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.

1 – 10 of 32
Per page
102050
Applied filters:
Environmental Management
Human Resource Management
International Business
Management Science
Operations and Logistics
Tourism and Hospitality
Under 1,000 words
Clear all
Citations:
Loading...
Available. Content available
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

Access Restricted. View access options
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

Access Restricted. View access options
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

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Sunil Chopra

Discusses the structure of the Seven-Eleven Japan supply chain in terms of its facilities network, inventory management, distribution, and information.To discuss how Seven-Eleven…

Abstract

Discusses the structure of the Seven-Eleven Japan supply chain in terms of its facilities network, inventory management, distribution, and information.

To discuss how Seven-Eleven has made consistent supply chain choices to support its business strategy of providing convenience to customers. Points to how Seven-Eleven has used information and aggregation in transportation to improve supply chain responsiveness at a relatively low cost.

Details

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

Keywords

Access Restricted. View access options
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

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Gal Raz

A toy retailer plans to order a new product from an untested supplier for the winter holiday season. This exercise provides an opportunity for students to construct a model to…

Abstract

A toy retailer plans to order a new product from an untested supplier for the winter holiday season. This exercise provides an opportunity for students to construct a model to determine optimal order quantity when demand is not known. Profits are calculated based on wholesale pricing, revenue-sharing, profit-sharing, and buyback contracts.

Details

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

Keywords

Access Restricted. View access options
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

Access Restricted. View access options
Case study
Publication date: 1 May 2014

Elina Ibrayeva and Terrence Sebora

Cutts Floral Distributors, founded in 2004 by Dave Lambe, was a floral wholesaler in Lincoln, Nebraska. The firm became a top wholesaler in the Lincoln area and had expanded its…

Abstract

Case description

Cutts Floral Distributors, founded in 2004 by Dave Lambe, was a floral wholesaler in Lincoln, Nebraska. The firm became a top wholesaler in the Lincoln area and had expanded its delivery range (all accessed by the company's hand delivery system) up to 100 miles outside of Lincoln. The company credited its success to the expertise of its founder, a professor of horticultural entrepreneurship, and to the company's commitment to customer service. Dave Lambe came to believe that Cutts had exhausted the local market and began looking for growth opportunities within driving distance. Proposed locations for expansion included Kansas City (MO/KS), Denver (CO), and St Joseph (MO). The case provides an in-depth look at Cutts, its competitive advantages, and strategy as the firm faced a critical decision, made more difficult by the uncertainties of the economic recession. This case encourages students to think critically in order to answer the case's central questions: “Should Cutts expand? If so, where?” The complexity of an expansion decision and the multitude of factors that may influence an entrepreneur's decision to expand are illustrated throughout the case.

Access Restricted. View access options
Case study
Publication date: 24 May 2013

Monica Singhania and Gagan Gandhi

Supply chain management and particularly the significance of vendors as a strategic decision making tool.

Abstract

Subject area

Supply chain management and particularly the significance of vendors as a strategic decision making tool.

Study level/applicability

The case is suitable for use in the following courses: MBA programs with specialisation in operations management where it can be used to teach students the significance of vendor selection and vendor rating in supply chain management (SCM); marketing research in management where it can be used to highlight the concept of multi attribute utility theory (MAUT) and its application; advanced statistics for multi criteria decision making (MCDM); and MBA/post graduate programs in management in strategic management where it can be used to introduce the concept of SWOT analysis and Porter's five forces model. An understanding of business process improvement will enable students get a comprehensive view about the case.

Case overview

This case showcases the concepts of MCDM and SCM in manufacturing industry. The company wanted to select vendors and rate them in each category of raw materials in order to have a competitive advantage over competitors. Since there are multiple attributes (often contradictory in nature) based on which the vendors would be selected Kaul, Vice-President, Commercial uses multi-attribute utility theory (MAUT) to help solve the problem. The case has implications for manufacturing industry in selecting vendors to meet a raw materials need.

Expected learning outcomes

The case can be used to understand management concepts such as market research, supply chain management and multi criteria decision making. It can be used to: teach complexities involved in identifying attributes for vendor selection and vendor rating; help understand supply chain management in business process improvement; help students understand the application of MCDM; and help MBA students studying marketing research. The case will also be useful to students in understanding the application of MCDM in operations management. Some knowledge about cigarette manufacturing will help students to realize the depth of the case.

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.

Access Restricted. View access options
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

Keywords

Subject

Country

Case length

Case provider

Date

Language

1 – 10 of 32
Per page
102050