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This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the organizational level. Students will learn about shared entrepreneurship, high performance work systems, shared leadership and virtuous organizations, and how they can develop a sustainable competitive advantage.

The case was prepared using a qualitative approach. Data were collected via the following ways: literature search; organizational documents and published historical accounts; direct observations by a research team; and on-site audio recorded and transcribed individual and group interviews conducted by a research team (the authors) with organization members at multiple levels of the firm.

John Lewis Company has been in business since 1864. In 1929, it became the John Lewis Partnership (JLP) when the son of the founder sold a portion of the firm to the employees. In 1955, he sold his remaining interest to the employee/partners. JLP has a constitution and has a representative democracy governance structure. As the firm approaches the 100th anniversary of the trust, it is faced with multiple challenges. The partners are faced with the question – How to respond to the environmental turmoil?

This case has environmental issues – How to respond to competition, technological changes and environmental uncertainty and an internal issue – How can high performance work practices provide a sustainable competitive advantage? Both issues can be examined in strategic management courses after the students have studied traditionally managed companies. This case could also be used in human resource management courses.

Retail marketing management.

Undergraduate management; MA; Master's in Business Administration and Master's in Strategic Marketing programs.

Opening of the “Dubai Mall” in November 2008 set a new benchmark in retail history. The mall is considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of “retailtainment” has caught the momentum worldwide and success of Dubai Mall is the live example of its strategic role in the retail mix. The case also highlights the importance of “good location” in the success of retail establishments, whilst examining primary retail location theories and there relation to the phenomenal success of Dubai Mall.

Through this case study students will be able to: understand the roles of “entertainment” and “location” in retail mix strategy; analyse the new trend of “retailtainment” and “quality location” in creating value-added services and gaining competitive advantage in global competitive retail environment; ascertain the importance and application of “retailtainment” and “strategic location” in the real world's successful example of “Dubai Mall”; and diagnose the role of these learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country.

Teaching note.

Although the federal gasoline tax played multiple roles in financing surface transportation infrastructure in the United States, experts did not agree on the tax's purpose. Some argued that it was essentially a fee for users of the nation's federally supported highways. Others suggested that it should play a more prominent role in environmental, energy, and transportation policy by correcting for driving-related externalities. Still others suggested that it should be used to reduce the federal budget deficit. Finally, the tax itself had remained at the same level since 1993, and with the Highway Trust Fund virtually insolvent, many experts believed it was time for an increase. The case presents a background on the U.S. federal gasoline tax, an overview of the market for gasoline in the United States, and survey of gasoline taxes in U.S. states as well as several other countries around the world.

The case can be used to discuss the incidence of the gasoline tax, as well as its role as a Pigouvian tax to deal with negative externalities related to gasoline consumption and driving. There is sufficient data in the case to enable students to analyze the incidence of the federal gasoline tax and to determine the socially efficient level of the tax in light of externalities related to gasoline consumption and driving.

After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of funds, according to the moment in their life cycle and the characteristics of the initiative; highlight the challenges faced by start-up founders in weak entrepreneurial ecosystems and risky institutional environments; and argue in favor of or against different modes and typical instruments of venture capital (VC) investments in the early stages of new businesses, each of them different regarding dilutions, valuation potential, depth of negotiations and term sheets.

Asistensi, a technology and telemedicine start-up founded in 2020 in Venezuela by three entrepreneurs (Andrés Simón González-Silén, Luis Enrique Velásquez and Armando Baquero), raised US$3m in less than a year in a seed round in which it attracted the attention of professional VC funds such as Mountain Nazca, Alma Mundi Ventures and 468 Capital. Everything was set for launching operations in Mexico and the Dominican Republic in April 2021. However, a series of difficulties led to higher expenditure than planned, prompting the entrepreneurs to seek additional capital. The decision on the financial instrument to be associated with the potential valuation and shareholder dilution figures has been posed as a dilemma.

