggles of the underrepresented communities, creating a double pandemic. It has also amplified inequities among marginalized groups including black, indigenous and people of color; women; immigrants; lesbian, gay, bisexual, transgender, queer/questioning; people with different abilities; working parents; single parents; religious minorities; and people with low income. When COVID-19 hit in 2020, Yale University School of Medicine (YSM), like other pioneering schools in the field of health care, doubled their efforts to face both the public health crisis and the substantial social turmoil (racial tensions after the death of George Floyd, food insecurity, vaccine resistance, social inequalities, etc.). Professor Marietta Vazquez, MD, who was the first Latina to be named Associate Dean for Medical Students Diversity at YSM, launched with Dr Latimore (Chief Diversity Officer) and her other colleagues many strategic initiatives aiming at improving the diversity, equity and inclusion of organizational and community members.

The case is an invitation to graduate students and students in executive education programs to reflect on the grand challenges leaders faced at YSM as well as in other institutions across the nation and the globe. It is also a call to reimagine ways leaders can accelerate the pace of change in their organizational ecosystems.

Complexity academic level

This case was written for use in graduate-level courses, including executive education dealing with Diversity, Equity, Inclusion and Belonging, Leadership and Change, Health-Care Equity/Policy, Health Sciences, Human Resource Management, Organizational Behavior, Crisis Management, Sustainability, Business and Society, Social Issues in Management, Strategy, etc. Faculty members can easily adapt the case to fit the content of the course they teach, the students’ context as well as the specific learning outcomes to be achieved.

Abstract

Research methodology

The case was written from secondary materials.

Case overview/synopsis

This case is designed to support learning objectives in a Human Relations class of a university management course. The case explores how the UK Metropolitan police, working with the Girls’ Network, piloted a reverse mentoring programme for six months in 2021. Three senior officers were mentored by a trio of teenage girls from disadvantaged London boroughs. The aim of the programme was to address falling trust in the police by creating more understanding and empathy in the mentees for the issues facing the communities where the mentors lived, and to give the mentors more confidence from the experience of representing their communities. Each mentor–mentee pair focused on a specific policing issue that was relevant to the mentor’s neighbourhood: knife crime, domestic abuse or social inequality. Through the process, the senior Met police officers gained a deeper understanding of the challenges in the communities they served. Now that the pilot had been completed, the Met faced a decision point. Should the programme be spread further through the Met?Through reading and discussing the case, students are expected to explore the importance of empathy in the workplace and how reverse mentoring, when having the right support and overall intent, could be used in organisations.

Complexity academic level

This case is appropriate for university management courses. This case has a difficulty level appropriate for undergraduate and postgraduate courses. This case could be incorporated into a unit on human behaviour, leadership or coaching.

Details

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

Keywords

Case study
Publication date: 29 September 2023

Elizabeth OHara and Bridget Leonard

This case was developed through interviews with Brooke Cooper, Dr. Charles Steinberg and others at the WooSox, as well as a thorough analysis of the Worcester Red Sox’s social…

Abstract

Research methodology

This case was developed through interviews with Brooke Cooper, Dr. Charles Steinberg and others at the WooSox, as well as a thorough analysis of the Worcester Red Sox’s social media and company websites.

Purpose

The purpose of this marketing case study is to This case focuses on understanding the process involved in conceptualizing and developing a marketing plan and strategy, and the ability to define and articulate the importance of BRAND in a marketing context.

Case overview/synopsis

The Pawtucket Red Sox relocated to Worcester, Massachusetts in Spring of 2019. The citizens of Worcester embraced their new team – the WooSox – as did many of the surrounding towns in Worcester County. The marketing arm of the WooSox worked tirelessly to develop a plan that included immersion in the cultures of the cities and towns within Worcester County; becoming a presence in their schools, businesses and community-based organizations; learning the priorities of the individual communities and supporting those needs; building a consistent, interactive and strong presence on social media; highlighting various interactions with their fan base; providing an outstanding experience at Polar Park; creating a loyal fan base ultimately driving ticket and merchandise sales and cultivating new fans to experience Polar Park; and understanding that word of mouth is the best form of marketing. The WooSox leadership team understood the need to expand its reach into new markets. In this case, the marketing team has been charged with exploring the Western Massachusetts region as a potential growth opportunity. The WooSox have a strong brand in the greater Worcester County area – but can they travel 60–90 min west and establish the same presence?

Complexity academic level

This case was written for undergraduate-level Marketing Principles or Sport Marketing courses.

Details

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

Keywords

Case study
Publication date: 1 January 2024

Neha Singh, Sana Moid, Naela Jamal Rushdi and Nitin Shankar

The case’s resolution will inspire students to engage in critical analysis of the hurdles encountered by Madhubani Paints amid the pandemic. It will prompt them to dissect…

Abstract

Learning outcomes

The case’s resolution will inspire students to engage in critical analysis of the hurdles encountered by Madhubani Paints amid the pandemic. It will prompt them to dissect cause-and-effect chains stemming from decisions made during this period, fostering a mindset of critical thinking and problem-solving. Additionally, it aims to cultivate a profound comprehension of the Indian entrepreneurial landscape, highlighting the pivotal role of micro-enterprises and women entrepreneurship. Furthermore, it will task students with brainstorming inventive solutions to the specific challenges faced by Madhubani Paints, particularly focusing on differentiation strategies and enhancing customer engagement in the online marketplace. The case highlights the strategic utilization of digital avenues for business expansion, showcasing how Madhubani Paints not only persevered through a challenging pandemic but excelled, securing 35% of its revenue through digital channels.

Case overview/synopsis

Madhubani Paints was a micro-enterprise in the small town of Darbhanga (India) that traded hand-painted products. The protagonist had a strong interest in Madhubani painting, and her enthusiasm led her to establish her own micro-enterprise. This case study highlights the protagonist’s journey towards entrepreneurship and what were the challenges faced during the COVID-19 pandemic. Additionally, the case study showcases how micro-enterprises leverage digital technologies to improve their business performance. Through this case study, students will be able to learn what the contribution of an entrepreneur is to the development of our society and will understand the fundamental concept of marketing and entrepreneurship.

