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1 – 10 of over 2000
Case study
Publication date: 1 July 2020

Luz Maria Rivas and Stefania Correa

The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy…

Abstract

Learning outcomes

The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC.

Case overview/synopsis

Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize?

Complexity academic level

This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms).

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 August 2022

Meena Galliara, Swati Sisodia and Pragya Nagpal

The learning outcomes are as follows: to analyze the driving forces that lead non-government organizations (NGOs) to develop need-based programs; to evaluate the strategy adopted…

Abstract

Learning outcomes

The learning outcomes are as follows: to analyze the driving forces that lead non-government organizations (NGOs) to develop need-based programs; to evaluate the strategy adopted by NGOs in attaining the organization’s mission and creating a social impact, corporate social responsibility, inclusion, labor market, social enterprise, strategy and vocational learning; to apply social business canvas for analyzing the business model deployed by NGOs to develop market linkages; to analyze the challenges in setting and scaling NGO programs and strategies designed to address the same; and to enable students to brainstorm in creating future growth options for scaling up and replicating NGO programs.

Case overview/synopsis

The case describes the journey of Salaam Bombay Foundation (SBF), a national-level NGO registered in 2002 in Mumbai, India. In March 2020, SBF had an annual budget of INR 13.98 crores (US$1.84m). It addresses the challenging environments children from economically constrained families face by engaging them in continuing school education and providing vocational training. Since its inception, SBF has launched and executed many in-school and after-school programs. To successfully transit skilled adolescents and teenagers into the labor market and help them make informed career decisions, SBF launched “DreamLab,” a stipend-based “internship” model, in August 2018. Gaurav Arora, Vice President SBF, was assigned the responsibility to scale up skills@school and DreamLab internship programs. With disruptions caused by the pandemic in March 2020, Arora struggled to operationalize DreamLab as initially planned. The case is at a crucial decision point where clouds of uncertainty have made Arora and his team anxious about their future course of action.

Complexity academic level

The case is intended for students of undergraduate and graduate programs in Business Management, Social Entrepreneurship and Social Work programs. Executives of management development programs can also use the case to analyze the effectiveness and management of the skill development program.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 October 2012

Huang Gui, Fu Chunguang, Chen Jingli and Pan Minting

This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance…

Abstract

Study level/applicability

This case is suitable for undergraduates, MBA students and students from business administration departments in the teaching of human resources management and performance management.

Case overview

Luodian Electric Power Construction Corporation Group (LEPCC Group) is a state owned enterprise transformed from a construction unit of Luopu Power Supply Bureau (LPSB), a governmental organization in charge of all the electricity supply in Luopu City. The general manager of LEPCC, Gu Ming tried to set up a modern market-oriented management system for LEPCC. Unfortunately the problems that had accumulated in the past two decades during which LEPCC was a governmental organization made his reforms very difficult. The first headache for Gu Ming was the performance appraisal reform in LEPCC. The existing performance appraisal system seemed to have at least three problems in practice: unclear appraisal objectives, an improper assessment system, a different appraisal standard for similar positions. What should Gu Ming do to build a proper performance appraisal system to help the fast-growing LEPCC Group to make LEPCC a competitive market-oriented player?

Expected learning outcomes

The first objective of this case is to enable students to understand that the issues of working performance are issues of people first, rather than issues of the management system. If the management focuses on the system instead of on the staff of the company to design the performance management system, the system will be fruitless and inefficient. The second objective is to cultivate students' capability to apply the basic theories of human resource management and the knowledge of performance appraisal in case analysis and practical management. This case, seemingly about performance appraisal, is in fact about the organizational structure and processes of the organization. Reform should start with organizational analysis, job analysis and job descriptions. Only when all these have been done correctly, can the performance management system be designed more reasonably, scientifically and efficiently.

Supplementary materials

Teaching notes are available; please consult your librarian for access.

Case study
Publication date: 28 March 2023

Tulsi Jayakumar and Lakshay Grover

The purpose of this study is to use design thinking principles to understand the failure of the ‘new’ European Super League, and also understand how it could be redesigned.

Abstract

Purpose

The purpose of this study is to use design thinking principles to understand the failure of the ‘new’ European Super League, and also understand how it could be redesigned.

Research methodology

This case has been developed from secondary sources, including news reports, social media sites, annual reports and websites of the Union of European Football Associations and the European football clubs. This case was classroom-tested with post-graduate management students in a design thinking course in May 2021 at an Indian business school, S.P. Jain Institute of Management & Research, in Mumbai, India.

