Fernando Garcia, Stephen Ray Smith and Marilyn Michelle Helms
Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not…
Abstract
Research Methodology
Data used to develop the case included primary data from employees and supervisors of a commercial floorcovering manufacturing plant in Northwest Georgia. The case company is not disguised.
The survey was developed using existing instruments from the Organizational Behavior and Human Resources Literature. Instruments were listed in Exhibits 2 through 7. The survey administration had the support of the Vice President for Resources and Facilities, and employees and their supervisors were given time to complete the surveys. The data gathered was analyzed by the researcher using SPSS statistical software.
Case overview/synopsis
Established in 1957, J&J started as a family-owned business but had grown and diversified its product offerings by focusing on commercial flooring. It survived several economic downturns and remained competitive in a market dominated by more prominent flooring manufacturers. J&J Industries strived to empower its 800 employees with various incentive programs. Employees remained loyal to J&J; many had worked for the company for over 15 years. However, management wanted to measure the impact of empowering and initiatives on employee performance and satisfaction to determine the real power of employee incentive programs. The Resources and Facilities Vice President employed Professor Lopez, a Management Professor, to develop a survey to measure these constructs and analyze the data to guide future incentive programs. Data from the employee and supervisor survey was provided along with the statistical analysis results for interpretation and recommendations for VP Fordham.
Complexity academic level
The target audience for this case is primarily students in a research methodology course and students studying quantitative regression analysis and interpretation. The focus is predominantly on graduate-level students in Master of Business Administration or Master of Accounting programs in business. Graduate students should have completed courses in management or organizational behavior, business statistics or quantitative methods or data visualization and cleaning as background knowledge for this case. Specifically, students should understand regression analysis and know when and how the tool is used for managerial decision-making.
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Keywords
Entrepreneurship; tourism and hospitality.
Abstract
Subject area
Entrepreneurship; tourism and hospitality.
Study level/applicability
Junior or senior-level business students as well as graduate-level (MBA and/or EMBA) classes in entrepreneurship, small business management, strategic management, international business or international economics.
Case overview
Cuban tour guides working for the communist Castro Government dream of working for themselves or leaving for the USA. Their story is contrasted by a visit to Cuba as told by a US business professor.
Expected learning outcomes
To compare entrepreneurship under capitalism that is slowly relaxing their communistic rules, to learn more about the island of Cuba and its potential for tourism and new venture creation, to understand the legal, social, political, historical and cultural barriers to entrepreneurship, to hypothesize or brainstorm potential new ventures for Cuba.
Supplementary materials
Teaching notes; photos also available upon request from the author.
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Starts from the premiss that quality and productivity are important tools for organizations to use to achieve competitive advantage. Takes a strategic perspective from which to…
Abstract
Starts from the premiss that quality and productivity are important tools for organizations to use to achieve competitive advantage. Takes a strategic perspective from which to examine why productivity is important to the economy and to look at quality as an integral part of productivity improvement. Considers the forces which support productivity and quality as strategic weapons, including key organizational initiatives and processes. Presents tables which compare the past, present and future states of quality, productivity and manufacturing strategies. Concludes with a presentation of ways in which to implement and measure the success of productivity and quality strategies.
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Ralph Boe and Marilyn Michelle Helms
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…
Abstract
Synopsis
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.
Research methodology
This case study was written by the CEO of the company as the lead author. The case is not disguised.
Relevant courses and levels
This case is appropriate for undergraduate strategic management/business policy classes.
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Fernando Garcia, Stephen Ray Smith, Amy Burger and Marilyn Helms
This study aims to provide a case example of two partner institutions and business faculty who creatively used a collaborative online international learning (COIL) experience…
Abstract
Purpose
This study aims to provide a case example of two partner institutions and business faculty who creatively used a collaborative online international learning (COIL) experience during the height of the COVID-19 pandemic and transition to online learning to internationalize an undergraduate business class and use existing technology to offer a case study project to further students’ global mindset.
Design/methodology/approach
Using open-ended qualitative comments from an American college and a Peruvian university, researchers uncovered key themes from a virtual COIL-based learning experience offered as part of an international business class.
Findings
Student end-of-course evaluation comments from both countries validated the success of the learning experience and value of working together with other students and faculty in a virtual setting.
Research limitations/implications
Areas for future research are provided to extend these initial exploratory findings. However, the implications are clear that the methodology is also appropriate in nonpandemic situations and can quickly bring a global mindset to remote corners of the globe and ensure all students experience the “virtual” study abroad, even when there are travel limitations or budget restrictions for students or the institutions.
Practical implications
The implementation detail provided can be easily replicated by other institutions with a global mindset and internationalization goals.
Social implications
The proliferation of COIL-based experiences will impact how study abroad experiences are defined and offered in the future.
Originality/value
While researchers have documented COIL experiences in the academic literature, their use during the COVID-19 pandemic, as often the only solution for on-going internationalization, has not been thoroughly studied or documented. In addition, the class activities further used team-based international workplace pedagogy, authentic engagement and technology.