Complexity academic level

The case study can be used in management for the course of marketing and entrepreneurship and is appropriate for post-graduate students. Discussion would be the most appropriate method for teaching this case study. The students would need to understand the concept of marketing mix, segmentation and targeting and the basics of marketing strategy to ensure effective learning.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2024

Savitha Chilakamarri and Prashanth Kumar Sreram

The learning outcomes of this case study are to develop an understanding of informal business practices (IBP) from an economic and a behavioural perspective, identify the pros and…

Abstract

Learning outcomes

The learning outcomes of this case study are to develop an understanding of informal business practices (IBP) from an economic and a behavioural perspective, identify the pros and cons of IBP and how they can hinder the realization of entrepreneurial aspirations, use the effectuation perspective to understand the entrepreneurial journey of the protagonist and apply the strengths, weaknesses, opportunities and threats (SWOT) analysis and effectuation theory to understand the need for transition from informal to formal business practices.

Case overview/synopsis

KSN Iyengar Catering Services (KSNICS) had gained popularity for cooking and serving traditional “Iyengar” cuisine during festivals, ceremonies and other auspicious occasions. With the passage of time, KSNICS slowly diversified into offering food carrier services, corporate catering and preparation of sweets/savouries during the Diwali festival. The enterprise managed to sustain itself without additional investments from external sources. KSNICS was managed in an informal manner by the protagonist, Krishna Kumar. After almost 30 years of KSNICS’s existence, in 2021, Kumar felt that they should diversify into the restaurant business by establishing an authentic “Iyengar” restaurant. In spite of the unpredictable market and the challenging times due to the COVID-19 pandemic, he had somehow managed to sustain his catering business. However, given the informal methods through which he operated his catering services and in the post-COVID-19 pandemic scenario, would it be prudent on his part to establish a restaurant?

Complexity academic level

This case study is suitable for post-graduate- and executive-level instruction in courses such as managerial skills, entrepreneurship and human resource management. In managerial skills course, it can be used for applying SWOT analysis from a particular perspective for effective decision-making. In entrepreneurship-related courses, it can be used to introduce aspects such as entrepreneurship orientation, effectuation and decision-making. In organizational behaviour and HR-related courses, it can be used to highlight how employees can be trained and motivated and how businesses can be sustained within the scale, especially during challenging times. Irrespective of the course, the IBP discussion would remain a constant point of reference because that was the context under which the current business was operating.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2024

Camilo Antonio Mejia Reatiga, David Juliao and Andres Castellanos

This case study seeks to develop the analytical and critical thinking skills of the students so that they can not only understand and carry out a comprehensive diagnosis of the…

Abstract

Learning outcomes

This case study seeks to develop the analytical and critical thinking skills of the students so that they can not only understand and carry out a comprehensive diagnosis of the case in its facets of entrepreneurship but also see reflected the inherent difficulties of the process and how these can be overcome, based on available resources and capabilities. In the same way, it seeks to develop students’ capacity for critical analysis when making a decision in which, on the one hand, there is a very large market potential that they can try to exploit, taking into account the political transformation that modifies the rules of the game with which the business began, in addition, of course, to the case of a security breach specified in the case and, on the other hand, the possibility of resigning, avoiding greater losses.

Case overview/synopsis

This case study exposes the situation of the company Max Drone Venezuela, which had been dedicated to the service, repair and training of drones. This family-owned company had gone through a series of stages that clearly exemplified how environmental factors served to identify opportunities in the early stages of the business, promote strategic actions to maintain itself, guide the course to sustain itself and seek development in hostile environments.

Complexity academic level

Given the characteristics of this case study, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 13 December 2023

Sadaf Taimoor, Javaria Abbas and Beenish Tariq

The learning outcomes of this case study are to understand and apply the PESTLE framework with a special focus on sociocultural nuances of a conservative society, appreciate the…

Abstract

Learning outcomes

The learning outcomes of this case study are to understand and apply the PESTLE framework with a special focus on sociocultural nuances of a conservative society, appreciate the role of innovation and effective leadership in the success of entrepreneurial ventures, understand the bricolage theory to critically evaluate the role of entrepreneurs as agents of social change and develop monetization strategies for digital start-ups and recommend strategies that would help social enterprises to strike the right balance between their social aspirations and commercial goals.

Case overview/synopsis

In March 2020, Kanwal Ahmed, founder of the much-lauded Facebook group Soul Sisters Pakistan (SSP), was posed with a critical situation. SSP’s first face-to-face member meetup, which had been hyped up by Pakistanis residing in Canada for months, had to be called off due to the advent of COVID-19. What worried Ahmed was not just the immediate impact of the postponement; rather, she was more concerned about how her social enterprise would sustain in the longer run. The new normal had changed the way businesses operated; tried and tested revenue generation strategies of SSP would neither be feasible in a COVID-stricken world nor reap the same results. Ahmed knew that her social enterprise could have a far-reaching impact in a pandemic-stricken world. However, she was unsure about how to monetize her business model so as to ensure steady revenue generation streams that would keep the enterprise afloat. Ahmed knew that the clock was ticking, and she had to act quickly and think of ways to ensure SSP’s long-term sustenance.

Complexity academic level

This case study is suitable for undergraduate students enrolled in courses of entrepreneurship and strategy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 December 2023

Ratna Achuta Paluri and Girish Ranjan Mishra

This case study will allow students to critically analyse and develop entry strategies into untapped foreign markets. The case study was designed to introduce students to…

Abstract

Learning outcomes

This case study will allow students to critically analyse and develop entry strategies into untapped foreign markets. The case study was designed to introduce students to identifying and analysing information related to target markets for expansions in international business.

The main objectives of this case are to evaluate and make the “Go Global” decision for the company; to take a position on entry timing for a company for entering an overseas market; to select a country for entry based on cultural, administrative, geographic and economic analysis and other relevant factors; and to evaluate a firm’s readiness for exports.

