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: 12 December 2024

Pooja Darda and Shailesh Pandey

This case study is based on Amazon, a global e-commerce giant, which is well-known for its extensive product range and customer-centric approach. The nature of the research is…

Abstract

Research methodology

This case study is based on Amazon, a global e-commerce giant, which is well-known for its extensive product range and customer-centric approach. The nature of the research is exploratory. This study is purely exploratory in intent. Secondary sources such as reputable newspapers, blogs, websites and trade publications were used to compile the information and write this case.

Case overview/synopsis

Amazon India’s innovative Storyboxes packaging initiative has transformed the online shopping experience by integrating compelling stories of sellers into the delivery process. This case study explores the rationale, implementation and impact of the innovative approach on customer engagement and the seller community. By featuring QR codes and images of sellers on the packaging, and directing customers to their narratives on Amazon’s platform, the initiative fosters a deeper connection between buyers and sellers. To enhance customer loyalty and adapt to the dynamic e-commerce landscape, Amazon must navigate the challenge of fostering intimacy through unique initiatives like Storyboxes, while also maintaining the effectiveness and reach of its traditional methods. The solution lies in finding a strategic balance that upholds the brand’s core values and meets evolving customer expectations amidst a competitive market environment.

Complexity academic level

This case is structured for Undergraduate, Postgraduate, MBA Programs.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 12 December 2024

David F. Jorgensen, Catherine Hall, Ronei Leonel, Marina Nixon and Ryan Schill

This paper aims to draw its foundation from primary and secondary data sources. The primary data were derived through extensive interviews with the case protagonists and close…

Abstract

Research methodology

This paper aims to draw its foundation from primary and secondary data sources. The primary data were derived through extensive interviews with the case protagonists and close observations of the settings and situations described in the case. These were further supplemented by secondary data, collated to enhance the depth and context of the case, aiding in a more comprehensive understanding for the reader. ChatGPT was used in rewriting some sections of the case and in developing the instructor manual, particularly with ideation and ideal student answers. The research team very carefully scrutinized and heavily edited all sections to ensure correctness.

Case overview/synopsis

This case chronicles the journey of two close friends, Sean and Connor, from their time as finance students at Brigham Young University (BYU) in Provo, Utah to budding entrepreneurs within the community. Anchored in their passion for Indian cuisine, they envisioned Mumbai Express as an innovative culinary enterprise seeking to offer authentic Indian food through an affordable quick-service model. They aimed to address common pain points often associated with restaurant dining, particularly in the local community. Internal factors such as developing their signature dish, Chicken-Tikka-Masala (CTM) and external factors such as COVID-19 created barriers for Mumbai Express along the way, including opening the restaurant and keeping it afloat. Reflecting on why the restaurant closed, students will be challenged to step into the shoes of aspiring entrepreneurs to understand the dynamics of Mumbai Express’ ultimate failure.

Complexity academic level

This case is well-suited for use in sophomore or junior undergraduate courses in entrepreneurship, especially those emphasizing concepts like the minimum viable product (MVP) and differing emotional equity within partnerships.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 13 November 2024

Avil Saldanha and Rekha Aranha

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

Abstract

Learning outcomes

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

Case overview/synopsis

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

Complexity academic level

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

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

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

Keywords

Case study
Publication date: 23 April 2024

Sarah Lee, Vafa Saboorideilami, Xiaotian Zhang and Yung-Jae Lee

The case study draws on structured interviews with Rob Chase, Founder and CEO of NewGen Surgical, as well as secondary data sources to analyze the effectiveness of these solutions…

Abstract

Research methodology

The case study draws on structured interviews with Rob Chase, Founder and CEO of NewGen Surgical, as well as secondary data sources to analyze the effectiveness of these solutions in mitigating the risks and enhancing the company’s competitive advantage.

Case overview/synopsis

This case study examines how NewGen Surgical, a small- to medium-sized medical equipment manufacturer based in the USA, navigates a supply chain crisis caused by post-pandemic (COVID-19) supply and demand distress, trade restrictions, and the US–China trade war in 2022. It outlines the journey of CEO and Founder, Robert Chase, as he started, grew and is maintaining the company and its various challenges. The case study reviews the risks and vulnerabilities of the company, which heavily relies on Chinese suppliers for most of its operations. To address the supply chain challenges, the case study explores alternative solutions such as insourcing, reshoring, diversifying the supplier base, changing safety stock and implementing new technologies. The case can be designed to teach business courses such as global business, supply chain and entrepreneurship.

