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: 10 September 2019

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 15 no. 4
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 10 September 2019

Chad Plenge, Jordon Swain and James Cornwell

The case was created via an interview of the protagonist in 2018 at the US Military Academy by the authors.

Abstract

Research methodology

The case was created via an interview of the protagonist in 2018 at the US Military Academy by the authors.

Case overview/synopsis

The case describes the dilemma First Lieutenant Williams faces when his platoon sergeant unexpectedly leaves. Organizational norms and accepted practices suggest Lieutenant Williams should choose the most senior squad leader, Staff Sergeant Boyer. The departing Platoon Sergeant even recommended Staff Sergeant Boyer. However, based on recent observations, Lieutenant Williams felt Staff Sergeant Boyer may not be the best fit. Instead, the lieutenant considered choosing the newest squad leader, Staff Sergeant Harrison, who seemed to be highly proficient, but had yet to prove himself. Before the lieutenant could fully weight his options, Staff Sergeant Boyer confronted him about a decision.

Complexity academic level

This case is designed for use in undergraduate courses on leadership and management. The case was not only designed primarily for teaching a lesson on organizational justice, but can also be used to integrate lessons on communication, power and influence, and decision making. Each of these elements is present in the case. The instructor can choose to incorporate them into the lesson for a more wholly encompassing lesson or choose to focus on only the organizational justice aspects at play in the case.

Details

The CASE Journal, vol. 15 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 20 June 2019

Jillian Alderman

The fraud diamond theory, the COSO framework on internal control and theories of ethical leadership and ethical decision making are applied.

Abstract

Theoretical basis

The fraud diamond theory, the COSO framework on internal control and theories of ethical leadership and ethical decision making are applied.

Research methodology

The details of this case were compiled using publicly available information, including court records and news reports. No modifications were made to the names of individuals or places mentioned in the case. All resources have been properly cited.

Case overview/synopsis

Employee embezzlement is a common issue in limited resource organizations when adequate controls are not in place to prevent or detect fraud. In such organizations, personal financial hardships can drive individuals to commit crimes that are out of character. This case is a story of a respectable small-town couple implicated in a near million dollar embezzlement scheme. Students are asked to consider what went wrong and propose solutions for the prevention of similar crimes. Lessons learned from this case emphasize the importance of ethical leadership, creating a strong ethical environment and how small unethical acts can escalate over time.

Complexity academic level

Instructors can utilize this case to teach the topics of ethical leadership and decision making, fraud prevention and detection and internal controls. The themes of this case fit well into any business ethics, accounting or auditing course at the undergraduate or graduate level. The case has been implemented in courses for full-time and part-time MBAs, and master’s programs in finance, human resources and accounting.

Details

The CASE Journal, vol. 15 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 20 January 2017

Susan Chaplinsky, Luann J. Lynch and Paul Doherty

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the…

Abstract

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the British Petroleum (BP) case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

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Case study
Publication date: 20 January 2017

Nicola Persico and C. James Prieur

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI)…

Abstract

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI). CSHI faced the threat of congressional hearings and an investigation by the U.S. Government Accountability Office, triggered by an unflattering New York Times article alleging that CSHI had an unusually large number of customer complaints and was denying legitimate claims. This threat came in addition to broader systemic problems, including the fact that the entire LTC industry was barely profitable. What little profitability existed was dependent on the goodwill of state insurance regulators, to whom the industry was highly beholden for approvals of rate increases to keep it afloat. Furthermore, CSHI had unique strategic challenges that could not be ignored: First, the expense of administering CSHI's uniquely heterogeneous set of policies put it at a disadvantage relative to the rest of the industry and made rate increases especially necessary. Second, state regulators were negatively predisposed toward Conseco because of its notorious reputation and thus were often unwilling to grant rate increases. Finally, CSHI was dependent on capital infusions totaling more than $1 billion from its parent company, Conseco, for which Conseco had received no dividends in return. Faced with pressure from Conseco shareholders and the looming congressional investigations, what should Prieur do? Students will discuss the available options in the context of a long-term relationship between Conseco and state insurance regulators. Prieur's solution to this problem proved to be innovative for the industry and to have far-reaching consequences for CSHI's corporate structure.

After reading and analyzing this case, students will be able to: evaluate the impact of a regulatory environment on business strategy; and assess the pros and cons of various market strategies as well as recommend important non-market strategies for a firm in crisis in a highly regulated industry.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

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Case study
Publication date: 20 January 2017

Alice M. Tybout

Trend Micro, an antivirus and Internet content security software provider, accidentally releases a flawed pattern file update that disables users' computers. The primary impact is…

Abstract

Trend Micro, an antivirus and Internet content security software provider, accidentally releases a flawed pattern file update that disables users' computers. The primary impact is on users in Japan, where 150,000 customers are affected. As the media press for answers and the stock price plummets, Eva Chen (CEO) and Akihiko Omikawa (president of Trend Micro Japan) must decide how to respond.

To consider a range of crisis management options, including apologizing, sharing information, and compensating harmed customers and illustrate the role of corporate culture in determining a company's response to a crisis. Trend Micro's strong customer orientation and collaborative culture guided its response and led to a full recovery in a short period of time.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

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Case study
Publication date: 10 September 2015

Carlos Omar Trejo-Pech, Susan White and Magdy Noguera

Controladora Comercial Mexicana, a Mexican retailer, had successfully managed the bankruptcy process and was ready to emerge from its problems, primarily caused by speculation and…

Abstract

Synopsis

Controladora Comercial Mexicana, a Mexican retailer, had successfully managed the bankruptcy process and was ready to emerge from its problems, primarily caused by speculation and excessive debt, and begin operations anew. Was the restructured Comerci capable of regaining its position as a premier retailer, and more importantly, was the firm capable of repaying the high level of debt that it carried following bankruptcy reorganization? How strong was the reorganized firm? Had Comerci truly left its problems behind in bankruptcy court, or would history repeat itself? How could Comerci raise funds needed for growth – through additional debt? Though asset sales?

