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Case study
Publication date: 4 July 2020

Mana Khalifa Almheiri, Syed Zamberi Ahmad and Abdul Rahim Abu Bakar

Expected learning objectives students will be able to examine the possible reasons for a company’s poor performance using relevant business tools. Students will be able to…

Abstract

Learning outcomes

Expected learning objectives students will be able to examine the possible reasons for a company’s poor performance using relevant business tools. Students will be able to critically assess the role of technology and social media in the gem and jewellery industry in Dubai. Students will be able to analyse the customer segmentation approach used by five diamonds and to critically analyse its advantages and disadvantages. Students will be able to use the SWOT framework to identify the key weaknesses of and threats to five diamonds and identify the strengths and opportunities that the company needed to capitalize on, to be more competitive in the industry and generate high profitability. Students will be able to critically analyse the fit between the firm’s current business strategy and its business environment and develop a “turnaround” strategy.

Case overview/synopsis

Five diamonds were a trading company that dealt in gems and jewellery, natural pearls and branded watches. The company had been founded by Mustafa Al Fardan in 2003 and was currently run by his son Mohammed Al Fardan who held the position of General Manager. The company was based in Dubai, United Arab Emirates (UAE) with two local branches and eight international branches in China, France, India, Switzerland, Hong Kong and the UK. The branches were located in Palm Strip Jumeirah and in the Jumeirah Al Naseem Hotel, in the Umm Sequim area. The Palm Strip Jumeirah region is one of the largest and crowded areas in Dubai with world-class facilities such as hotels, clinics, restaurants, beaches and clubs, making it a perfect location for tourists. The Umm Sequim region is in the same area where the iconic seven-star hotel, Burj Al Arab, is located. The place is also a “must be” place for tourists and has recorded a significant increase in traffic at different times of the year. Despite their strong presence locally and internationally, the firm was facing fierce competition from the hostile business environment. Industry trends and the business environment were changing the local and global gems and jewellery industry landscape. These changes had offset five diamonds’ business strategy and its long-held business tradition. As a result, the company yearly profit had started to plummet. The company needed to revise its existing business strategy and the way it operated in the market. Failure to do so would have resulted in the firm missing the huge growth opportunity and also put itself into jeopardy.

Complexity academic level

This case is useful for undergraduate and postgraduate students majoring in marketing, business management and/or strategic management.

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: 24 September 2018

Syed Zamberi Ahmad and Abdul Rahim Abu Bakar

Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy.

Abstract

Subject area

Strategic marketing, Business strategy, Product diversification strategy and/or Market entry strategy.

Study level/applicability

This case is useful for undergraduate and postgraduate students who are pursuing majors in marketing, business management and/or strategic management.

Case overview

The Emirates Dates Factory commenced operations in 1989 in Ras Al Khaimah, United Arab Emirates (UAE), as a 100 per cent equity held by Mr Abdullah Al Shamsi. Over time, it has become one of the best and renowned factory for date production and processing. Emirates Dates derives its strength from its own plantations in Ras Al Khaimah and Al Ain, as well as from a wide variety of date products that it develops, including date syrup, dates in different packing and stuffed dates. The company seeks to be the leader of dates production and processing in terms of sales. However, the management is facing issues pertaining to determining the area of growth that it should pursue. This case study illustrates the growth options that Emirates Dates could pursue along with its opportunities and challenges that the firm faces.

Expected learning outcomes

This case study expose student to Ansoff growth matrix in general and the application of the market penetration strategy in specific. Accordingly, the case illustrates how one could develop other growth strategies to improve its revenues through product diversification and/or market development.

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 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 9 August 2022

Dilnaz Muneeb, Syed Zamberi Ahmad, Abdul Rahim Abu Bakar and Shehnaz Tehseen

This study aims to provide insights on the importance of reconfiguring new and existing enterprise resources in a heterogeneous manner. This will lead to improved efficiencies…

Abstract

Purpose

This study aims to provide insights on the importance of reconfiguring new and existing enterprise resources in a heterogeneous manner. This will lead to improved efficiencies, strategies and resource usage as such leading to more synergetic and innovative outcomes. This study highlights the importance of dynamic capabilities (DC) during the process of resources recombination (RR). It suggests that DC can be a source of competitive advantage, but the effect is contingent on the RR capabilities of enterprises.

Design/methodology/approach

Data were obtained from 349 faculty members of higher education institutions (HEIs) from seven states in the United Arab Emirates (UAE). Partial least squares structural equation modeling (PLS-SEM) using SmartPLS was employed as a statistical tool to analyze the structural model.

Findings

The findings confirm the proposed role of DC in the realization of RR, in integrating and reconfiguring internal and external organizational skills and resources for efficiency and performance, since DC helps RR to reconfigure the resource base by extending, creating, and modifying innovative RRs.