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Santosh Nandi, Joseph Sarkis, Aref Hervani and Marilyn Helms
Using the resource-based and the resource dependence theoretical approaches of the firm, the paper explores firm responses to supply chain disruptions during COVID-19. The paper…
Abstract
Purpose
Using the resource-based and the resource dependence theoretical approaches of the firm, the paper explores firm responses to supply chain disruptions during COVID-19. The paper explores how firms develop localization, agility and digitization (L-A-D) capabilities by applying (or not applying) their critical circular economy (CE) and blockchain technology (BCT)-related resources and capabilities that they either already possess or acquire from external agents.
Design/methodology/approach
An abductive approach, applying exploratory qualitative research was conducted over a sample of 24 firms. The sample represented different industries to study their critical BCT and CE resources and capabilities and the L-A-D capabilities. Firm resources and capabilities were classified using the technology, organization and environment (TOE) framework.
Findings
Findings show significant patterns on adoption levels of the blockchain-enabled circular economy system (BCES) and L-A-D capability development. The greater the BCES adoption capabilities, the greater the L-A-D capabilities. Organizational size and industry both influence the relationship between BCES and L-A-D. Accordingly, research propositions and a research framework are proposed.
Research limitations/implications
Given the limited sample size, the generalizability of the findings is limited. Our findings extend supply chain resiliency research. A series of propositions provide opportunities for future research. The resource-based view and resource-dependency theories are useful frameworks to better understanding the relationship between firm resources and supply chain resilience.
Practical implications
The results and discussion of this study serve as useful guidance for practitioners to create CE and BCT resources and capabilities for improving supply chain resiliency.
Social implications
The study shows the socio-economic and socio-environmental importance of BCES in the COVID-19 or similar crises.
Originality/value
The study is one of the initial attempts that highlights the possibilities of BCES across multiple industries and their value during pandemics and disruptions.
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Fernando Garcia, Stephen Ray Smith, Amy Burger and Marilyn Michelle Helms
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…
Abstract
Research methodology
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.
Case overview/synopsis
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.
Complexity academic level
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.
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Deborah Elwell Arfken, Marilyn M. Helms and Mary Poston Tanner
Interim leaders often have little advance notice of their new assignments. Yet, they must skillfully lead their organizations, provide stability for staff and continue the…
Abstract
Purpose
Interim leaders often have little advance notice of their new assignments. Yet, they must skillfully lead their organizations, provide stability for staff and continue the direction of the mission and vision in a time of change. In addition, temporary leaders – often termed interim executive directors or interim chief executive officers (CEOs) – are frequently asked to guide the transition for a new and permanent leader.
Design/methodology/approach
This qualitative study presents the insights of 24 interim leaders, largely in the Chattanooga, Tennessee (TN) region, who participated in individual virtual interviews and a subsequent virtual focus group to address a protocol of questions concerned with all phases of carrying out the interim position.
Findings
The findings confirmed existing literature on how the interim was selected, the responsibilities of this leader and the costs and benefits for the organization of using an interim and extended findings with guidance for interim over their tenure.
Practical implications
The findings uncovered new insights into personal and career growth, along with unexpected personal and professional enrichment and satisfaction from the experience. The practical implications include providing detailed guidelines for interim leaders at each stage of their tenure, which can help them navigate the complexities of their roles more effectively. Additionally, the findings highlight the potential for significant personal and professional growth, offering interim leaders unexpected enrichment and satisfaction from their experiences.
Social implications
The exploratory research validated the existing literature on interim leadership and added additional detail in practical guidance for beginning an interim position, carrying out the interim position and even ending the position. This study delineates practical guidelines at each stage of the interim lifecycle for both the temporary leader and the organization and provides areas for future research. Qualitative findings also identified key characteristics of an interim leader. This study also includes discussion of the political implications of interim CEOs.
Originality/value
The study presents original insights into the role of interim leaders by combining qualitative data from 24 participants in the Chattanooga, TN region with existing literature, thereby enhancing understanding of the challenges and successes these leaders face. It confirms previous findings regarding interim leadership and provides practical guidelines for navigating the interim lifecycle, highlighting aspects of personal growth and satisfaction that have not been extensively explored in prior research.
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Daniel L. Tiriteu Lawrence P. Ettkin and Marilyn M. Helms
Romania is making a strong comeback in the international business arena after 45 years of communism and freedom since the revolution of 1989. This article takes a strategic…
Abstract
Romania is making a strong comeback in the international business arena after 45 years of communism and freedom since the revolution of 1989. This article takes a strategic perspective of the opportunities available to US investors. The article begins with a review of the post‐communist economy in Romania through current US investment status. Key reasons to invest in Romania today include the current government and its vision for Romania, the stable business environment and growing industrial,agricultural and technology sectors. The article concludes with investment strategies and the importance of pairing with local partners.
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Dennis Yocom and Marilyn M. Helms
The comparative potential impact of electric restructuring laws and attendant regulations on electric utilities and ultimately on their collective human resources in Ireland…
Abstract
The comparative potential impact of electric restructuring laws and attendant regulations on electric utilities and ultimately on their collective human resources in Ireland, Germany and in the Tennessee Valley, USA, is the focus of this research. It includes personal observations of utilities in both EU countries and in the Tennessee Valley as well as personal interviews with utility officials by Dennis Yocom, who has been associated with the electric utility industry for 27 years.