Case studies

The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary sources were available.

This teaching case is designed for students to demonstrate their mastery of industry-level analysis in the emerging space tourism industry. It allows students to understand what constitutes the industry within the broader space sector and to apply analytical tools such as PESTEL and Porter’s Five Forces, with the option to discuss strategic groups. Students gain insights into how the industry is evolving within its broader environment and how companies could respond or differentiate themselves. Information is also provided for students to consider the broader social impact of a relatively new industry from the perspective of sustainable development.

The case is written for undergraduate and graduate students enrolled in strategic management courses. The case placement is ideally in conjunction with industry-level analytical frameworks such as Porter’s Five Forces, PESTEL analysis, strategic groups (optional) and industry life cycle. Most strategic management textbooks cover these concepts in the first few chapters. For example, “Strategic Management, 14th edition” by Hill, Schilling and Jones (2023) covers these topics in chapter 2. Given that space tourism is an embryonic industry dependent on technological innovation, instructors might also use this case in innovation or entrepreneurship-related courses. This case could also be used to address critical issues, such as sustainability, in tourism management courses.

Data used to develop the case included primary data from employees and leaders of AJE, a Peruvian-based beverage products manufacturer. The case company is not disguised; actual employee names and titles are used. The company provided financial and product data and photos.

The AJE Group’s initial launch of its Amayu Peruvian superfruit drinks into the American market, in partnership with Amazon, fell short of company expectations. Company leadership sought to reevaluate their strategy and determine how to modify their approach to achieve a higher level of success. They were considering whether a “blue ocean” strategic approach, which they successfully implemented in the past in the Peruvian market, might work in the US market.

This case is designed for an undergraduate international business or strategic management class. With the financial data, the case is also comprehensive enough to serve as an early case on international business in the strategic management capstone course. Before completing the case, business students should complete principles courses in the business core including marketing, accounting, finance and management.

None.

The case study follows Ann’s journey towards entrepreneurship, focusing on the challenges she faced and how early educational interventions influenced her life decisions. Despite numerous obstacles, Ann’s perseverance, bolstered by her family’s support and her passion, led to her successful reintegration into academia and the launch of an entrepreneurial venture in the UK. Her story highlights the dilemma of balancing educational attainment with entrepreneurial aspirations, especially for at-risk students. Ann’s experience prompts critical discussions about the intersection of education and entrepreneurship, the importance of experiential learning and the role of mentorship in realizing business ideas. The nurturing environment of her business school, through guest lectures and real-world success stories, played a significant role in shaping her academic and professional outlook. This case raises essential questions about the role of higher education in fostering entrepreneurial skills and integrating experiential learning within academic curricula. Ann’s journey exemplifies the power of resilience and determination in overcoming systemic and entrepreneurial challenges, particularly for women facing similar struggles. Her story illuminates the multifaceted process of turning a personal experience into an entrepreneurial opportunity, emphasizing the critical role of mentorship and support networks in developing a viable business idea.

This case study is best suited to undergraduate and graduate students enrolled in management and business-related courses that focus on entrepreneurship and entrepreneurial education. The case study is relevant in various business disciplines as it informs students of the process and challenges related to business start-ups and acquiring related capabilities. Instructors are encouraged to have students read the extensive reference list provided at the end to broaden their understanding and knowledge of entrepreneurship, including its processes, context and practices.

The case study is based on field data, including in-depth semi-structured interviews with the main protagonist and related stakeholders of a large government hospital in Western India. After informed consent, the interviews with the stakeholders were conducted, transcribed and analyzed verbatim. In addition, secondary data from policy reports, newspaper articles and government websites was used to create the case. Since the protagonist works in the government system, her identity and other identifying information are disguised to maintain confidentiality.

The case study investigates the leadership challenges in a healthcare facility/hospital in public health. It traces the evolution of Dr Meena Sharma (Dr Meena), a leader in the government hospital ecosystem facing challenges such as infrastructural deficiencies, manpower deficit, healthcare bureaucracy and heavy patient load. This first-generation medical practitioner who transitioned from a private practice to a governmental one juggles balancing her demanding clinical practice, administrative responsibilities and teaching in the government hospital with her family responsibilities setup. However, in the wake of the upcoming LaQshya – Labour Room Quality Improvement Initiative by the Ministry of Health & Family Welfare, she strives to put together and motivate her team to work toward improving the quality of care during delivery and the immediate postpartum period at her hospital. Various issues arise in the organizational leadership for a woman leader such as adopting appropriate leadership style and using appropriate motivation and communication strategies for optimal performance.