Case overview/synopsis

This case study on Satya Pharmaceuticals presents a typical dilemma faced by small and medium enterprises (SMEs) in emerging markets such as India while exploring the untapped overseas markets to expand their business. Satya Pharmaceuticals produced over-the-counter Ayurvedic medicines. With the onset of the COVID-19 pandemic, the consumer preference for Ayurvedic products had increased globally. Home country governments’ emphasis on exports and conducive consumer preferences created an opportune time for such SMEs to explore uncharted markets with a propensity for herbal medicines. Amidst strict regulations regarding safety, efficacy, labelling and packaging norms, along with a subjective understanding of the consumers’ sentiments regarding alternate medicines, SMEs had to select their target market carefully for their products to be successful overseas. This case study presents the basic information that entrepreneurs needed to explore the foreign markets. It revolved around checking firms’ preparedness to explore foreign markets, identifying target markets, timing the entry and entering those markets.

Complexity academic level

This case is appropriate for graduate-level courses in management that offer subjects such as international business.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 5: International business.

Case study
Publication date: 11 December 2023

Saeed Mousa

Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their…

Abstract

Learning outcomes

Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes.

Case overview/synopsis

This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis.

Complexity academic level

The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 December 2023

Padhmanabhan Vijayaraghavan and Frederick Sidney Correa

After completion of the case study, students will be able to describe the crisis types and the various phases in mapping a crisis and outline appropriate actions during each…

Abstract

Learning outcomes

After completion of the case study, students will be able to describe the crisis types and the various phases in mapping a crisis and outline appropriate actions during each phase; identify stakeholders in the context of change management initiatives and map them through their power, influence and interest needs; identify the needs and resistance present in change management initiatives through the systems-thinking perspective; recognize the leadership competencies for an effective crisis management approach; and identify the way to conduct challenging conversations with important stakeholders whose support and influence are required.

Case overview/synopsis

Stella Fernandez, the vice president of human resources management in a family-managed business organization, was disturbed by the media reports on rising number of cases of COVID-19 infection in India during the first week of March 2020. She thought that a continued rise in the number of infection cases could affect the business continuity as well as the safety of the employees. In her opinion, a faster introduction of a work-from-home policy could help to reduce the impact of the potential crisis. Fernandez understood that without the senior management team’s consent, she could not drive the information technology team to implement the work-from-home measure. However, she felt that there could be challenges in convincing the senior management team, who did not treat this outbreak to be of grave importance. Anticipating the unfavourable reaction, Fernandez planned her approach carefully by identifying and convincing influential members to support this change management initiative; nevertheless, to her dismay, her meticulous plan failed to convince the powerful members of the team, who continued to resist the change proposed by her. Disappointed and surprised by their reaction, Fernandez wondered what she could have done to make the senior management team to accept her proposal.

Complexity academic level

This case study is designed for use in undergraduate- or graduate-level programmes.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 December 2023

Jayakrishnan S

The objectives of the case study are to provide an overview of intellectual property rights and intellectual property rights in Indian context; understand the intellectual…

Abstract

Learning outcomes

The objectives of the case study are to provide an overview of intellectual property rights and intellectual property rights in Indian context; understand the intellectual property rights implementation and challenges for implementing it in emerging economies; understand what would be the best approach that companies can adopt when the companies face backlash in such circumstances; and explore the scope for redefining the intellectual property rights in the changing global environment.

Case overview/synopsis

In December 2021, the Protection of Plant Varieties and Farmers’ Rights Authority (PPV&FRA) in India revoked the plant variety protection (PVP) certificate granted to PepsiCo India Holding (PHI) for its Lays variety potato (FL-2027, known as FC-5). The FC-5 variety possessed low moisture content which made it suitable for making potato chips. The controversy started with Pepsi suing the small and marginal farmers of Gujarat for alleged patent infringement and cultivating the patented variety. Pepsi’s legal suit against nine marginal potato farmers in Gujarat initiated the dispute over how intellectual property (IP) rights are used to intimidate small, marginal farmers and its infringement of farmers’ rights. But, on the other side, the interesting aspect was how IP infringement could be a setback for the companies that made the capital investment to develop the variety. The case study discusses the backlash Pepsi faced due to this IP rights legal suit and the punitive aspects of IP rights (IPR) law. Moreover, in the context of the global pandemic, the case study helped discuss the need to redefine the intellectual property rights regime keeping in mind global welfare.

Complexity academic level

The case is intended for use in postgraduate-level management courses in agricultural marketing, agribusiness, international business and economics. This study can help management students understand how IPR is defined, the apparent complexities associated with it and the adverse effect of it on small and marginal farmers in emerging economies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 5: International business.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 December 2023

Leena B. Dam

Upon completion of the case study, students are expected to identify the characteristics that differentiate a family business from other businesses, understand the life cycles of…

Abstract

Learning outcomes

Upon completion of the case study, students are expected to identify the characteristics that differentiate a family business from other businesses, understand the life cycles of family businesses and evaluate the significance of succession planning and leadership development in a family business.

Case overview/synopsis

In May 2023, when the sultry afternoon had settled down, Bijan Dam, a first-generation entrepreneur and a septuagenarian, was in a pensive mood. Introspecting life events, he ruminated that if he could rewind the tape of life, go back in space and time, would things be different. “I wish life gave me a second chance,” he lamented! Perhaps he could have planned better. Since founding the printing business in 1985, Ruby Art Press had scaled up significantly from letter press to full-fledged computer printing technology unit. The press had made inroads in job orders, government contracts and screen printing. Its client base was large. It also attracted repeat clients from adjoining states. With a successful business history of three and half decades, he had assumed the business would thrive perpetually. Today the business he had built, sustained and raised was practically gone. Why had he not anticipated the future potential of the business? Why had he not dwelled upon the successful business progression? Regardless of impeccable client service and personalized vendor management, what were the missing cues in the business? Deep agony and heavy burden of remorse were mentally excruciating. This had pestering effect on his health condition. Given these challenges, how could Dam ensure business continuity?

