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Case study
Publication date: 31 October 2023

Michael S. Lewis and Robin Ayers Frkal

This case study is developed using secondary sources, including newspapers, periodicals and academic references.

Abstract

Research methodology

This case study is developed using secondary sources, including newspapers, periodicals and academic references.

Case overview/synopsis

This case study examines the challenges of a market leader in a changing industry and how that leader might respond. Growth was becoming exceedingly difficult for Netflix due to various external forces. For a company that relied on radical innovation to reinvent the video market industry and gain market dominance, Netflix appeared to be focusing on protecting its market position through strategies designed to reinforce its existing strengths and assets. Could Netflix maintain its leadership position and reignite growth by pursuing a reinforcement strategy, or was it time for another reinvention?

Complexity academic level

This case was written for strategic management classes at the graduate and undergraduate levels. The case was classroom tested with undergraduate business students in a strategic management course and masters-level organizational leadership students in a strategic innovation and change management course.

Details

The CASE Journal, vol. 20 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

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Article
Publication date: 18 June 2020

Robin Ayers Frkal and Noel Criscione-Naylor

The purpose of this paper is to explore how the challenges to women’s authentic leadership identities contribute to their decisions to abandon leadership positions mid-career. It…

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Abstract

Purpose

The purpose of this paper is to explore how the challenges to women’s authentic leadership identities contribute to their decisions to abandon leadership positions mid-career. It examines the critical career moments and underlying themes behind these women’s decisions to leave.

Design/methodology/approach

This paper is based on semi-structured interviews (n = 9) with women between the ages of 32-53 who had opted-out of mid-level corporate leadership positions.

Findings

The study found that work–life balance was not the primary factor in women’s decisions to leave. Instead, the women in the study reflected on their inability to be themselves and contribute perceived value to the organization as triggering their decisions to leave.

Research limitations/implications

There are limitations in using a small sample of women selected through the researchers’ social media networks resulting in limited cultural and racial diversity.

Practical implications

Misconceptions about women’s decisions to leave corporate leadership mid-career misleads human resource (HR) practices and initiatives focused on retaining female talent. Organizations need to recognize and reshape the organizational environment to support women to be their authentic self and make the value of their contributions more transparent.

Originality/value

The paper is original in that it examines opt-out from the lens of women’s leadership identities in corporate contexts. There are limited studies that have examined the connections between identity and women’s career decisions beyond work–ife balance. It provides practical value to HR practitioners and organizations focused on retaining female talent.

Details

Gender in Management: An International Journal , vol. 36 no. 1
Type: Research Article
ISSN: 1754-2413

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Case study
Publication date: 1 March 2019

Michael S. Lewis and Robin Ayers Frkal

Both quantitative and qualitative methods were used to test the effectiveness of the case exercise process as it relates to increasing student participation and engagement…

Abstract

Research methodology

Both quantitative and qualitative methods were used to test the effectiveness of the case exercise process as it relates to increasing student participation and engagement. Surveys were used as a data collection method where students self-reported their participation.

Case overview/synopsis

This research paper argues that class engagement and participation is a process that must be learned by students. To this end, it presents a case exercise process designed particularly for the introduction to management class that helps students to learn and apply management theory while increasing their engagement. While each element of the process is not new, the integration of the elements into a process that is structured and repeated throughout the semester adds value to student participation. Empirical data demonstrated that students increased their participation in classes that used the case exercise process over traditional lecture classes.

Complexity academic level

This paper is relevant for faculty members seeking to use case exercises in teaching undergraduate management courses, particularly introductory management courses.

Available. Open Access. Open Access
Article
Publication date: 28 May 2024

Robin Ayers Frkal and Michael S. Lewis

This study explores the work practices of managers who increased working from home during the pandemic to determine what, if any, impact there was on the conditions for vertical…

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Abstract

Purpose

This study explores the work practices of managers who increased working from home during the pandemic to determine what, if any, impact there was on the conditions for vertical leadership development.

Design/methodology/approach

The project utilized a survey approach. Each of the participants completed an anonymous online questionnaire using Google Forms. The questionnaire included four sections. The first section included informed consent and required participants to agree before completing the questionnaire. Participants provided general demographic information in the second section, including gender, age, race, job title, company size, average project team size and industry. The third section asked if there had been any change in their work location following the pandemic. The last section asked participants about their work practices.

Findings

This study demonstrates that managers continued to be engaged in vertical leadership development activities while working from home. It also suggests that managers faced challenges working from home following the COVID-19 pandemic, which were prime vertical leadership development opportunities.

Originality/value

To capitalize on these opportunities, organizations can more intentionally support the development of their remote staff.

Details

Journal of Leadership Education, vol. 23 no. 2
Type: Research Article
ISSN: 1552-9045

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