Case overview/synopsis

In April 2021, a new football league – the European Super League, is announced as a breakaway rebel league, in direct competition with United European Footballers Association's Champions League. It is backed by the top 12 European clubs and officials in European football, besides the US investment bank, JP Morgan. The new league is touted as one intended to save football. It is, however, denounced by fans and shunned almost universally. The league, which has been planned for the past three and half years, faces collapse. Why did the European Super League fail? How could the founders design a new league?

Complexity academic level

This case could be used in an undergraduate or MBA classroom or an executive education programme in a design thinking course. It can also be used to teach marketing courses such as marketing strategy, new product development and consumer behaviour.

Details

The CASE Journal, vol. 19 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 September 2016

Kirti Sharda, Biju Varkkey and Snehil Basoya

On a fine afternoon in January 2015, Divakar Kaza, President, Human Resources, at Lupin Ltd., took a sip of coffee from his cup, and shared the good news he had just received…

Abstract

On a fine afternoon in January 2015, Divakar Kaza, President, Human Resources, at Lupin Ltd., took a sip of coffee from his cup, and shared the good news he had just received, with Rituraj Sar, head of Learning & Development. Lupin had just won the ‘Outstanding Company of the Year’ Award at the CNBC-TV18 India Business Leadership Awards, 2014-151. The accomplishment was heartening, given that it reinforced similar recognitions in the recent past. Lupin had won the NDTV Business Leadership Award for the Indian Pharmaceutical Company of the year in 2012, backed up by the same acclaim in 2010 by Frost & Sullivan2.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 22 August 2023

Aleena Shuja, Malik Imtiaz Awan and Imran Saleem

The purpose of this study is to make students understand the logic behind and implications of the “Socio-Technical Imbrication Framework” that can help them understand the…

Abstract

Learning outcomes

The purpose of this study is to make students understand the logic behind and implications of the “Socio-Technical Imbrication Framework” that can help them understand the importance of aligning workforce motivation and capabilities with the modern technology deployed in the organization. Moreover, students will understand the essentiality and criticality of customer satisfaction for the organization.

Case overview/synopsis

The technical services operations team at Cotton Web Limited formerly relied on JS Node, e-coordination system, to address customer complaints. There were many bugs in that system as it did not carry along the complaint tracking protocol, was slow in response, fundamentally structured upon manual complaint record keeping that resulted in piling up un-resolved complaints for a longer period of time. The team under the leadership of Mr. Hasan Ali, a competent expert working as GM Research and Data Analytics, undertook detailed analysis of recurring glitches in this system and replaced it with a novel Web-based automated complaint management system at Cotton Web Limited. This entire diagnosis and intervention process took almost three months till completion. The case is written for use in courses in the curriculum of BBA, BBIS, BSIT and BSCS programs at undergraduate level. It is most suitable for the courses in leadership, change management, business process reengineering, soft engineering, team building and business communication.

Complexity academic level

The case is suitable for teaching at Undergraduate level to the students of BBIS, BBA, BSCS and BSIT students in the last year of their degree programs. Teaching faculty can use case-based methodology for student learning by putting them into a real-life situation faced by an organization and letting them think critically and identify following points for further discussion and clarity: individual or in groups; problem identification through discussion; the stakeholders involved in the company’s situation through presentation or one-pager presentation; case analysis with reaching best solution to prevailing issue at hand through group discussion; reaching a decision or solution with reasonable logic and justification through group discussions; and create further dilemma on the basis of questions unanswered within this case story.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 3 March 2016

Srikumar Krishnamoorthy

CFX Inc, an e-commerce start-up based out of India, has built a large e-marketplace that allows sellers and buyers to transact online. The firm currently has 30,000 sellers and…

Abstract

CFX Inc, an e-commerce start-up based out of India, has built a large e-marketplace that allows sellers and buyers to transact online. The firm currently has 30,000 sellers and aims to have around 50,000 sellers by FY 2015–16. In order to provide best shopping experience to their growing customer base, the firm needs to collect, store and analyze different kinds of data and improve their customer shopping experience. It is in the process of identifying and designing suitable data management systems to sustain and manage their business growth. The management needs a concrete set of recommendations in terms of the nature of solution, choice of the database, a data model that suits CFX's requirements, cost-benefit trade-offs involved and implementation considerations.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 17 September 2016

Ragini N. Mohanty and Richa Shah

The subject area is entrepreneurship.

Abstract

Subject area

The subject area is entrepreneurship.

Study level/applicability

Graduate and executive education level in leadership, entrepreneurship and strategic management are used to discuss leadership, entrepreneurship and strategy in health services.