Complexity academic level

This case study is intended for undergraduate and graduate students in courses such as global business, supply chain and entrepreneurship. In addition, this case study may be incorporated with modules on learning organizations, knowledge management and entrepreneurship to aid students in comprehending the principles of global sourcing, offshoring and supply chain management.

Case study
Publication date: 12 September 2024

Lucas M. Dille, Arlisa Campbell and Deborah Goodner Combs

The case is a secondary sourced case. Information for the case was found from news articles and interviews.

Abstract

Research methodology

The case is a secondary sourced case. Information for the case was found from news articles and interviews.

Case overview/synopsis

David’s Bridal was a privately held corporation generating $1.3bn in annual revenue and employing over 12,000 employees. David’s Bridal filed bankruptcy not once but twice. This case examines the bridal industry and the environmental factors that led to the two bankruptcies. Bridal dresses are at the top of wedding categories. Environmental factors causing bankruptcy included online competition, reputation as seen through the eyes of the consumer, COVID, and supply chain challenges. David’s Bridal first looked to Jim Marcum to turn the corporation around and when this failed, they created a new management team after the second bankruptcy to save the company.

Complexity academic level

The case is designed as an interdisciplinary case for undergraduate leadership, advanced accounting or undergraduate strategy courses. The case was tested in MGMT 330: Leading People in Organizations. This case is appropriate for junior- and senior-level students.This case will be used in ACCT 402: Advanced Accounting – a senior-level course. The case gives perspective on going concern opinions and the strategic implications of bankruptcy.Possible textbooks▪ Christensen, T., Cottrell, D. and Budd, C. (2023). Advanced Financial Accounting (13th ed.). McGraw-Hill.▪ Hoyle, J., Schaefer, T. and Doupnik, T. (2024). Advanced Accounting (15th ed.). McGraw-Hill▪ Rothaermel, F. T. (2024). Strategic Management (6th ed.). McGraw-Hill

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 12 January 2024

Chetna Rath and Asit Tripathy

The case was devised using secondary sources of data collection from annual reports, sustainability reports and the Hindustan Petroleum Corporation Limited (HPCL) website. These…

Abstract

Research methodology

The case was devised using secondary sources of data collection from annual reports, sustainability reports and the Hindustan Petroleum Corporation Limited (HPCL) website. These documents provided insights into the HPCL’s sustainability initiatives, financial performance and disclosure practices. Other data were obtained through the websites of the relevant businesses/sectors.

Case overview/synopsis

In March 2022, Pushp Kumar Joshi, chairman and managing director of HPCL, contemplates the oil giant’s sustainability strategy amid challenges. Despite a 38% revenue increase in financial year 2021–2022, profits dropped because of reduced refinery capacity. HPCL, a major player in India’s oil and gas industry, recognized the need to align with climate goals and changing consumer expectations. Joshi emphasized stakeholder engagement, carbon mitigation, technology adoption and transparent environmental, social and governance (ESG) reporting. A materiality assessment highlighted key issues like gender diversity, air quality and the low-carbon transition. Joshi grapples with balancing profitability and sustainability amid stakeholder pressure and market fluctuations, seeking advice from the sustainability team for the future.

Complexity academic level

This can potentially be a case study for a business management course, particularly focusing on sustainability, corporate social responsibility and strategic decision-making. It could be used at both the undergraduate and graduate levels in courses related to business administration, sustainability management, corporate strategy, environmental management or stakeholder engagement. The case could be analyzed to discuss the challenges and opportunities faced by a company like HPCL in balancing profitability and sustainability, developing effective sustainability strategies, integrating ESG considerations and managing stakeholder expectations.

Supplementary material

Teaching notes are available for educators only.

Details

The CASE Journal, vol. 20 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 12 April 2024

Skyler King and Anthony Allred

This case was written with publicly available information about Nintendo.

Abstract

Research methodology

This case was written with publicly available information about Nintendo.

Case overview/synopsis

In the 1980s and 1990s, Nintendo dominated the video game industry with a market share of 90%. In 2020, Nintendo’s market share dropped to nearly 31%. This case examines a 40-year history of Nintendo, including its core strategy of video game and video game console development and its growth strategy using its intellectual property. Throughout its history, Nintendo has faced and continues to face stiff competition from Sony, Microsoft and new emerging technologies like virtual reality video games. Nintendo has the challenge of competing in a rapidly changing industry with changing customer preferences where it once had a dominant market share. Can Nintendo continue competing, relying on its core competency of developing new video games and consoles? Or moving forward, should it further define itself more broadly by continuing to leverage its intellectual property in the entertainment industry?