Complexity academic level

This case can be used in entrepreneurship, family business management and human management courses. The dilemma can be explained as part of the courses for undergraduate and postgraduate programs.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Case study
Publication date: 7 December 2023

Juan Ernesto Perez Perez

Upon completion of this case study, students will be able to identify the main conceptual foundations of strategy in international business, determine the strategy of entry into a…

Abstract

Learning outcomes

Upon completion of this case study, students will be able to identify the main conceptual foundations of strategy in international business, determine the strategy of entry into a country through the analysis of dual pressures and propose the mode of entry into a country by analyzing the sources of competitive advantage in a firm’s value chain.

Case overview/synopsis

Café Galavis stood out as one of the most outstanding family businesses in industrial development, with a century-long trajectory in the production and sale of roasted and ground coffee in Cucuta, Colombia. However, in 2015, the diplomatic, humanitarian and economic crisis between the governments of Colombia and Venezuela led to the indefinite closure of the Colombian–Venezuelan border. As a result, the illegal coffee trade increased, and competition from traditional brands significantly affected sales, leading to financial difficulties and an urgent need for change in senior management. In addition, the demise of the manager who had been leading the company until 2018 exacerbated the business situation. Juan Francisco Yáñez, the new manager, joined the management of an emblematic company. From his first years of management, he implemented different strategies related to organizational policies, production, innovation and export of products to achieve stability. For the year 2023, the challenges for the new CEO were to lead a brand with more than a century of tradition and business roots and to enter new markets, owing to the high dependence on the Venezuelan market. Which countries should they enter in the internationalization process? Furthermore, what type of strategy and entry mode should Café Galavis implement to penetrate new markets? These were some of the challenges faced by the CEO; therefore, he required objective information to make decisions in consensus with his collaborators.

Complexity academic level

This case study is suitable for students of postgraduate academic programs in knowledge areas of international management, international business or MBA.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 5: International business.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 December 2023

Jawaid Ahmed Qureshi and Ejindu Iwelu MacDonald Morah

The learning objectives (or expected learning objectives and outcomes) are to be achieved by linking them with particular concepts, theories and models. These include conducting a…

Abstract

Learning outcomes

The learning objectives (or expected learning objectives and outcomes) are to be achieved by linking them with particular concepts, theories and models. These include conducting a situational analysis of the social business, namely, Lilly Apartments’ Welfare Association; explaining the characteristics and mindset of the leadership, particularly the social entrepreneurial leaders; analysing the conflict among the team members; and designing strategic solutions for combating crises and attaining operations’ effectiveness.

Case overview/synopsis

Lilly Apartments’ Welfare Association Karachi was registered under the Act of 1860 of the Government of Pakistan. The members established this Association to oversee the affairs of the maintenance of the apartments, including the provision of utilities, particularly water, sanitation, lifts, generators, parking, security and a park with a small play area for children. The front-burner issue of the Association consisted of mis-governance (causing underperformance), including maintenance of buildings within apartments; recovery of funds from the past executive committee (EC) members due to their massive corruption; managing defaulters’ issues (i.e., the members who did not pay their monthly maintenance fees) and deficiency of funds; inefficient and corrupt practices of the majority of the employees, including one manager and two supervisors; and task-related and personal conflicts between the leadership members. The EC of the Association was elected every year and presently it had only four months left. The research design used for this case study involved conducting 12 interviews, four each involving EC members, former EC members and senior residents, which were analysed to learn the challenges and achievements of the Association. Moreover, pertinent records of the Association were reviewed. The canons of research ethics and soundness were applied.

Complexity academic level

This case study is suitable for the students of social entrepreneurship or strategy or strategy and leadership. The study level is for graduates in management science, including MBA and EMBA students. This case study is suitable for teaching at any point but ideally near the middle or end of the aforementioned courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 December 2023

Mohamed Muse Hassan

Upon reading, analyzing and participating in the classroom discussion of this case study, students will be able to use the blue ocean strategy (mainly the Strategy Canvas tool) to…

Abstract

Learning outcomes

Upon reading, analyzing and participating in the classroom discussion of this case study, students will be able to use the blue ocean strategy (mainly the Strategy Canvas tool) to analyze how companies establish their products as viable and the go-to solution for consumers; perform a competitive analysis for competitive products; learn how to use data from the case, including industry trends, to predict the future market position of products; and learn how to develop strategies for new products in the market.

Case overview/synopsis

Abdishakur M. Afrah, who served as the Head of Business Development at Premier Bank, oversaw a substantial banking portfolio, which included Premier Wallet – the first digital wallet in Somalia. This case study outlines Premier Wallet’s journey and its transformative impact on the banking sector. Owing to the mobile wallet, consumers could, for the first time, engage in purchasing, withdrawing cash, shopping online and topping up without needing a bank account at Premier Bank. This allowed for the financial inclusion of the unbanked Somali population. This case study also highlights the Wallet Send feature, a disruptive feature that challenged the prevalent Hawala system in Somalia. This feature enabled customers to send money across 110 countries via their smartphones, facilitating direct deposits to the mobile or bank accounts of their family and friends or to cash withdrawal points nearby. Despite these advanced features, Premier Wallet struggled with broader acceptance, hindered by a mere 9% internet penetration, the absence of a national identification (ID) system and stiff competition from WAAFI, a fintech application supported by Hormuud Telecom, Somalia’s leading telecommunications company. The case study also delves into the strategic decisions Afrah had to make to position Premier Wallet as the top mobile money option for consumers in Somalia.