The case study is aimed at teaching/training a) departmental heads of public and private hospitals, b) health program managers at higher and middle-level leadership roles, c) health policymakers at various levels in the government and other organizations and d) graduate and postgraduate students of public health, hospital management/administration. In addition to this, it can also be used for general management programs to teach organizational behavior, communication and leadership courses.

The data used in the case are collected through both primary and secondary sources. The interview method was used to collect data on the experience of the protagonist on visiting the expo and details about the Expo was collected using secondary sources.

The case study examines the success factors of initiatives implemented by the Dubai Expo 2020 team, with a focus on sustainable transportation, energy efficiency, people-centric spaces, biodiversity preservation, water efficiency, waste management, green building and communication. Even though not all objectives were met, the overall progress demonstrates a strong commitment to sustainability and positive effects on environmental, social and economic aspects. In addition, the case study demonstrates how businesses can incorporate social and environmental factors into their decision-making processes, supply chain management and responsible procurement practices. It highlights the significance of sustainability in business operations, stakeholder collaboration and continuous improvement. In addition, the case study provides innovative business models and practices that promote circular economy principles, waste reduction, resource efficiency and inclusivity. This case provides business students with valuable insights into successful sustainability initiatives and strategies for creating a more inclusive and equitable economy.

This case study is appropriate for intermediate undergraduate students in their third year or postgraduate students in their first year, particularly those enrolled in courses on sustainability, operations management, strategic management, supply chain management and corporate social responsibility. The case study is designed to enhance cognitive skills by analyzing and evaluating real-world examples of successful initiatives in sustainability, energy efficiency, people-centric spaces, biodiversity preservation, water efficiency, waste management, green building and open communication. It also aims to develop affective skills by fostering a commitment to sustainable practices and psychomotor skills through practical applications and projects. By analyzing these initiatives, students can comprehend how businesses can integrate social and environmental factors into their decision-making processes, supply chain management and responsible procurement practices to create a more inclusive and equitable economy. In addition, the case study introduces innovative business models and practices that promote circular economy principles, waste reduction and resource efficiency while fostering economic inclusion and equity. Overall, the case study equips students with the knowledge and motivation necessary to drive sustainable change within organizations and contribute to a more sustainable and equitable future.

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

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

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

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

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The data set used to write this case was collected from 83 public sources, including company communications, company journals and reports and the company website, along with newspaper articles, industry reports, scientific articles and case studies. The data set was used to analyse both the industry and firm in which Arup operated to draw conclusions about the firm’s strategy and competitive advantage, specifically, as it relates to trust and knowledge management.

Alan Belfield, an employee of Arup Group Limited for 29 years, and the company’s chairman since 2019, had witnessed significant growth since he first joined the firm. Operating globally, Arup had a proud past; since 1946, the company had served 6,931 clients across 143 countries, leading to its important contribution to many world-renowned landmarks within the built environment. From 2018 to 2020, revenue at the global multiservice engineering company had grown almost £250m [1] to £1.809bn.

Over the past few years and as 2021 came to an end, the global engineering services industry had experienced a flood of mergers and acquisitions, as the industry grew towards maturity and clients looked for full-service solutions. Arup’s strategy had proven successful in the past, evidenced by its capacity to grow revenues and partake in the design of well-known structures and buildings. However, with the trend towards consolidation, as Arup headed into 2022, how could the firm retain its position as one of the global leaders in the industry over time?

The case can be used in business courses on global strategic management at the bachelor and master levels, as it applies key strategic management concepts within a global context. The case focuses primarily on the transnational corporation (Bartlett and Ghoshal, 2002) and how it creates value through strategy and structure. Instructors who wish to integrate the human resource management aspect into the course are provided with optional material, including an additional reading, along with an assignment question and associated analysis and teaching guidance.

Risk identification and qualitative assessment are the learning outcomes.

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

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

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

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

Teaching notes are available for educators only.