Complexity academic level

This case is suitable for undergraduate courses in marketing, marketing management and business strategy, or where an instructor focuses on strategic decision-making. This case will provide valuable in-class discussions on the importance of defining what a business should do and how it should grow. Additionally, this case will be useful for courses that include advanced discussions on tradeoffs between focusing on core competencies and growth by expanding into other opportunities that are not necessarily part of a business’s core strategy. A portion of this case was tested in an undergraduate marketing strategy and marketing principles course. The case created an excellent environment for critical thinking and analysis.

Details

The CASE Journal, vol. 20 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 30 August 2024

Bhawna Gaur, Shubhra Patnaik and Danish Kaleelulla Khan

This case was developed from secondary sources such as industry reports, articles, news reports and social media sites.

Abstract

Research methodology

This case was developed from secondary sources such as industry reports, articles, news reports and social media sites.

Case overview/synopsis

This study offers a fresh perspective on leadership by exploring the nontraditional journey from human resources (HRs) positions to the esteemed chief executive officer (CEO) role. It highlights the transformation of HR from an administrative function to a strategic one. The study emphasizes the pivotal role of chief human resources officers (CHROs) in shaping company culture and ensuring employee satisfaction. It also delves into HR professionals’ unique skills and attributes to the CEO position, drawing examples from successful transitions such as Mary Barra at General Motors, Leena Nair at Chanel and Nigel Travis at Dunkin Donuts. The study addresses the growing trend in contemporary business discussions: the potential reshaping of the traditional CEO role by HR directors. It offers valuable insights for organizations looking to adapt to a rapidly evolving economic landscape by highlighting the synergy between CEO responsibilities and HR expertise.

Complexity academic level

This case is designed for undergraduates in various courses such as fundamentals of HR management, human capital management, strategic management, leadership development and career planning and management. It is appropriate for sections of the course focusing on managerial decisions and the changing role of HR managers. The case discussion is suitable for classes of 12–40 students and can be easily adapted for online courses using interactive discussion tools. Students are expected to read the case before participating in the discussion.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 18 June 2024

Sonya Graci, Yvette Rasmussen and Kaitlyn Washbrook

This case was developed by using primary data collected from two separate one on one interviews, a panel interview in which Josee was featured and secondary data collected from…

Abstract

Research methodology

This case was developed by using primary data collected from two separate one on one interviews, a panel interview in which Josee was featured and secondary data collected from news articles and publications featuring Josee. Information specific to Atikuss’ offerings was found through the Atikuss website. A translation software was used to understand many of the articles about Josee, as many were in French.

Case overview/synopsis

Atikuss (meaning young caribou in Innu) is the sustainable business founded by Josee LeBlanc, an Indigenous woman from Northern Quebec. As a workshop-boutique, Attikuss offers a diverse selection of hand-made traditional Indigenous items from her own Indigenous culture. Hopeboots is a project run through Atikuss which allows customers to create their own Mukluks while learning about Indigenous culture and the story behind every design. When starting her business, Josee learned that the women making mukluk boots were not earning a livable wage for their work. Her dilemma when creating a sustainable business was whether to increase the beaders wages to a fair wage, costing her and the consumer more, or maintaining the status quo by continuing to pay the beaders less then five dollars an hour. Josee’s decision to increase wages generated opportunities and increased well being through social investments in her community. This decision considers the cost to many stakeholders and offers an Indigenized perspective to entrepreneurship. This case is relevant to Indigenous entrepreneurship, sustainability, social innovation, business ethics, and corporate social responsibility.

Complexity academic level

This case is targeted toward university-level students and can be relevant to graduate-level students as well.

Case study
Publication date: 28 May 2024

Tyechia Veronica Paul

This descriptive case study is written using factual case information was obtained from an employee of the firm with their consent. All names, including the firm name, have been…

Abstract

Research methodology

This descriptive case study is written using factual case information was obtained from an employee of the firm with their consent. All names, including the firm name, have been anonymized.

Case overview/synopsis

After being denied promotion, Vivienne began the first step to her long-term exit strategy by seeking another graduate degree. Her supervisor failed to supply the recommendation he’d promised for her graduate school application. Vivienne felt that his breach of trust was deliberate and now must decide what course of action to take. This case analyzes Vivienne’s organization, needs and ambition using management theories, laws and concepts. It also analyzes the phenomenon of trust, specifically vertical trust between managers and employees, and it leads to an important career crossroads for Vivienne.

Complexity academic level

Undergraduate. Courses: Organizational Behavior, Human Resource Management

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

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