Complexity academic level

This case study is suited for undergraduate-level courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 December 2023

Boris Urban and Stephanie Althea Townsend

After completion of the case study, students will be able to evaluate the journey of launching a business in an emerging market context and judge how opportunities and challenges…

Abstract

Learning outcomes

After completion of the case study, students will be able to evaluate the journey of launching a business in an emerging market context and judge how opportunities and challenges can be navigated to build sustainable enterprises; assess the relevance of individual attributes and process skills that are necessary for entrepreneurial agency to transform social structures through entrepreneurial action; formulate an argument highlighting the role of the entrepreneurial ecosystem in growing a competitive business in an emerging market context; make an informed decision and critique how accelerators and incubators affect the development of ideas and access to finance in South Africa; and propose various strategic options available for technology entrepreneurs, considering the challenges they face in emerging economies.

Case overview/synopsis

In April 2023, Queen Ndlovu, CEO and founder of QP Drone Tech, a provider of drone business solutions, was considering options to fulfil her original dream of manufacturing drones in South Africa. She had encountered obstacles to achieving the same in 2019, and had decided to focus on providing commercial drone consulting services. However, her dream had not extinguished, and in 2022, she decided to restart her efforts. She found practical support from The Innovation Hub, an incubator that was supporting her business, which enabled her to enhance the prototype of her drone. She then had to think about how she would manufacture drones locally by ensuring she had access to production infrastructure, funding, partners and customers. Would she be able to gain a competitive advantage that would differentiate her from competitors? Or should she reconsider whether she should be manufacturing in the first place, as there are risks and benefits for smaller businesses in this regard.

Complexity academic level

This case is intended for discussion in postgraduate diploma in business and Master of Business Administration courses.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 November 2023

Bala Subramanian R. and Archana Choudhary

After analysing this case study, students will be able to understand the relationship between compensation, reward management and gig workers’ behaviour; apply the theory of…

Abstract

Learning outcomes

After analysing this case study, students will be able to understand the relationship between compensation, reward management and gig workers’ behaviour; apply the theory of organizational behaviour related to compensation management to address the motivational issues; analyse the challenges in managing the gig workers’ expectations related to compensation; and design innovative ways of retaining gig workers, especially delivery partners among the gig workers.

Case overview/synopsis

In April 2022, Riya, who worked as a business development manager at a newly established food delivery app company named “Our Kitchen” (located in Hyderabad, India), attended a meeting where the chief executive officer expressed concern about the difficulty in retaining their delivery partners. The company provided food delivery services to the customers by procuring ordered food from partner restaurants in select Indian cities. The delivery partners of the company worked part-time and received a commission for the hours they worked. With the rising fuel cost, minimal career growth and negligible social security benefits, it was hard for them to continue in their jobs. As a result, there were high attrition rates in the food delivery company. This case study is about the attrition issue being faced by the company and explores various strategies through which Riya could think of retaining the delivery partners so that there was a win-win situation for both parties. The dilemma given in the case study would help in understanding the motivational theories and factors that encouraged delivery partners to work for these jobs.

Complexity academic level

The case study is ideally suited for discussing human resources concepts, especially problems related to the retention of delivery partners without reducing the profit of the organization. It will help in understanding the motivational factors leading to job satisfaction and how that will help in the retention of delivery partners. The case study can also be used to teach the executives in a management development programme. This will help them to understand the gig workers’ motivational factors and the causes of their attrition.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 November 2023

Moumita Sharma and Pallavi Srivastava

This case study attempts to sensitize the impact of restructuring on the organization’s employer brand. The students shall learn to appreciate the criticality of maintaining a…

Abstract

Learning outcomes

This case study attempts to sensitize the impact of restructuring on the organization’s employer brand. The students shall learn to appreciate the criticality of maintaining a balance between being an employee-centric organization and building a sustainable business model, to analyze the alternative people management strategies in emerging start-ups.

Case overview/synopsis

This case study illustrates the innovative human resource (HR) policies adopted by the start-up Meesho. Meesho was started as “Fashnear” by two Indian Institute of Technology graduates Sanjeev Barnwal and Vidit Aatrey in the year 2015, with the headquarters located in Bengaluru, Karnataka, India. It was a social commerce platform wherein the local apparel sellers or manufacturers could register themselves on the app and sell their products online to nearby consumers and the product would be delivered to their homes. Later, it was renamed Meesho (Meri E-Shop) with an improved business model. The innovative people-centric policies got Meesho recognition as one of the most employee-friendly start-ups and an innovative employer. However, later as part of the restructuring exercise, it had to lay off employees, which had a counter impact on its reputation and image as a desirable employer. This case study captures the dilemma faced by start-ups like Meesho who were in the process of sustaining their growth and optimizing their workforce and, at the same time, have to manage their employer brand in the process.

Complexity academic level

This case study can be used at the postgraduate level of management and in executive management programs.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS6: Human resource management.

Case study
Publication date: 24 November 2023

Frank Peter Jordan and Anna Lašáková

After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing…

Abstract

Learning outcomes

After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style.

Case overview/synopsis

The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in DM in the company, where the diversity, equity and inclusion programme and corporate values were applied only formally and had little attention from the leaders as well as non-managerial employees.▪ Employee resistance to change: The lack of positive communication from the top management level in the company regarding automation projects and the lack of support for Alex’s mission in the company resulted in steady resistance to executing projects, which endangered the company’s survival in the market. Also, one part of Alex’s problem with building a working relationship with the Indian engineering staff was based on the fact that others perceived him as the automation “change agent” – an advocate and catalyst of an undesirable change connected with adverse consequences on employment in the Indian community.

Complexity academic level

This case is intended for discussion in undergraduate management and business study programmes.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Case study
Publication date: 20 November 2023

Krishnaveni Ramiah and Amy Fisher Moore

After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around…

Abstract

Learning outcomes

After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around technology and innovation, analyse the digitalisation implementation process followed in the case study by using an organisational change management model and make recommendations and propose a solution for the protagonist to consider for the successful roll-out of the digitalisation project.

