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.
Katina Williams Thompson and Susan Dustin
The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.
Abstract
Theoretical basis
The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.
Research methodology
Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken.
Case overview/synopsis
Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives.
Complexity academic level
The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.
Details
Keywords
Beauvais R. Anderson, Joe Anderson and Susan K. Williams
The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them…
Abstract
Theoretical basis
The discussion questions relating to the case focus students’ attention on breaking away from the intuitive/emotional “boom mentality” driving their business decision and ask them to focus more on analytical decision criteria to support their “go” or “no-go” decisions.
Research methodology
The authors interviewed one of the partners of Burned-N-Turned several times and read the partners’ brief business plan for the food trailer.
Case overview/synopsis
Partners are wrapped up in the “boom mentality” in the Bakken oil fields in 2011 and jump into their decision to open a food trailer restaurant to serve the oil field workers and others. But have they omitted important considerations for their business decision?
Complexity academic level
The study is appropriate for undergrad strategic management courses. The authors have tested the compact case in three sections of capstone senior-level strategic management courses.
Details
Keywords
Pauline Assenza and Michael S. Lewis
The case data were obtained from secondary sources including academic, newspaper and periodical sources.
Abstract
Research methodology
The case data were obtained from secondary sources including academic, newspaper and periodical sources.
Case overview/synopsis
The Founder of Chipotle Mexican Grill, CEO Steve Ells, was a restaurant innovator credited with creating the fast-casual experience. He believed that food, sourced and prepared responsibly, could help “cultivate a better world.” Unfortunately, he had to step down after a continuing series of food contamination events drove away both investors and customers. In 2018, new CEO Brian Niccol was brought in from Taco Bell to reposition the brand and regain confidence. Was it possible to continue with Chipotle’s mission of “food with integrity” or was another strategy necessary?
Complexity academic level
This case was prepared for an undergraduate strategy course. It can be used to illustrate all the key points in Chapter 1 of a traditional undergraduate strategy textbook. This case would be best placed in the first weeks of the course, as a first case to introduce to students the idea of strategy as a process that continuously assesses and revises strategic directions and decisions. It introduces a discussion of the role of mission, vision and values as part of the strategy process, and addresses the responsibility of leadership to do an ongoing evaluation of a firm’s strategic choices.
Details
Keywords
David S. Christensen, Paul Schneider and Jeff Orton
Students apply the new Institute of Management Accounting (IMA) ethics standard to “contribute to a positive ethical culture” and advice to “actively seek to resolve an ethical…
Abstract
Theoretical basis
Students apply the new Institute of Management Accounting (IMA) ethics standard to “contribute to a positive ethical culture” and advice to “actively seek to resolve an ethical issue.” By learning and practicing how to voice concerns students gain confidence in this approach to resolve ethical issues. In addition, most students are inspired by the moral courage of the chief financial officer (CFO) and report an increased resolve to have moral courage.
Research methodology
The case was based on the CFO’s published account of his experience and supplemented with an interview. It has been gradually refined in an ethics course for accounting students over several years and evaluated from a sample of students who completed the course.
Case overview/synopsis
The CFO of a mining company was pressured to pledge collateral that was already pledged on another loan. The CFO courageously refused his supervisor’s request and resigned his position immediately (flight). In its ethics guidelines, the IMA requires its members to actively seek to resolve ethical issues internally before disassociating from the organization (fight). In addition, ethics writers Gentile (2010) and Badaracco (2001) suggest ways to communicate ethical concerns. In this case, accounting students learn how to resolve ethical issues using the ethics guidelines and suggestions by analyzing and writing about the experience of the CFO.
Complexity academic level
The case is used in a graduate ethics course. It may also be used in undergraduate accounting courses.
Details
Keywords
Karen L. Cates and Brenda Ellington Booth
Kiera, a young, enthusiastic sales rep, was recently promoted to manager of a sales team of five. In her first year on the job, she tackled a major revamp of the company's…
Abstract
Kiera, a young, enthusiastic sales rep, was recently promoted to manager of a sales team of five. In her first year on the job, she tackled a major revamp of the company's outdated training materials and organized a regional conference for her area, but neither her boss nor corporate seemed to appreciate the work she had been doing. Without support or guidance from her boss, Kiera was confused. What was she supposed to do? Parts A and B of the case present two different perspectives on coaching. Part A contains a narrative from the point of view of the “coachee,” Kiera, who was learning how to work with her boss, ultimately with the assistance of an executive coach. This case focuses on coaching as a tool to enhance self-management and relationship management and to improve personal performance. Part B describes how Kiera started to learn the “coach approach” to managing her team with the continued guidance of her executive coach. She learned to apply the same skills that her coach used with her in Part A to diagnose her team, share feedback, and communicate expectations. She was learning how to listen and ask thoughtful questions, but she also needed to expand her awareness to “other-management” and build her own coaching skills to enhance her team's performance.