Practical implications

The study has important implications for resource managers and policymakers of HEIs. By prioritizing DC, firms can develop novel products and services as a result of a heterogenous mix of new RR. Additionally, since firms have limited resources in ever-changing, complex environmental conditions, this study provides explicit directions on how enterprises can strategically manage their resources in an innovative manner to attain a sustainable competitive advantage.

Originality/value

Insights from the DC and RR perspective in HEI sectors, particularly in the Middle East region, are scarce. This is the first empirical study to delve in this area and exemplify the relationship between these significant constructs.

Details

Journal of Enterprise Information Management, vol. 36 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

Case study
Publication date: 1 January 2011

Abdul Rahim Abu Bakar and Fariza Hashim

International management control and organisational behaviour.

Abstract

Subject area

International management control and organisational behaviour.

Study level/applicability

This case is suitable for final year undergraduate and Master's students as well as for the general practitioner. It is suitable for the university course program and for in-company training seminars. For company training seminars, the human resources department and finance would most probably benefit from the discussion of the case.

Case overview

This case was about a company that was eager to expand its business internationally as it gains success in the home market. Having being entrusted by the company CEO to lead the project, the enthusiastic “project champion” lavishly spent the company investments with minimal control from the parent company.

Expected learning outcomes

After carrying out this exercise, students are expected to be able to: first, decide a firm mode of entry, scale of entry and strategic commitment; second, determine the market potential of a particular business venture; third, suggest the management structure and control for international subsidiaries; fourth, decide the possible exit strategy of a business venture.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2011

Abdul Rahim Abu Bakar and Fariza Hashim

Strategic market entry; international business; marketing.

Abstract

Subject area

Strategic market entry; international business; marketing.

Study level/applicability

MBA/MA in management; international business; postgraduate.

Case overview

This case is based on a real-life situation of an existing transnational firm contemplating to enter a new market in a developing country. It involves a gamut of issues ranging from firm-strategic market entry, competitive positioning, international marketing strategies (including international market segmentation) and international product lifecycle. These issues revolve on numerous theories namely theories on internationalization (motive, scope, process, scale and timing of entry) and globalization of markets (standardization versus adaptation). In the past, the market was heavily regulated and protected which makes market entry simply impossible. However, a change in government policy is opening up new opportunities for foreign providers to participate in the host country. Although the market potential is enormous, there are various factors that concern the firm in determining its market entry and marketing mix decision.

Expected learning outcomes

After carrying out this exercise, students are expected to be able to: evaluate a firm's internal and external position in market expansion decision; assess a country's attractiveness in terms of its potential, competitive intensity and entry barriers; identify and discuss the factors that influence firm's marketing mix decision (standardize/adapt); and determine the firm market entry and the tactical decisions.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 31 August 2023

Mariam Al Dhaheri, Syed Zamberi Ahmad, Abdul Rahim Abu Bakar and Avraam Papastathopoulos

This study aims to examine the effectiveness of individual dynamic capabilities (DC) constructs and whether they had comparable effects on a company’s competitiveness in market…

Abstract

Purpose

This study aims to examine the effectiveness of individual dynamic capabilities (DC) constructs and whether they had comparable effects on a company’s competitiveness in market turbulence (MT). This study used quantitative methods to determine how the DC elements, sensing, learning, integrating and coordinating, influenced competitiveness, with the moderating role of MT during a real-time crisis.

Design/methodology/approach

Survey data was gathered from 426 tourism small and medium-sized enterprises (TSMEs) in the United Arab Emirates and analyzed quantitatively.

Findings

The study found that not all DC constructs were equally important in promoting competitiveness. TSMEs’ survival depended more on sensing and integrating capabilities than learning and coordinating capabilities, and on how these capabilities were used by managers or owners of TSMEs. The study found no moderation effect of MT.

Research limitations/implications

The generalizability of the results was hindered by the study’s focus on TSMEs in a single geographic location. The reasons for lack of proper mobilization of DCs constructs were not explored, but the data on the relative efficacy of DC constructs during a crisis significantly contributed to the literature.

Originality/value

This study emphasized ways that companies could improve firm competitiveness during a crisis by deploying DCs to optimize operations. The implications for research, practical aspects and limitations are presented and discussed.

Details

Journal of Asia Business Studies, vol. 18 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 1 February 2024

Hamad Mohamed Almheiri, Syed Zamberi Ahmad, Abdul Rahim Abu Bakar and Khalizani Khalid

This study aims to assess the effectiveness of a scale measuring artificial intelligence capabilities by using the resource-based theory. It seeks to examine the impact of these…

Abstract

Purpose

This study aims to assess the effectiveness of a scale measuring artificial intelligence capabilities by using the resource-based theory. It seeks to examine the impact of these capabilities on the organizational-level resources of dynamic capabilities and organizational creativity, ultimately influencing the overall performance of government organizations.

