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Case study
Publication date: 2 January 2018

Hassan Wafai, Lee Ann Waines and Rebecca Frances Wilson-Mah

Rachel Banning was assigned a new role in HR with the responsibility to update recruitment and orientation systems to meet the rapidly growing demand for manpower at McCune…

Abstract

Synopsis

Rachel Banning was assigned a new role in HR with the responsibility to update recruitment and orientation systems to meet the rapidly growing demand for manpower at McCune Contracting, an oilfield services provider in Alberta, Canada. McCune’s industry peers were competing to attract the same skilled employees, within a relatively small talent pool. The HR team was only a few short weeks away from the upcoming peak “turnaround season” when they would be expected to recruit and deploy 500 new temporary workers for their clients’ sites. Banning knew she had to take immediate actions to fix as many of the systems issues as possible and to eventually set the team up with a more permanent solution for systems integration.

Research methodology

The authors had access to McCune Contracting to complete field research for this case.

Relevant courses and levels

The case is designed for business students at both graduate and undergraduate levels. The case can be used in operations management courses to discuss the topic of process analysis and operations strategy or in management information system courses as a comprehensive case study for use at the end of the course. The case might particularly appeal to students who have worked in human resources management areas or the service industry.

Theoretical bases

Theoretical underpinnings include a process view of organizational performance, internal supplier and internal customer orientation, performance improvement, information systems integration and value chain analysis.

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Case study
Publication date: 12 November 2018

Charles Krusekopf, Alice de Koning and Rebecca Frances Wilson-Mah

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and…

Abstract

Synopsis

After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The startup phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations.

Research methodology

Data were collected through interviews with business owners and a review of company documents, production processes and the company website.

Relevant courses and levels

This case exercise will suit strategy and entrepreneurship students at both the senior undergraduate level and graduate level. The case discussion will ask students to consider operations, supply chain management, marketing and other issues, all through the lens of a holistic vision for the company. This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher level entrepreneurship course. It is appropriate for both undergraduate seniors and graduate students.

Theoretical bases

This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher-level entrepreneurship course. The case may be used to help students understand external and internal analysis, identifying the sources of value creation and competitive advantage, and creating an appropriate strategy for growth. It provides a rich context to discuss and apply the following conceptual tools: the application of a value chain analysis and the application of a business model canvas (key partners, key activities, key resources, value propositions, customer relationships, distribution channels, customer segments, cost structure and revenue streams). The case may also be used to reinforce the applications of growth phases in a young firm that are part of the entrepreneurial setting, for example, value proposition, ideal customer, revenue streams and key performance indicators.

Details

The CASE Journal, vol. 14 no. 6
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 21 December 2021

Charles Krusekopf and Rebecca Frances Wilson-Mah

There are a range of business evaluation methods that can be applied to determine the value of a business. Ultimately, the valuation of a business is what someone will pay for it…

Abstract

Theoretical basis

There are a range of business evaluation methods that can be applied to determine the value of a business. Ultimately, the valuation of a business is what someone will pay for it when the sale transaction is completed. When determining the value of their own business, business owners are often influenced by how hard they have worked to start and build up the business, what the business represents and their projections for the future (Hawkey, 2017). This case provides an opportunity for students to consider exit strategy planning and how to establish a fair market price for a business, how to consider the value of good will and, in particular, the value associated with running an environmentally conscious bakery operation. The trend toward environmental responsibility and green practices in the small business community has started to have an impact on the value of small companies (Inc. 2021). Finally, the case raises the issue of the personal values of the owners and the related implication of finding a buyer with similar values and interests for a bakery business.

Research methodology

This case was field researched and the company and individuals are not disguised. One of the authors interviewed the two owners of The Royal Bakery. There were three interviews over a six-month period. The interviews were audio recorded. An ethical review for this research was completed at the co-authors’ institution, and a case release was signed.

Case overview/synopsis

The Royal Bay Bakery presents Dave Grove and Gwen Snyder who, with over 30 years in the bakery business, had started to consider next steps toward retirement. Royal Bay Bakery was profitable and growing. As they prepared to retire and sell the business, they were unsure about how to maximize the value of the business. They also wanted to find a buyer who would recognize and continue their business commitment to environmental and social sustainability.

Complexity academic level

This case may be taught in a class on exit strategies for small family businesses in the context of a small business course. This case is appropriate for both undergraduate seniors and graduate students. The case may be used to help students understand small business valuation, family ownership and exit strategies and environmental practices in small businesses. Instructors may choose to emphasize specific conceptual tools, including SWOT analysis, and business valuation. The case may also be used to reinforce applications of exit strategy for small, family-owned businesses.