Details
Keywords
- Human resources management
- leadership
- management development
- motivation
- performance management
- sales force management
- women in business
- "="" coach="" approach"="">"Leader as Coach" Coach Approach
Karen L. Cates and Brenda Ellington Booth
Kiera, a young, enthusiastic sales rep, was recently promoted to manager of a sales team of five. In her first year on the job, she tackled a major revamp of the company's…
Abstract
Kiera, a young, enthusiastic sales rep, was recently promoted to manager of a sales team of five. In her first year on the job, she tackled a major revamp of the company's outdated training materials and organized a regional conference for her area, but neither her boss nor corporate seemed to appreciate the work she had been doing. Without support or guidance from her boss, Kiera was confused. What was she supposed to do? Parts A and B of the case present two different perspectives on coaching. Part A contains a narrative from the point of view of the “coachee,” Kiera, who was learning how to work with her boss, ultimately with the assistance of an executive coach. This case focuses on coaching as a tool to enhance self-management and relationship management and to improve personal performance. Part B describes how Kiera started to learn the “coach approach” to managing her team with the continued guidance of her executive coach. She learned to apply the same skills that her coach used with her in Part A to diagnose her team, share feedback, and communicate expectations. She was learning how to listen and ask thoughtful questions, but she also needed to expand her awareness to “other-management” and build her own coaching skills to enhance her team's performance.
Details
Keywords
- Human resource management
- leadership
- management development
- motivation
- performance management
- sales force management
- women in business
- "="" coach="" approach"="">"Leader as Coach" Coach Approach
This case challenges students to solve a riddle: How did Motorola's share in the Indian market fall so dramatically while cell phone adoption in India skyrocketed and Motorola was…
Abstract
This case challenges students to solve a riddle: How did Motorola's share in the Indian market fall so dramatically while cell phone adoption in India skyrocketed and Motorola was launching one of its most successful products globally? The case is set in the mid-2000s, when Motorola had just rolled out the Razr phone and the firm was approaching the ten-year anniversary of its entry to the Indian market. Motorola's market share in India had fallen from as high as 31% in 1998 to less than 5% in 2006. This dramatic downturn came at a time of immense growth in the Indian cell phone market.
Details
Keywords
Stella Artois, an AB InBev brand, is the world's best-selling Belgian beer. In early 2017, Ricardo Tadeu, AB InBev Zone President for Africa, is planning the brand's entry into…
Abstract
Stella Artois, an AB InBev brand, is the world's best-selling Belgian beer. In early 2017, Ricardo Tadeu, AB InBev Zone President for Africa, is planning the brand's entry into its next export market: South Africa. The case explores Stella's introduction strategies into three of its export markets—the UK (1976), the US (2000), and Mexico (2016)—examining the drivers of the brand's success as well as its failures. Students will analyze the brand's previous launches to determine what made it successful in some markets and not in others. They will apply these learnings to develop a strategy for the brand's introduction to the South African market. Beyond the central discussion of growth through international expansion, the case addresses issues of brand positioning for premium products, changing consumer perceptions, the use of cause marketing, category development and maturity, and competitive strategy.
Details
Keywords
Katherine Karl, Nai Lamb and Olivia Young
Information about Volkswagen’s human and animal testing was obtained from the secondary sources cited.
Abstract
Research methodology
Information about Volkswagen’s human and animal testing was obtained from the secondary sources cited.
Case overview/synopsis
In 2014, Volkswagen (VW), BMW and Daimler funded an institute to conduct research to support their position that diesel engines are cleaner and safer than other fuel alternatives. One of the research studies conducted by the institute examined the effects of diesel fumes on humans and monkeys. Researchers put ten macaque monkeys in sealed rooms and pumped in exhaust fumes from a Volkswagen Beetle for four hours. For comparison, another group of monkeys was exposed to fumes from an older Ford pickup. The monkeys were later anesthetized and examined to see what the fumes did to their bodies. Other tests involved willing human subjects who were exposed to similar conditions.
Complexity academic level
This case is applicable to upper-level management or business ethics class.
Details
Keywords
Subject
Country
Case length
Case provider
- The CASE Journal
- The Case for Women
- Council of Supply Chain Management Professionals
- Darden Business Publishing Cases
- Emerging Markets Case Studies
- Management School, Fudan University
- Indian Institute of Management, Ahmedabad
- Kellogg School of Management
- The Case Writing Centre, University of Cape Town, Graduate School of Business