Design/methodology/approach

The calibration of artificial intelligence capabilities scale was conducted using a combination of qualitative and quantitative analysis tools. A set of 26 initial items was formed in the qualitative study. In the quantitative study, self-reported data obtained from 344 public managers was used for the purposes of refining and validating the scale. Hypothesis testing is carried out to examine the relationship between theoretical constructs for the purpose of nomological testing.

Findings

Results provide empirical evidence that the presence of artificial intelligence capabilities positively and significantly impacts dynamic capabilities, organizational creativity and performance. Dynamic capabilities also found to partially mediate artificial intelligence capabilities relationship with organizational creativity and performance, and organizational creativity partially mediates dynamic capabilities – organizational creativity link.

Practical implications

The application of artificial intelligence holds promise for improving decision-making and problem-solving processes, thereby increasing the perceived value of public service. This can be achieved through the implementation of regulatory frameworks that serve as a blueprint for enhancing value and performance.

Originality/value

There are a limited number of studies on artificial intelligence capabilities conducted in the government sector, and these studies often present conflicting and inconclusive findings. Moreover, these studies indicate literature has not adequately explored the significance of organizational-level complementarity resources in facilitating the development of unique capabilities within government organizations. This paper presents a framework that can be used by government organizations to assess their artificial intelligence capabilities-organizational performance relation, drawing on the resource-based theory.

Article
Publication date: 4 June 2018

Adel AlSharji, Syed Zamberi Ahmad and Abdul Rahim Abu Bakar

This paper aims to investigate the key drivers of social media adoption intention by small- and medium-sized enterprises (SMEs).

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Abstract

Purpose

This paper aims to investigate the key drivers of social media adoption intention by small- and medium-sized enterprises (SMEs).

Design/methodology/approach

It uses a multi-perspective framework combining technological, organizational and environmental elements affecting SMEs. Data were collected from a random sample of 1,700 SMEs operating in the UAE. Partial least squares structural equation modeling was used to analyze the data.

Findings

The results showed that the technology construct had no significant effect on social media adoption, but both organization and environment constructs were significant.

Research limitations/implications

This has implications for social media experts and anyone wishing to encourage social media use by SMEs.

Originality/value

Conceptually, it develops a suitable multi-perspective framework covering various factors that may affect social media use. It also tests the framework empirically on a sample of SMEs from the UAE.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 10 no. 2
Type: Research Article
ISSN: 2053-4604

Keywords

Article
Publication date: 8 May 2018

Syed Zamberi Ahmad, Abdul Rahim Abu Bakar and Norita Ahmad

Through social media technologies, small and medium-sized enterprises (SMEs) can communicate information and respond to competitors with minimal cost. The ability to share and…

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Abstract

Purpose

Through social media technologies, small and medium-sized enterprises (SMEs) can communicate information and respond to competitors with minimal cost. The ability to share and access information can affect SMEs’ performance, but there is little research on the link between SMEs’ social media adoption and their performance. The purpose of this paper is to present a quantitative survey to explore factors that influenced social media adoption by SMEs in the United Arab Emirates (UAE), and its impact on performance.

Design/methodology/approach

The study used a multi-perspective framework combining technological, organizational and environmental elements affecting SMEs. Survey questionnaires were used to collect data from a random sample of SMEs operating in the UAE. Using partial least squares and structural equation modeling techniques, 144 responses were analyzed.

Findings

Social media adoption had no effect on SMEs’ performance. These findings could help managers and decision makers in the SME sector to try to keep pace with research on social media innovations, and enable them to benefit from social commerce as it becomes more ubiquitous.

Research limitations/implications

This has implications for social media experts and anyone wishing to encourage social media use by SMEs.

Originality/value

The study developed a suitable multi-perspective framework covering various factors that may affect social media use. It also tested the framework empirically on a sample of SMEs from the UAE.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 25 no. 1
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 4 September 2017

Abdul Rahim Abu Bakar, Syed Zamberi Ahmad, Norman S. Wright and Hazbo Skoko

The purpose of this study is to assess the determining factors of entrepreneurial business startup in Saudi Arabia from an eclectic perspective.

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Abstract

Purpose

The purpose of this study is to assess the determining factors of entrepreneurial business startup in Saudi Arabia from an eclectic perspective.

Design/methodology/approach

Based on Global Entrepreneurship Monitor data of 2000 Saudi Arabian respondents, the study analyzes a multitude of individual factors which are classified into four groups: financial resources; social legitimacy; entrepreneurial personality; and entrepreneurial competencies. Gender and education are moderating variables influencing the relationship, whereas age is a control variable using binary logistic regression technique.

Findings

Out of ten hypotheses, only four hypotheses, namely, income, fear of failure, perception of high status and knowledge of other entrepreneurs, have a significant relationship with the possibility of a business startup.

Originality/value

Implications of these findings and directions for future research are discussed.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 9 no. 3
Type: Research Article
ISSN: 2053-4604

Keywords

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