The case study focuses on understanding the start-up financing process. It can be used effectively in management- and finance-related subjects for graduate students taking introductory topics in entrepreneurship and entrepreneurial finance, as well as introductory executive education courses in entrepreneurship, entrepreneurial finance and VC.

Teaching notes are available for educators only.

CSS3: Entrepreneurship

HR, strategic alignment, organizational culture and change and organizational theory and design.

Suitable for undergraduate and graduate students taking up advanced courses in HR, Change Management, Organizational Theory and Design.

This case spotlights Production Services Network (PSN) Emirates JV and the strengths of its global network. The case raises many important issues related to building a unified culture across a global organization. The case specifically focuses on the significance of sourcing the right talent and training them for the success of PSN's global network.

This case may be used to teach topics such as leading cultural changes, steps to build a strong organizational culture and the significance of systemic alignment for successful strategy execution.

A teaching note is available on request.

The case describes the evolution of Bangladesh's garment industry, the second largest garment exporter in the world, and its operational problems. The focus is on the fire that occurred on November 24, 2012 at Tazreen Fashions, a unit that is a part of a global supply chain for US and European retailers. The case explores the role of the government, western retailers, industry association and NGOs subsequent to the fire, and shows how increasing CSR expectations of corporations are making them take on responsibility for what should be that of the government or the garment unit.

Secondary sources; published materials.

International Business, Business and Society, Supply Chain Management, Doing Business in Emerging Markets.

Corporate social responsibility stakeholder theory market entry.

This case presents turnaround alternatives for a UK-based company, Carpets International (CI), a manufacturer focused on woven carpets and suffering from the ageing equipment and resulting product quality issues during the late 1990s. The case profiles CI’s position in the UK marketplace as well as highlights the growing international competition from Europe and Mexico. Comparisons between customer’s preferences for carpeting in the USA vs the UK are included. Additionally, the case introduces first-mover advantages in the application of innovational ideas applied to a mature industry in another country.

This case study was written by the CEO of the company as the lead author. The case is not disguised.

This case is appropriate for undergraduate strategic management/business policy classes.

AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a few years of its founding, AfrobitLink established itself as a dependable organization known for delivering high-quality IT services. However, starting in 2004, AfrobitLink experienced rapid growth as it expanded to serve the telecommunications firms taking advantage of the deregulated market. This rapid expansion resulted in many challenges for AfrobitLink. The firm rapidly expanded into all 36 states in Nigeria, hiring a manager to oversee the company’s operations in each of the states. Poor hiring practices, inadequate training, excessive spans of control, low accountability, a subjective reward system, and other cultural issues, such as a relaxed attitude to time, resulted in low motivation, high employee turnover, poor customer service, and financial losses. By 2013, the firm was operating at a loss and its reputation was in shambles. Generally, the culture was toxic: employees did not identify with the firm or care about its goals, there were no performance standards, employees were not held accountable, self-interest and discrimination prevailed. The organization was in a downward spiral. Consultants were hired to help sort out the firm’s problems but these efforts yielded few results. Ken Wilson, the founder’s son, was hired in 2014 as VP of Administration to help get the firm back on track. As a change agent, Ken had to decide how to address the issues facing the firm and how to achieve profitable growth.

Primary sources included interviews with the company CEO, his wife, his son, and a volunteer staff member. Secondary sources included the company website. The names of the people and the firm in the case have been changed to provide anonymity.

This case is intended for use in graduate courses (although it can also be used in upper level undergraduate courses) in change management/organization development, organizational behavior, leadership, or international management. For graduate courses, students may focus on application or integration of several theories or concepts. For upper level undergraduate courses, students may focus on application of a single theory or concept. Below are suggested texts or readings for each type of student by subject.

Change management theories (e.g. Lewin’s force field analysis (Schein, 1996), Kotter’s eight-step change management process (Kotter, 2007), The change kaleidoscope approach (Balogun and Hailey, 2008)), social identity theory (Tajfel, 1981), attribution theory (Kelley, 1972), leadership theories (e.g. Hersey and Blanchard, 1969), intercultural/international management theories (e.g. Hofstede, 1980, 1991).