Case overview/synopsis

DRA Projects is part of the DRA Global business based in South Africa. The company is known locally in the mining and engineering industry for its project development, delivery, execution and operations capabilities. Digital transformation is a key strategic focus in the industry, as clients seek digitised integrated systems. For this client offering, J.C. Heslinga, managing director of DRA Projects, was tasked with leading the digitalisation of the project delivery system. From July 2020 until July 2022, Heslinga led the implementation team through different organisational change stages. As the next phase included rolling out digitalisation to pilot projects and engaging employees and clients in the new process, Heslinga wondered if enough was done to ready the business for this change. The end users would be executing the changes, so their adoption will be imperative for successfully rolling out digitalisation. The case study concludes with Heslinga pondering the approach needed for the next phase. The case study focuses on the digitalisation implementation process through the lens of organisational change. The case study presents an opportunity to analyse and identify the theories and models used in organisational change within a real-life business context. The organisational change learnings can be adapted to help students with any transformation changes in similar business scenarios.

Complexity academic level

Postgraduate- and master’s-level students and business executives attending short courses will benefit from the learnings. The learnings can be applied to improve decision-making, organisational behaviour and strategic implementation using the fundamental principles of organisational change.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 November 2023

Adrian David Saville, Mluleki Shongwe and Amy Fisher Moore

On completion of the case study, students will understand the following learning objectives: the characteristics of quantitative easing (QE) and when it may be appropriate to…

Abstract

Learning outcomes

On completion of the case study, students will understand the following learning objectives: the characteristics of quantitative easing (QE) and when it may be appropriate to implement QE; how QE differs from a conventional bond purchasing programme; the impact of direct financing of the fiscus by the central bank on its independence; how the macro-economic and political environments affect and influence national economic policy; the difference between traditional and unconventional monetary policies and potential implications for an economy like South Africa. The learnings from this case study can be used in other global economic environments, particularly in emerging markets. This case study provides valuable insights into decision-making, institutional independence, policy coordination, deficit financing, causes and consequences of price inflation, risks relating to monetary instability and the correct application of monetary policy.

Case overview/synopsis

After the announcement of the COVID-19-related lockdown in March 2020 and the subsequent slow-down of economic activity in South Africa, the South African Reserve Bank (SARB) had to consider appropriate macro-economic tools to ensure both price and financial stability in South Africa. The macro-economic policy tools had to be considered in light of the South African economic context, which included acknowledgement of South Africa’s debt crisis and slow economic growth. The central bank responded by introducing the following measures: reducing interest rates to a record low of 3.5% to give consumers financial relief and to promote spending in the economy; purchasing government bonds in the secondary markets to stabilise financial markets; facilitating the loan guarantee scheme that was aimed at providing financial relief to small- and medium-sized enterprises; relaxing the capital and liquidity adequacy requirements that commercial banks are required to meet; and ensuring availability of liquidity to banks through facilities such as the weekly repo auctions. However, despite introducing these interventions, the SARB faced calls from politicians, analysts and academics to do more. Various commentators argued that the SARB could introduce QE and directly finance government spending by purchasing government bonds. Some commentators argued that the reluctance of the SARB to pursue these suggestions was a result of the close alignment and relationship between the SARB and National Treasury. The dilemma faced by Governor Lesetja Kganyago of the SARB was threefold, namely, whether it was appropriate for the central bank to pursue the initiatives and, if so, whether the bank could pursue them without compromising its independence, and if the introduction of those initiatives would not adversely affect the ability of the central bank to fulfil its mandate of price stability and financial stability. In this regard, the governor and his executive team were required to consider the long-term implications of introducing the initiatives on consumer price inflation, independence of the SARB and the appropriate use of monetary policy tools to fulfil the central bank’s mandate. But the question was: What policies should the governor favour?

Complexity academic level

This case study is based on various macro-economic theories. Therefore, it would be useful to teach this case study in macro-economic courses in the following programmes: master’s in business administration, bachelor of commerce, bachelor of economic sciences and business science studies, as well as on executive education programmes, which consider macro-economic policy. In general, students who undertake economics, business and general management, finance, legal, commerce and banking studies could learn from this case study.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 November 2023

Sumeet Gupta and Sanjeev Prashar

This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by…

Abstract

Learning outcomes

This case is designed to facilitate students to comprehend the challenges an e-commerce firm faces when it attempts to monetize data network effects. The challenges faced by Zomato are ideal for in-class debate and discussion. The following learning objectives can be fulfilled through this case: understanding the promises and issues raised by data network effects; comprehending the problems an e-commerce firm faces in re-configuration; illustrating the responsibility of an established e-commerce firm towards its stakeholders; and discussing how a firm should navigate its relationship with its stakeholders.

Case overview/synopsis

Zomato.com, the largest Indian food aggregator and delivery platform, was contemplating the launch of Zomato Instant, a 10-min food delivery. Currently, the company’s delivery model pivoted around delivering food within 30 min. Recently, Zomato acquired Blinkit, an online grocery shopping app that was positioned to deliver groceries in 10 min. Deepinder Goyal of Zomato felt that customers would soon be more discriminant in demanding quicker services, as they might not be comfortable with 30-min deliveries. Hence, Zomato’s business model must also be re-configured to provide 10-min deliveries. Armed with access to customer data, Goyal predicted items that could be prepared and delivered within 10 min from its dark stores and automated kitchens. Although the model seemed promising and the company was upbeat about it, Zomato Instant faced challenges on several fronts. From the human angle, the decision was criticized on social media, mainly around the violation of road regulations, road safety issues and pressure on the delivery personnel to perform. Many delivery personnel had fled this gig work to join their pre-COVID jobs. Even the Competition Commission of India had established an inquiry into Zomato’s anti-competitive practices using customer data.

Complexity academic level

This case is best taught as part of a curriculum in management programmes at the post-graduate level, in courses such as e-commerce, e-retailing, business models for electronic commerce and online entrepreneurship/new age entrepreneurship. In terms of the positioning in the course, this case could be used to demonstrate the challenges of re-configuration of an online platform.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Case study
Publication date: 13 November 2023

Sweety Shah, Indra Jairamdas Meghrajani and Heena Thanki

The learning outcomes after reading and analysing this case study are dealing with the challenges of family business; learning the importance of succession planning; accepting the…

Abstract

Learning outcomes

The learning outcomes after reading and analysing this case study are dealing with the challenges of family business; learning the importance of succession planning; accepting the next generation and the role of the first generation; and understanding the decision-making skills and roles of the generations in family business.