CSS 2: Built Environment.

Public data such as news reports, interviews and memos were used to craft the case. In addition, the technical reports released by the National Transportation Safety Board (NTSB), along with secondary data in the form of expert accounts and congressional hearings were used to round out the synopsis of the case study.

This case explores the Boeing–McDonnell Douglas merger and its impact on Boeing’s corporate culture, ethics and strategic decision-making. After the merger, Boeing shifted from a culture focused on engineering excellence to one emphasizing cost-cutting and shareholder value. This cultural shift contributed to the development failures and ethical lapses that resulted in the 737 MAX crisis, which involved two fatal crashes. The case is designed for courses in Strategic Management or Organizational Behavior.

Strategic Management or Organizational Behavior

This case was developed from published sources. Three types of data were used to develop this case. The accounting data were compiled by the case researcher from bank financial statements such as Form 10-K, Form 8-K and quarterly Financial Highlights issued by the bank. Market data were compiled from data providers such as FactSet, Yahoo! Finance, Pitchbook and the Federal Reserve System. Reports on market developments were gathered from major news outlets such as CNBC, The Wall Street Journal, Fortune and S&P Global.

Interest rate risk played a big role in the banking crisis of 2023. For Silicon Valley Bank (SVB), which specialized in providing banking services to venture-backed startups in the technology and life sciences sectors, its exposure to interest rate risk and the lack of hedging against interest rate risk had played a crucial role both directly and indirectly in the bank’s failure. This case study discussed the various channels that interest rate risk played in SVB’s failure as well as other risk factors that include an unusually high percentage of uninsured deposits and a high securities-to-asset ratio compared to its industry peers.

In the low interest rate years of 2020 and 2021, startups were able to fundraise a record amount of funding from venture capital (VC) investors. As many startups deposited their funds at SVB, they became an important and concentrated depositor base for the bank and held large deposit accounts that easily exceeded the $250,000 limit insurable by the Federal Deposit Insurance Corporation. SVB benefited from the large deposit inflows in 2020 and 2021. The bank used some of the deposits to fund its loan portfolio, but most of the deposits were used to purchase debt securities such as US Treasuries and agency-used mortgage-backed securities. In fact, SVB’s investments in securities as a percentage of total assets were more than double its peers in the large banking organization (LBO) group, while the amount of loans funded as a percentage of total assets was almost half of its LBO peers.

As interest rates increased rapidly throughout 2022, bond prices fell. SVB experienced unrealized losses of $15.2bn in its held-to-maturity securities portfolio, which was almost equivalent to its equity of $16bn at the time. However, SVB implemented little or no hedging against the risk of rising interest rates. At the same time, fundraising activities slowed in the VC sector amid high interest rates and, thus, SVB’s startups clients had to draw on past deposits to continue to fund their operations. This resulted in SVB experiencing significant deposit outflows throughout 2022.

On March 8, 2023, SVB announced that it had sold all $21bn of its available-for-sale securities portfolio and suffered an $1.8bn in realized losses, which was greater than its entire last year’s net income. Markets jittered following the news. Over the next two days, depositors rushed to withdraw $142bn of deposits that represented 82% of its last year’s total deposits. Unable to withstand the crippling weight of deposit withdrawal, on March 10 the parent company of SVB filed for bankruptcy.

Given the multiplexity of the banking crisis of 2023, this case study specifically discussed the collapse of SVB, which was the second largest bank failure at the time of its collapse. This case would be valuable for finance and economics students to learn how various risk factors interact that precipitated SVB’s failure. While there were many risk factors at play, this case study homes in on how SVB’s exposure to interest rate risk and the lack of hedging contributed to its downfall. For purpose of pedagogy, this case also explains how a bank could use on-balance-sheet as well as off-balance-sheet methods to hedge interest rate risk. This case is appropriate for courses in Risk Management, Derivatives as well as Financial Markets and Institutions with a focus on interest rate risk and its corresponding hedging methods. A course in Money and Banking may also find this case relevant. Before starting, it is assumed that students have already taken foundational finance and macroeconomics courses, have a basic understanding of financial statement analysis and its interpretations, derivative instruments such as futures and swaps, as well as have prior experience with basic duration calculations.