Research methodology

This case was researched using publicly available information, including the company's financial statements, bankruptcy filings, news stories about the bankruptcy and financial data bases (e.g. ISI Emerging Markets, Economática, Capital IQ, etc.) to obtain information about the competitors and from financial analysts.

Relevant courses and levels

This case is intended for advanced undergraduate or MBA electives in finance. Students should have a basic understanding of valuation and financing before attempting this case. The case could also be used in a corporate finance or banking class to illustrate bankruptcy and credit risk, or could be used in an international business class to illustrate the differences between USA and international bankruptcies.

Details

The CASE Journal, vol. 11 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 8 October 2014

Emmanuel Raufflet and Johannes Lohmeyer

International business, Strategic management

Abstract

Subject area

International business, Strategic management

Study level/applicability

BA and MA; courses: International business, Management courses with special focus on emerging and developing countries, Intercultural management, Strategic management.

Case overview

Freetown, Sierra Leone, West Africa, June 2013 – Representatives of the London Mining Corporation and Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH were discussing the details about the official launch of the From Mines to Minds project. The From Mines to Minds project consisted of two components technical, vocational and educational training at St. Joseph's and functional adult literacy for people who could not benefit from the upgrade of St. Joseph's in 17 communities around the mine site. Each of them had committed 200,000 euros to the project. While the mining company favored an early launch due to internal and external pressures, the development agency evaluated that they needed to have a consolidated program before advertising it locally and nationally. This joint decision on the official launch revealed more structural issues in the “fit” between these two organizations in this cross-sectoral partnership designed to contribute to local and national sustainable development.

Expected learning outcomes

The purpose of the case is twofold. The first aim is to introduce students/participants to the challenges that arise when entering into a cross-sectoral partnership with another organization in a development project. The second aim is to expose students to the operational, business and strategic challenges related to operating in the volatile local and national context of a least developed economy.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.

Details

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

Keywords

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Case study
Publication date: 24 May 2013

A.K. Siti-Nabiha, Dayana Jalaludin and Hasan Ahmed

Public management, sustainability.

Abstract

Subject area

Public management, sustainability.

Study level/applicability

The case is suitable for undergraduate and masters' courses.

Case overview

The case is about the dilemma between the lucrative economic profit from swiftlet farming and the invaluable heritage and social wellbeing of the residents in a world heritage city. In 2011, the United Nations Educational, Scientific and Cultural Organization (UNESCO) issued a letter to the Malaysian government expressing concern over the issue of the swiftlet industry in Georgetown, Penang. Swiftlet farming is a lucrative agriculture sector in Malaysia and is considered one of the key projects under the Malaysian Economic Transformation Program. Yet, this industry posed a threat to the well being of George Town due to its impact towards the city's heritage status. The operation of swiftlet farms in shop houses in George Town not only forces residents to coexist with thousands of swiftlets in the populated city, but also deteriorates the condition of its heritage buildings. A quick solution by the government authorities is needed in order to respond to UNESCO's enquiries. A fair consideration looking at the aspects of economy, environment and society is vital in ensuring the future of the city.

Expected learning outcomes

These include: understanding the complex issues of trade-offs between economic profit vis-à-vis the environmental social heritage; understanding and appreciating the conflicting governmental objectives and the way to address the conflicting demands of the stakeholders (NGOs, industry and business association and the general public); identifying and determining ways to align environmental interests with economic interests in order to formulate sustainable solutions; and formulating an action plan and providing practical recommendations to solve the problem.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 24 May 2013

Saji K. Mathew and Thillai Rajan

This case provides useful material for discussion on topics such as sustainability, business continuity, corporate social responsibility and green IT.

Abstract

Subject area

This case provides useful material for discussion on topics such as sustainability, business continuity, corporate social responsibility and green IT.

Study level/applicability

The case could be used in different areas of business management such as general management, information systems and business strategy.

Case overview

The case presents the progressive evolution of Infosys Limited from its beginnings through different stages of innovation and consolidation in the IT services industry. Senior executives at Infosys believe that the sustainability initiative at Infosys is not a new movement, but a logical extension of the company's long standing commitment to society and environment. Sustainability was a key agenda at Infosys and it was deeply ingrained in the company's ethos and the way in which it operated. The case also articulates the company's commitment to sustainability as evidenced by the involvement of the top management in providing leadership. From an academic standpoint the case provides pointers to look at how the IT services industry has responded to sustainability practices and how sustainability practices are different or similar across various firms.

Expected learning outcomes

The case can help students to answer the following questions: How is sustainability different from corporate social responsibility? What is the context in which Infosys' attention turned towards sustainability? How is top management involved in Infosys' sustainability initiative? What are the elements of Infosys' sustainability strategy? How does it build on its core strengths? What are the structural mechanisms the company has provided to implement its sustainability strategy? What internal challenges to change while implementing green solutions were foreseen and overcome by Infosys? How competitive is Infosys' sustainability practices with respect to its competitors? How does it help the company in competing in the market?

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 2
Type: Case Study
ISSN: 2045-0621

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