Case overview/synopsis

Khushboo Pouch and Packaging was the first-generation initiative of Mr Bhavesh Udeshi. Mitesh Udeshi, son of Bhavesh Udeshi and the business’s sole successor, joined the firm in 2019 after graduating with a Master of Business Administration degree. Mitesh had desired to join his family firm since he was a teenager and aid the business with emerging business ideas. As a fresher, he applied his newly acquired theories to the company’s operations. He initiated several changes in the company; however, his actions were ineffective. He introduced modifications to the business premises, production units, marketing tactics, accounting department and product line extension for two years. Mitesh had intended to restructure his traditional firm in rational and innovative ways, but none of his plans had come to fruition. He failed because the firm’s change management was confronted with denial, rage, bargaining and melancholy from both his father and the employees. Amidst non-acceptance and inconsistency, he found himself in a quandary. He had two options: remain in the family firm and persevere in making his ambitions a reality or resign, find a job and embark on a new path. Unfortunately, leaving would indicate surrendering defeat after a two-year struggle.

Study level/applicability

Programmes: Master of Business Administration (MBA), Bachelor of Business Administration (BBA) programmes, MBA in Entrepreneurship and small businesses, and Post graduate diploma in management (PGDM).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Case study
Publication date: 10 November 2023

Navinraj Naidu and Anusuiya Subramaniam

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd;…

Abstract

Learning outcomes

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd; develop effective strategies to improve stressful conditions experienced by blue-collar workers in Attainer Engineering Sdn Bhd; analyse and select appropriate approaches that can help maintain the motivation levels of blue-collar workers in Attainer Engineering Sdn Bhd; analyse the impact of Attainer Engineering Sdn Bhd’s extensive investment in training new blue-collar workers, alongside the subsequent high turnover rate, on the decline in sales and profit; identify the critical changes that the managing director should have implemented to prioritize employee retention among blue-collar workers at Attainer Engineering Sdn Bhd; discuss the strategic implementation of mechanization, specifically in the context of automating repetitive processes, as an innovative solution to address the challenges faced by the ship repair and maintenance service industry heavily reliant on blue-collar workers in emerging markets; cultivate thoughtful debates on ways to keep blue-collar workers in the shipping repair and maintenance industry, as well as active learner participation and group interaction; develop learners’ analytical and critical thinking skills by guiding them through the analysis of a real-world case study in the shipping repair and maintenance industry, concentrating on the difficulties and potential solutions for blue-collar worker retention; and equip learners with practical knowledge and insights on implementing effective human resources strategies for retaining blue-collar workers in the shipping repair and maintenance industry, emphasizing the conversion of theoretical concepts into workable solutions.

Case overview/synopsis

This teaching case study centres on Attainer Engineering Sdn Bhd, a Malaysian conglomerate that bestows ship repair and maintenance services. Regrettably, the corporation has been subjected to a decrease in profitability and productivity owing to its high turnover rate of blue-collar workers. The ship repair and maintenance service industry is accountable for delivering comprehensive repair and maintenance services to ships, including their engines, hulls, machinery and other related components. The fundamental aim of this case study is to ascertain the rudimentary factors that contribute to this issue and foster effective strategies to enhance the motivation and retention rate of blue-collar workers in the ship repair and maintenance service corporation, using appropriate management theories, models and concepts. The case study brings to light the importance of discovering the most suitable approaches to retain blue-collar workers in the corporation to improve its profitability and productivity in a highly competitive market. This teaching case study will be beneficial for students and practitioners who want to grasp the disputes associated with retaining blue-collar workers in the ship repair and maintenance service industry and learn how to apply management theories, models and concepts to address these disputes effectively.

Complexity academic level

This case discussion would be highly suitable for undergraduate and postgraduate university students who are pursuing their studies in management or related fields and are eager to delve into the nuances of the ship repair and maintenance service industry. Furthermore, trainers from both private and public agencies who are keen on gaining a deeper understanding of the issues pertaining to retaining blue-collar workers in this particular industry and devising result-oriented strategies to tackle these concerns would also find this case discussion immensely helpful.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 November 2023

Efe Unsal

After reading and analysing the case study, the students would be able to distinguish the leadership styles based on leaders’ traits and behaviours, argue the importance of trust…

Abstract

Learning outcomes

After reading and analysing the case study, the students would be able to distinguish the leadership styles based on leaders’ traits and behaviours, argue the importance of trust in leader–follower relationships thanks to the real-life examples presented and defend their side on the debate of whether leadership is born or made with the related theories and examples.

Case overview/synopsis

The teams coached by the successful Turkish basketball coach, Çetin Yılmaz, had reached the finals of the Turkish Basketball League six times and became champions three times. He assumed the coaching position of the Tuborg basketball team in December 2005. Although Tuborg’s Turkey branch made a serious financial investment in basketball, they were at the bottom of the league in the middle of the season. When Yılmaz took over the coaching position, the Tuborg basketball team’s main objective was not to be relegated from the top league in the 2005–2006 season. The team, working very hard, overcame the fear of relegation in two months but still had a very symbolic goal in front of it: winning the most prestigious game of the season by defeating the Karşıyaka team. However, in the last minutes of the game, with the influence of passionate Karşıkaya fans, the Tuborg team got scared and lost the game. At the end of the match, the club president entered the locker room and started shouting at the players, forcing the coach to face a severe dilemma. Either he would remain silent and risk damaging his leading position in the eyes of the players, or he would risk being fired by going against the president, even though he thought the president was right in what he said.

