McEdward Murimbika, Claire Beswick and Richard Thomson
At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive…
Abstract
Learning outcomes
At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.
Case overview/synopsis
In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.
Complexity academic level
This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Patrick Hopkinson, Andrew Voyce and Jerome Carson
The purpose of this paper is to compare the stories of Syd Barrett musician, with Andrew Voyce, and their respective recovery journeys.
Abstract
Purpose
The purpose of this paper is to compare the stories of Syd Barrett musician, with Andrew Voyce, and their respective recovery journeys.
Design/methodology/approach
The authors use collaborative autoethnography to share their own perspectives on Syd Barrett and to contrast his story with that of Andrew, a co-author.
Findings
Both Syd and Andrew experienced serious mental distress. While Syd had only limited contact with mental health services, Andrew’s contact was extensive, with a 20-year history of admissions and discharges. In the end, when the psychiatric services listened to Andrew’s concerns and acted on them, he was able to enter into the journey of recovery.
Research limitations/implications
The authors are restricted in the amount of available information on Syd Barrett, especially that related to mental health problems. The story of Andrew shows how recovery is possible even after years of serious mental illness.
Practical implications
Andrew’s story shows why professionals should never give up on people, with even the most seemingly severe and intractable problems. Could services have done more for Syd?
Social implications
Mental illness still attracts huge stigma. Today there is a much more open culture. Would Syd have come out about his own struggles with mental health had society been more open?
Originality/value
Bringing together two stories of mental distress enables the authors to explore the concept of recovery.
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David Smedley and Andrew Rayment
In the space of just a few months or so, there has been nothing short of a tectonic shift in the expected approach to sexual harassment allegations especially where the alleged…
Abstract
Purpose
In the space of just a few months or so, there has been nothing short of a tectonic shift in the expected approach to sexual harassment allegations especially where the alleged harasser is in a position of power in relation to the accuser. The allegations against Harvey Weinstein, MPs and other public figures together with the #metoo campaign arguably mark a step change in public perception. HR professionals are no strangers to this issue. The authors look at what, if anything, has changed when handling sexual harassment complaints in the workplace.
Design/methodology/approach
The authors examine whether this is just a media news story or is it backed up by evidence. They look at statistics from a Trades Union Congress (TUC) survey and the Everyday Sexism Project. The authors define “what is sexual harassment” from a legal view point and provide advice to HR professionals in dealing with such complaints and in examining risk to their organisation.
Findings
There are solid business and ethical reason to stamp out discriminatory practices. Organisations with good equality and diversity practices are in a good position but should guard against complacency.
Originality/value
The allegations against Harvey Weinstein, MPs and other public figures together with the #metoo campaign arguably mark a step change in public perception. HR professionals are no strangers to this issue. Time spent examining your organisation’s vulnerability to such claim and refreshing your knowledge could be time well spent when considering the potential costs and reputational damage of a case.
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Asserts that a manufacturing strategy can provide more than reduced production costs. Contends that, effectively implemented, it will prove a competitive weapon to ensure company…
Abstract
Asserts that a manufacturing strategy can provide more than reduced production costs. Contends that, effectively implemented, it will prove a competitive weapon to ensure company growth and improve customer related performance. Discusses how five of Britain′s top factories have been successful in achieving this goal, thus remaining competitive with the world′s best. Asserts that TQM has been a major element in all the companies′ strategies. Concludes that defining culture change is hard but common to all five companies was the way they aimed to be the best. Asserts that companies must introduce culture change before facing annihilation by the competition.
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Andrew Best has been in educational publishing for the past seven years, and for seven years before that was a teacher (untrained graduate) at secondary level. He reckons himself…
Abstract
Andrew Best has been in educational publishing for the past seven years, and for seven years before that was a teacher (untrained graduate) at secondary level. He reckons himself to have been profoundly ignorant about school books while teaching, though it did not seem to matter at the time. He is currently educational manager in a UK publishing house.
Mario J. Hayek, Wallace A. Williams, Amanda C. Brown and Amitava Bose Bapi
The purpose of this paper is to understand the implicit motivations of entrepreneurial philanthropists during different stages of their lives.
Abstract
Purpose
The purpose of this paper is to understand the implicit motivations of entrepreneurial philanthropists during different stages of their lives.
Design/methodology/approach
The authors follow a Historical Organization Studies approach by performing a psychobiographical analysis using McClelland’s Thematic Apperception Test on the autobiography of Andrew Carnegie across different stages of his life while considering the historical context.
Findings
The configuration of the implicit motivations of entrepreneurial philanthropists change with achievement motivation decreasing and power motivation increasing over time explaining the shift of focus from self to others.
Originality/value
While researchers have been theorizing and using interviews to uncover shifts in entrepreneurial motivations, this is the first paper to longitudinally uncover implicit motivations to explain why successful entrepreneurs give back later in life.
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Andrew Holt, Timothy Eccles and Kellie Bennett
The purpose of this paper is to examine the issue of compliance with a voluntary professional Code of Practice. It aims to take service charge management as its subject and it…
Abstract
Purpose
The purpose of this paper is to examine the issue of compliance with a voluntary professional Code of Practice. It aims to take service charge management as its subject and it also to discuss how current notions of “best practice” have evolved in order to explain the poor performance uncovered. From this it seeks to derive an alternative perspective and develop a new framework for managing agents to consider utilising in order to advance the generalised principles within the existing RICS Code of Practice, Service Charges in Commercial Property.
Design/methodology/approach
The paper applies an inductive reasoning by applying best practice from other disciplines (the specific) to commercial property (hence arguing for their adoption to the general). It utilises a critical review of the secondary literature on the wider aspects of best practice and original data on commercial service charge management to devise an ideal type framework for accounting for service charge moneys.
Findings
It provides an idealised conceptual framework for managing agents to consider applying to their management of the service charge process, specifically with regard to accounting issues therein. The paper is not proposing a definitive adoption of accruals accounting, but provides an analysis of the potential advantages – and problems. The intention of this work is to drive consultation for better practice, rather than provide a de facto template for adoption.
Originality/value
The work relies on data previously generated by the authors, and produces an original template and example for the practitioner. The work's primary value is that it proposes an innovative approach to the occupation of the commercial service charge manager. Within this, it also offers advice to the wider profession on how to better regulate the discipline. While the proposed approach offers advantages over the existing best practice paradigm, it generates its own conceptual problems that will need to be considered by professionals.
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Andrew Kakabadse, Siobhan Alderson and Liam Gorman
Reports a review of the Irish economic and political scene asbackground to a survey of best practice in Irish top management.Addresses issues of the competences required to induce…
Abstract
Reports a review of the Irish economic and political scene as background to a survey of best practice in Irish top management. Addresses issues of the competences required to induce added value performance from total organization. Four long‐term consultancy assignments in different sectors led to the drafting of a questionnaire distributed by the Irish Management Institute; 96 companies took part. Key competences emerged as: vision; team building; practising appropriate personal skills; communication; and generating a success‐oriented culture. Recommendations are given for top level management development.
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The data on which this essay is based were originally collected as part of a larger study investigating Academic Freedom and Commercialisation in Australian Universities (see…
Abstract
The data on which this essay is based were originally collected as part of a larger study investigating Academic Freedom and Commercialisation in Australian Universities (see Kayrooz, Kinnear, & Preston, 2001). A web-based questionnaire survey of social scientists across 12 universities in Australia was completed by 165 respondents (representing a 20% response rate). At the end of the questionnaire, respondents were asked to indicate whether they would be willing to engage in a follow-up telephone interview. Ten of those who indicated their willingness to be interviewed were contacted, and all agreed to the interview.