Case overview

This case talks about the passionate journey of a pediatrician practicing in the Mumbai city of India, who as an individual private practitioner is contributing to the fulfilment of the global health agenda and the fourth Millennium Development Goal (MDG) – “reduce child mortality”. His vision is to make quality and affordable expert pediatric care accessible to all the individuals, right from pre-birth to adulthood. Surya Mother and Child Care Hospital (SMCH) is being strengthened as a nation-wide network of mother and child hospital offering patient/consumer-centric integrated collaborative quality care, and it needs to be seen how this model can be made sustainable as it enlarges in scale for the future.

Expected learning outcomes

The case is structured to achieve the following learning outcomes: to understand about effectuation as a logic for entrepreneurial success through the lens of Dr Avasthi and his venture SMCH; To understand and apply Porter’s Principles of value transformation that essentially focus on outcome-driven cost-efficient work practices in a collaborative integrative fashion, where transformation must come from within (some practices suggested can be applied to the Indian Healthcare Services Delivery systems); to critically analyze the overall strategic position of SMCH as an organization and its competitive environment; to discuss the factors influencing health-care delivery capacity build up, given the MDGs 2015, Every Newborn Action Plan and Indian Newborn Action Plan framework, as applicable to India; and to discuss and analyze mechanisms for future sustainable service delivery options for SMCH. Although each of these principles is important, possibly, the instructor could emphasize and encourage more discussions on potential models of shared partnerships that can help quality health-care services reach the unreached and the incorporation of technology in achieving this. The learning process can also facilitate discussions about leadership qualities in the creation of health-care entrepreneurs, for the “Change That They Would Want To See”.

Supplementary materials

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

Subject code

CSS:3 Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 November 2019

Yan Du and Elie Salameh

Through the discussion of this case, students will have a better understanding of the managerial dilemma associated with the implementation of management control in an early-stage…

Abstract

Learning outcomes

Through the discussion of this case, students will have a better understanding of the managerial dilemma associated with the implementation of management control in an early-stage firm. Students will provide proposals to improving current management control. Finally, this case encourages students to think about the costs and benefits of implementing formal management control systems.

Case overview/synopsis

As the company grows, it becomes difficult to keep control of the organization. The organizational structure of Majid Al Futtaim (MAF) Carrefour Jordan is too centralized, and the top management is confronted with information overload, which inhibits their ability to pursue strategic goals. The department managers are also confronted with communication problems, and they are evaluated based on the indicators that were out of their control. Processes and rules do not permit managers sufficient autonomy, and neither do these motivate employees towards organizational strategic goals. It is obvious that many control issues needed to be addressed in MAF Carrefour Jordan. However, given the limited budgets, MAF Carrefour Jordan managers need to decide which control systems to implement first.

Complexity academic level

This case can be used in an introductory cost accounting and management control course at the undergraduate or postgraduate level. The case should be introduced after students attained a baseline understanding of management control system fundamental concepts. However, this case is equally effective in introducing concepts to students who are new to management control systems.

Supplementary materials

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

Subject code

CSS 1: Accounting and Finance

Case study
Publication date: 19 August 2022

Idhar Resmadi

At the end of this study, students should analyze the re-orientation of innovation music business model strategy to create a new market using the Blue Ocean Strategy of Sun-Eater…

Abstract

Learning outcomes

At the end of this study, students should analyze the re-orientation of innovation music business model strategy to create a new market using the Blue Ocean Strategy of Sun-Eater Records Company. Furthermore, they should be able to implement the business model transformation in the music industry in this digital media era based on data and technological capability. Students should analyze the digital content strategy that is relatable and relevant to music customers/users through content creation. Finally, they need to create the content strategy applicable to promotion and marketing innovatively in the music business.

Case overview/synopsis

This study analyzes how a Jakarta-based independent music company, Sun Eater Records, changed its strategy in response to the Covid-19 pandemic. The adverse effect of the pandemic on this company included a massive drop in sales of products and revenues from tours, festivals and outdoor music performances. Music industry stakeholders were confused and frustrated because of the restriction and the implementation of the social distancing policy, as most of their business models depended on live music showcases and selling records. The protagonist of this study, Kukuh Rizal Arfianto, is the director and co-founder of Sun Eater Records. Kukuh’s experience during the pandemic is used to capture the dilemma faced by the music industry players in Indonesia. This agile businessman transformed this music company by embracing digitalization. Inspired by the business models of Disney and 88 Rising (Music Management), Sun Eater Records developed various derivatives digital products. The company did not only sell music through digital content, it also developed several complementary products with music as their main theme. These innovative creations include mini-documentary, virtual concerts, compilation albums serial, digital comics, and Covid-19 Campaigns. The company is quite active in leveraging digitalization to survive in this business compared to other industry players. This study provides communication and design students opportunities to analyze how to draft an effective content strategy in the industry, in this case, the music industry.

Complexity academic level

This case is designed mainly for Management, Innovation, and Digital Communication course at the Bachelor's level program.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of over 2000