Complexity academic level

The target audience of this case study is undergraduate students. The field of study is sports management, leadership and coaching. This case study can be used in management, organizational behaviour and sports management courses while covering leadership and coaching topics.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 November 2023

Marisleidy Alba Cabañas and Luis Demetrio Gómez García

Upon completion of this case study, students will be able to analyze the interplay between small business growth and innovation in sustainable entrepreneurial success; evaluate…

Abstract

Learning outcomes

Upon completion of this case study, students will be able to analyze the interplay between small business growth and innovation in sustainable entrepreneurial success; evaluate factors influencing the adoption of technological innovations within startups; and decide on the optimal technological innovation for achieving sustainable growth in a startup.

Case overview/synopsis

This case study is about Liliana, a young Colombian entrepreneur. She had to decide how to innovate in her process of providing regulatory compliance and due diligence consulting services. According to Law 1778 of 2016, compliance and due diligence services became mandatory for companies with international operations in Colombia. Lemaître, Liliana’s venture, provided this service in an artisanal way. However, her market required the incorporation of technologies. Liliana must choose what to automate in her process and what to keep traditional. Not innovating meant Lemaître would be unable to grow, causing the sustainability of the business would to be at risk.

Complexity academic level

This case study is suitable for use for master of business administration students and in executive education short courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 October 2023

Etinder Pal Singh, Jyoti Doval and Deepak Halan

After reading and analyzing the case study, the students would be able to understand the complexities of leadership and decision-making in a diverse workplace, specifically when…

Abstract

Learning outcomes

After reading and analyzing the case study, the students would be able to understand the complexities of leadership and decision-making in a diverse workplace, specifically when promoting differently abled employees; explore the importance of fostering an inclusive environment, addressing biases and developing empathy in the context of leadership and diversity; explore the challenges and considerations involved in managing a team with diverse backgrounds and abilities; and evaluate the potential impact of promoting employees with disabilities on the morale and retention of other team members.

Case overview/synopsis

This case study is about a hearing-impaired individual, Jessica, who was recently hired by a medium-sized organization, Zerial Education. She was the organization’s first hire with a disability, and some of her colleagues were skeptical about how she would fit in. There was a clear bias against her because of her disability, and she faced many challenges while proving herself and earning the respect of her colleagues. Despite the initial skepticism and bias, she quickly proved herself to be a valuable member of the team. As the appraisal period arrived, Stan Logan, her reporting manager, faced a tough decision. He wanted to be fair and avoid to seem to be biased, yet he was also committed to fostering diversity and inclusion. If he promoted Jessica, it would affirm the company’s commitment to diversity and inclusivity, and it would also validate Jessica’s impressive year of work. However, this might come at the cost of creating tensions among the other top performers who were also deserving of the promotion and potentially complicating client interactions owing to Jessica’s hearing impairment. Logan had to navigate these complexities and make a decision that aligned with both the company’s values and operational needs, while also considering the potential consequences on team morale and client relationships.

Complexity academic level

The case is suitable for use by students at an MBA level. Human resource management: In this course, students might learn about the legal and ethical issues surrounding disability in the workplace, as well as strategies for recruiting and retaining employees with disabilities. Organizational behavior: In this course, students might learn about the psychological and social factors that influence how individuals with disabilities are perceived and treated in organizations, as well as how to promote diversity and inclusion within a company.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 October 2023

Filip Zima, Mohit Srivastava and Ladislav Tyll

After reading and analyzing the case study, the students would be able to identify the main stakeholders and decision-makers and their importance and influence on the environment…

Abstract

Learning outcomes

After reading and analyzing the case study, the students would be able to identify the main stakeholders and decision-makers and their importance and influence on the environment for a product, evaluate the value chain of the product and critical decision-makers, evaluate the various ways to avoid falling into the trap of greenwashing and examine the marketing strategy to market an environmentally friendly product.

Case overview/synopsis

LIKO-S is a Czech manufacturing and construction company. The company has been designing and creating intelligent solutions, such as green facades or vertical greenery systems, to save energy in building heating and cooling systems. The company launched green facades in the Czech market. However, the main obstacle was the need for supporting data to showcase the positive environmental impact of green facades. Under these circumstances, Libor Musil’s main objective was to overcome prevalent misconceptions about green facades and find a suitable market segment. The situation worried the company, as LIKO-S had heavily invested in developing and marketing the green walls. The management had to tackle this challenge as soon as possible to recover the substantial research and development and marketing investments. Furthermore, owing to lack of information, even genuinely sustainable products were seen as greenwashing. In addition, bad or wrong customer perceptions of these walls might spill over to other products, tarnishing the company’s image and threatening its survival in the domestic market. Under these circumstances, competitors might enter the Czech market, jeopardizing the company’s overall profits. Consequently, Libor was in a great dilemma about managing the financial and reputational risk of the company. Should Libor close the green walls unit, explore different markets/uses or help increase awareness among the general population about green walls by finding a suitable marketing strategy?

Complexity academic level

The case study was designed for graduate-level students in the strategic management (CSR and innovation module) courses. However, the case could also be an excellent addition to marketing courses dealing with customers’ perceptions of innovative products and strategies to improve the adoption of the product.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 19 October 2023

Ian Macleod, Adrian David Saville and Theresa Onaji-Benson

The study enables students to critique the internationalisation strategy of an African business including elements of macroeconomic analysis, company fit with jurisdictions…

Abstract

Learning outcomes

The study enables students to critique the internationalisation strategy of an African business including elements of macroeconomic analysis, company fit with jurisdictions, non-market strategies and mode of entry.

Case overview/synopsis

Roland van Wijnen was the chief executive officer of Pretoria Portland Cement Company Limited (PPC), a 130-year-old cement maker based in South Africa. He joined after the business had embarked on an international expansion strategy that had taken the business to countries of Rwanda, the Democratic Republic of the Congo and Ethiopia in a matter of years. This expansion caused the deflation of the Johannesburg-listed company’s share price. The company failed to appreciate a number of success factors in each jurisdiction. The challenges included cultural misalignments, macroeconomic analysis and mode of market entry. The case dilemma involved the choices that van Wijnen faced in re-evaluating the international footprint of the business.

Complexity academic level

Undergraduate or postgraduate level.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 5: International business.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

151 – 200 of over 1000