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Human resource management and organizational change.

Students on an introductory course on Human Resource Management or a specialization course of HRM such as change management and organizational development. This case study can be taught at the MBA level.

This case study can serve as the base for understanding and identifying the various characteristics that relate to revolutionizing HR functions with the help of digitalization. It can also be elaborated further to include the challenges that a company has to face after it decides to establish IT software based on operations. This case is an evolutionary story of a large-scale Pakistani company, Pak Electron Ltd. (PEL) which has been in operation for almost 60 years. The top management decided to move from a traditional administrative system towards setting up an HR department for the first time. The case states the salient features of the traditional administrative system, issues faced by the company in the setup of a new HR system and digital HR system along with the employees’ views and perceptions on these systems.

Students are expected to learn the following: the various characteristics of a paper-file based traditional administrative system; the various features of an IT-based modern HR system; the decision background and basis for making the switch to the new contemporary HR system; and the reaction of employees against changes in organizational systems.

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CSS: 6: Human Resource Management.

Lauren Tate began a new career at a new organization. Based on information she learned in a recent MBA Leadership course, Lauren approached her new workplace with the goal of being more strategic in her interpersonal interactions. She focussed on identifying and building sources of power in this new career and proactively managed her evolving relationships. At some levels, she was very successful and effective but some relationships were characterized by stress. The case asks students to analyze Lauren's actions to determine which were effective and how her actions could have been even more effective.

The case “Corporate Governance Failure at Ricoh India: Rebuilding Lost Trust” discusses the series of events post disclosure of falsification of the accounts and violation of accounting principles, leading to a loss of INR 11.23bn for the company, eroding over 75 per cent of its market cap (Financial Express, 2016). The case provides an opportunity for students to understand the key components of corporate governance structure and consequences of poor corporate governance. The case highlights the responsibility of the board of directors, audit committee and external auditors and discusses the changes required in the corporate governance structure necessary to ensure that such incidents do not take place. The case also delves into the classic dilemma of degree of control that needs to be exercised by the parent over its subsidiaries and freedom of independence given to the subsidiary board, which is a constant challenge all multinationals face. Such a dilemma often leads to the challenge of creating appropriate corporate governance structures for numerous subsidiaries.

The case is intended for MBA courses on corporate governance, business ethics and also for the strategic management courses in the context of multinational corporations. The case can be used to develop an understanding of the essential of corporate governance with special focus on the role of the board of directors, audit committee and external auditors. The case highlights the consequences and cost of poor corporate governance. The case can also be used for highlighting governance challenges in the parent subsidiary relationship for multinational corporations. The case can be used for executive training purposes on corporate governance and leadership with special focus on business ethics.

This case presents the challenges faced by the newly appointed Chairman Noboru Akahane of Ricoh India. In July 2016, Ricoh India, the Indian arm of Japanese firm Ricoh, admitted that the company’s accounts had been falsified and accounting principles violated, leading to a loss of INR 11.23 bn for the financial year 2016. The minority shareholders were agitating against the board of directors of Ricoh India and were also holding the parent company responsible for not safeguarding their interest. Over a period of 18 months, Ricoh India had been in the eye of a storm that involved delayed reporting of financials, auditor red flags regarding accounting irregularities, a forensic audit, suspension of top officials and a police complaint lodged by Ricoh India against its own officials. Akahane needed to ensure continuity of Ricoh India’s business and also act quickly and decisively to manage the crisis and ensure that these incidents did not recur in the future.

The case provides an opportunity for students to understand the key components of corporate governance structure and consequences of poor corporate governance. More specifically, the case addresses the following objectives: provide an overview of corporate governance structure; highlight the role of board of directors, audit committee and external auditors; appreciate the rationale behind mandatory auditor rotation; appreciate the consequences of poor corporate structure; explore the interrelationship between sustainability reporting and transparency in financial disclosures of a corporation; understand management and governance of subsidiaries by multinational companies; and understand the response to a crisis situation.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy.

This case study was prepared through secondary research. The secondary data was collected in electronic format from the internet. Archived data from the company sources as well as other resources available online was used. Financial reporting about Pfizer Inc. (Pfizer) was done using data from the company’s annual reports.