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Article
Publication date: 4 February 2022

Jo Axe, Rebecca Wilson-Mah and Hannah Dahlquist-Axe

The COVID-19 pandemic changed how many of us work, where we work and what we need and expect from the workplace. In this paper, the researchers sought to describe how employers…

540

Abstract

Purpose

The COVID-19 pandemic changed how many of us work, where we work and what we need and expect from the workplace. In this paper, the researchers sought to describe how employers and employees experienced their changing workplace environments in the early days of the pandemic, with a focus on adaptation and recovery in Whistler in British Columbia, Canada. In addition, the authors aimed to develop a new model to inform other organizations undergoing the consequences of major catastrophes.

Design/methodology/approach

Applying a qualitative approach, the authors gathered data in a total of seven focus groups. Employer focus groups were held in June 2020, and employee focus groups were held in November 2020. A thematic analysis was completed by three researchers.

Findings

After completing an analysis of the employer focus group transcripts, the authors identified the themes of staffing and coordination, adaptability and connection, uncertainty, communication and community and strategies. The employees' concerns and experiences related to the themes of challenges, changes and community, communication, involvement in decisions, future employment and support and connection.

Originality/value

This study captured descriptions of workplace adaptation and recovery for employers and employees during the pandemic, generalizability is limited by the number of participants. These accounts depicted a period of significant change in working conditions, communications, and employment practices. This paper offers a new conceptual model, C4AR, exploring the role of communicate, coordinate, connect and community in supporting workplace adaptation and recovery.

Details

International Journal of Workplace Health Management, vol. 15 no. 3
Type: Research Article
ISSN: 1753-8351

Keywords

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Case study
Publication date: 4 January 2016

Rebecca Wilson-Mah

This case encourages students to consider how they would communicate and support the implementation of a company’s policy for annual performance reviews. Analysis may include…

Abstract

Synopsis

This case encourages students to consider how they would communicate and support the implementation of a company’s policy for annual performance reviews. Analysis may include considering how to build commitment from line management for the process and practice of colleague performance reviews and an exploration of the relationship between appraisals and performance management, human resources (HR) strategy and business strategy. Managers may perceive that performance reviews are taking them away from the more important and pressing tasks that directly relate to their own performance on the job – and not appreciate the strategic significance of the appraisal process.

Research methodology

Topics were identified as case preferences and a shopping list of questions were generated for field interviews. Two field interviews were completed. The company involved was not disguised, however the HR Director’s name (David White) is a pseudonym.

Relevant courses and levels

This case is suitable for third or fourth year undergraduate or postgraduate studies in hospitality management, human resource management or a human resource management course that specializes in strategic HRM, performance management, performance appraisal or employee engagement.

Theoretical bases

There has been a gradual shift from performance appraisal to performance management to reflect a more strategic approach to human resource management practice (Bach, 2005). A performance management system typically includes the following components: regular performance appraisal, mission statement and values statement, individual objectives, performance standards or competencies, unit objectives, company-wide objectives, performance-related pay, training and reward or recognition system (Armstrong, 2002). Collectively these components have a strategic focus and connect individual, team and organizational performance.

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Case study
Publication date: 4 January 2016

Rebecca Wilson-Mah

A room attendant in a small hotel with approximately 63 employees undermines her supervisors and disregards authority in deliberate defiance of company policies, rules…

Abstract

Synopsis

A room attendant in a small hotel with approximately 63 employees undermines her supervisors and disregards authority in deliberate defiance of company policies, rules, regulations and procedures. Disrespect is shown in several behaviours that include interfering with the work of other employees, spreading rumours, gossiping to other room attendants and complaining about unfair treatment.

Research methodology

This case was field researched and the company and individuals are disguised.

Relevant courses and levels

This case is suitable for third- or fourth-year undergraduate students. Within human resource management it is suited for use in a course or series of classes on employee relations or performance management. The case could also be used for an organizational behaviour course to explore conflict and struggle in organizations and the range of passive and active resistance practices that occur. In this particular case the context of women and minorities working in low-skilled roles could be examined.

Theoretical bases

In advance of this case students should have a background in performance management theory and practice, disciplinary systems and practice and the behaviours associated with workplace resistance, insubordination and misconduct.

Details

The CASE Journal, vol. 12 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

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Case study
Publication date: 4 January 2016

Gina Vega and Rebecca Wilson-Mah

Abstract

Details

The CASE Journal, vol. 12 no. 1
Type: Case Study
ISSN: 1544-9106

Available. Content available
Case study
Publication date: 28 May 2019

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 15 no. 2
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 5 May 2016

Gina Vega

Abstract

Details

The CASE Journal, vol. 12 no. 2
Type: Case Study
ISSN: 1544-9106

Available. Content available
Case study
Publication date: 5 March 2018

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 14 no. 2
Type: Case Study
ISSN: 1544-9106

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