This case discusses US-based pharmaceutical giant Pfizer’s successful rollout of the Covid-19 vaccine under the leadership of its Chief Executive Officer Albert Bourla (Bourla). In March 2020, when the World Health Organization declared Covid-19 a pandemic, leaders of pharmaceutical giants worldwide were in no way prepared to find a cure for the disease caused by the novel coronavirus. On the other hand, Bourla stood up like a true leader and sought to do something to address the problem. Bourla’s huge gamble paid off. In December 2020, the Food and Drug Administration approved the Covid-19 vaccine developed by Pfizer. Pfizer was ready with 50 million vaccine doses for global distribution.

This case is intended for use in MBA/MS level programs as part of the curriculum on Effective Leadership and Decision-making, and Crisis Management.

The learning outcomes after reading and analysing this case study are dealing with the challenges of family business; learning the importance of succession planning; accepting the next generation and the role of the first generation; and understanding the decision-making skills and roles of the generations in family business.

Khushboo Pouch and Packaging was the first-generation initiative of Mr Bhavesh Udeshi. Mitesh Udeshi, son of Bhavesh Udeshi and the business’s sole successor, joined the firm in 2019 after graduating with a Master of Business Administration degree. Mitesh had desired to join his family firm since he was a teenager and aid the business with emerging business ideas. As a fresher, he applied his newly acquired theories to the company’s operations. He initiated several changes in the company; however, his actions were ineffective. He introduced modifications to the business premises, production units, marketing tactics, accounting department and product line extension for two years. Mitesh had intended to restructure his traditional firm in rational and innovative ways, but none of his plans had come to fruition. He failed because the firm’s change management was confronted with denial, rage, bargaining and melancholy from both his father and the employees. Amidst non-acceptance and inconsistency, he found himself in a quandary. He had two options: remain in the family firm and persevere in making his ambitions a reality or resign, find a job and embark on a new path. Unfortunately, leaving would indicate surrendering defeat after a two-year struggle.

Programmes: Master of Business Administration (MBA), Bachelor of Business Administration (BBA) programmes, MBA in Entrepreneurship and small businesses, and Post graduate diploma in management (PGDM).

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

Understand the dynamics of the diabetes supplement market and carry out an industry analysis using Porter’s five force analysis. Understand the challenges faced by a small entrepreneur in setting up distribution channels and examine the channel powers that come into play in the given context. Discuss the merits and demerits of traditional vs online channels. Understand the factors that are important to succeed in a highly competitive diabetes supplement industry (this would include aspects such as value sought by end customer, business-to-business [B2B] buyers, expertise required to handle B2B customers and also the price and salesforce reward approaches). Enumerate the merits and demerits of individual product branding vs an umbrella brand for a company selling over-the-counter (OTC) drugs online. Understand the various considerations for export marketing for OTC drugs.

Sushruth Ayurved Industry (SAI) is a proprietorship firm owned by Girish Banvi who always dreamt of being an entrepreneur. He had set up SAI to produce diabetes supplement by the name “Sugar Knocker” to give wings to his dreams. Notwithstanding competition from corporate players and demands from health-care practitioners, he had to abandon his traditional route to selling his product and open his eyes to online marketing. He believed it could provide him the perfect medium to reach his prospects directly without any middlemen within a cost-effective budget. SAI registered revenue of INR 24m per year, completely attributable to online sales. With a firm footing in the online space, Girish was now exploring physical marketing to expand his audience reach in the B2B market and also add new products to his portfolio. He was also worried about the low capacity utilization of his manufacturing unit, which stood at 20%. With only 30% of the 40 formulations used, there was much scope for expansion. With his plant capacity underused, the time was ripe for Girish to trace his footsteps from where he had begun in the first place.

This case can be used in marketing management course under the marketing strategy module. It can also find use in the elective course on marketing channels, and in sectoral programs such as health-care management or MBA in health care. This case can also be used in the health-care products marketing course.

Teaching notes are available for educators only.

CSS 8: Marketing.

Align Inc. is a start-up company with a revolutionary, patent-protected new technology for straightening teeth called Invisalign. Invisalign is a set of invisible plastic aligners made to each patient's specific needs that substitute for metal or ceramic braces in adults (it is not sold for children's orthodontic needs). The company has created tremendous consumer awareness and affect for its product, yet sales results are dismal. Requires the reader to analyze the reasons for such poor sales and what to do to remedy the problem.

To examine distribution channel issues as well as the marketing mix for a new product introduction.

At the macro level, the case study enables the students to appreciate the complexity emerging market economies face in achieving economic development and environmental sustainability without comprising each other. The students understand the importance of behavioural change and empowerment of communities in projects dealing with transformational social changes. Theoretically, the students learn about the change mechanisms and organisational practices market-based organisations install to drive their positive social change (PSC) projects. At the micro level, students learn about the process of setting up Mangalajodi Ecotourism Trust (MET) – that not only enthused the local community economically but also instilled it with awareness and motivation towards sustaining its ecosystem. Analytically, at macro level, it assists the students to have a lens of PSC framework to examine corporate social responsibility, social entrepreneurship and BoP strategies of market-based organisations to affect social change. Application/problem solving: The case study explains to the students how the PSC levers of motivation, capability and opportunity structures were applied by NatWest Bank during different phases of project execution. As management grapples with new problems, the students are encouraged to use the levers to recommend an action plan. It allows students to apply SWOT and think of competitive strategies for MET. It allows students to think of strategies that may apply for a better management of Ecotourism at Mangalajodi.

As part of its broader commitment to sustainable development and climate change action, the NatWest Group (formerly Royal Bank of Scotland Group) launched its Supporting Enterprise Programme in India in the year 2007. The project aimed at creating income-generating opportunities for indigenous and economically vulnerable sections of society living in critical natural ecosystems. The project was under the leadership of N. Sunil Kumar, a zealous nature lover, with over two decades of experience in business strategy and public affairs and a specialty in environmental sustainability. He headed Sustainable Banking at NatWest and was head of NatWest Foundation-India. The Mangalajodi project shared the problems many of NatWest’s other projects in India presented. Poor communities that relied solely on natural resources for their sustenance slid deeper into poverty as ecosystems degraded. Lacking alternative sources of livelihood and facing scantier resources, the communities helplessly caused additional damage to weak ecosystems when they drew on the resources even more vigorously. Poaching of migratory birds for supplemental income was a huge problem at Mangalajodi; it was not only rapidly altering the ecosystem to sustain the birds but also deteriorating and weakening its ecology as a whole. Measures to eliminate poaching were failing in the absence of alternate means of livelihoods and a strong incentive to protect the birds. MET was established under the project in 2009. A decade later, it had become a resounding success. A community-owned and run enterprise, MET was providing direct employment to over 100 poorest families at the tiny village and creating income-generating opportunities and entrepreneurial ventures for many others. Poaching was practically negligible at Mangalajodi, and the community was drawing huge admiration for its role in conserving the ecosystem. However, the progress of Mangalajodi Ecotourism was paradoxical, on the one hand; its popularity was rising but, on the other hand, it was becoming overcrowded and looked ill managed. Its rising commercial value was bringing in more land developers, builders and investors, but permanent concrete structures were also coming up quite unscrupulously. There were many challenges – how should growth of ecotourism at Mangalajodi be managed? What mechanisms and practices ensured that the community was empowered enough to participate in decisions of land use, infrastructure, energy and waste management at Mangalajodi? How should MET become more competitive and innovative to grow despite future challenges?

The case study is useful for students of Management at Under Graduate and Post Graduate Levels for understanding the following: the sustainability of fragile ecosystems; the community at the intersection of sustainable development and natural resources conservation and protection of biodiversity; knowing in detail about the planning, implementation and management of ecotourism projects; and decisions regarding community-based ecotourism projects.

Teaching Notes are available for educators only.

CSS 7: Management Science

Nokia India Pvt Ltd (NIPL) was part of Nokia Corporation, Finland. In March 2013, the Indian Income Tax department accused NIPL of evading taxes amounting to USD 3.5 billion. Simultaneously, the market share of Nokia Corporation declined following increased competition from android devices. In September 2013, Nokia announced the sale of its global Devices and Services division to Microsoft Corporation. The Indian IT department freezed the assets of NIPL, disallowing transfer of assets and Microsoft excluded the Chennai plant of NIPL from the deal. In mid-April 2014, NIPL offered Voluntary Retirement Scheme (VRS) to its workers. Despite efforts by trade unions, the plant finally shut operations on November 1, 2014 leaving 30,000 direct and indirect employees jobless. The case discusses the labour relations impact in global manufacturing chains.