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Corporate entrepreneurship; Intrapreneurship; Human Resources.

MBA students in Human Resource, entrepreneurship and/or PhD students in the areas of Human Resource, Corporate Entrepreneurship and/or on Intrapreneurship studies.

This case reveals that progressive change originated from individual’s positive deviance approaches, opportunistic sensitivity, ability to learn, evaluate and the ability to develop ideas on how to exploit or pursue identified opportunities (intrapreneurial behaviour).

The student will learn to deal with the complex nature of organisations and the tendencies of institutional processes to be uncertain, unpredictable, and uncontrollable; appreciate the internal workings of an organisation, the external environment; and understand the role of generative leadership, positive deviance, novelty ecosystems and intrapreneurial behaviour and the fact that connections and interactions in a social network are non-linear or non-proportional. This means that complex system predictions can be much more than simple regression predictions. They will be able to apply both bottom-up and top-down influences from proactive leadership or generative leadership events and benefit from positive results and the emergence of innovation.

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: 3 Entrepreneurship.

Management, Strategy, International business.

Undergraduate or Graduates.

This case is suitable for students of international business and strategy at the advanced undergraduate-level or introductory masters-level courses. It can be used for organizational design, brand management and business-to-business management classes. It may be of interest to practitioners in the Middle East and North African (MENA) markets looking at managing cross-functional teams.

On completion of utilizing the case study as an exercise, students should be able to develop the following. Case-specific skills: Critically examine the importance of the international business and strategy in the Middle East and demonstrate this by analyzing real-regional/-examples using complex theoretical frameworks; identify examples of best practice and explain the dynamics toward international business and strategy with reference to a range of theoretical models and apply these in a meaningful way to the MENA region. Discipline-specific skills: Synthesize and critically evaluate a corpus of academic literature and government reports on international business and strategy; link international business and strategy concepts and theories to real-regional/world examples. Personal and key skills: Reflect on the process of learning and undertake independent/self-directed learning (including time management) to achieve consistent, proficient and sustained attainment; work as a participant or leader of a group and contribute effectively to the achievement of objectives in the field of international business and strategy.

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

Dean Lynn, of Augustine State University's School of Business Administration, has been asked to develop online offerings as a prototype for the rest of the university. The decision he faced was whether to (A) take on the project alone or (B) make a ten-year commitment to a specialized vendor. If option B was selected, the further choice was whether to allow the vendor to handle everything short of instruction with a customized program or to handle only the marketing elements of the task. In the course of considering what to do, Dean Lynn was faced with the financial as well as the qualitative dimensions of the choice. The purpose of this case is to provide students a vehicle to explore the myriad considerations inherent in every organization's decision making process… qualitative as well as quantitative.

This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including: idea generation and sources of cases, working with primary and secondary case sources, obtaining client releases, writing the case story line, developing a catchy ‘hook’, using the past tense, providing supporting exhibits, and providing a bibliography for the case. The teaching note (or instructor's manual)is also covered in detail including: an overview of the case, learning objectives, course placement and targeted audience, instructional methodologies, case questions and answers, the epilogue, and the bibliography. Appendix A includes a discussion on case publishing and includes a list of journals and conferences which accept cases.

The Director, Jaipuria Institute of Management, Lucknow is preparing to face two challenges: maintaining the educational purpose of transforming students into down-to-earth managers and lifelong champions of the institute, and attracting and retaining good faculty. The case illustrates the institutional processes that a school which is part of a chain needs to consider. The tension between autonomy and conformity, and the concept of a corporate office, which is new to educational settings, are illustrated.

Dean Adams was given notice to develop an online program with the School of Business Administration as a prototype of online education for the rest of the University. A major task which faced the Dean involved working with University information technology (IT) staff and faculty to choose a learning management system (LMS) to support the online program. After talking with the Chief Information Officer at Seacoast University and appointing a committee made up of IT staff and faculty, the Dean was presented with the committee's recommendation that focussed on two major decisions: first, choosing the LMS product for the University, and second, choosing to locate the LMS product and server either on-campus or off-campus. In the course of considering whether or not to accept the committee's recommendations, Dean Adams weighed the evaluations and justifications as outlined by the committee in the context of Seacoast University's IT situation.

The Beringer Wine Estates Company has been expanding its market share in the premium segment of the wine industry in the 1990's. After operating as a wholly owned subsidiary of the giant Nestlé food company for almost a quarter of a century, the firm was sold in 1996 to new owners, in a leveraged buyout. For the next year and a half, management and the new owners restructured the firm and expanded through internal growth and strategic acquisitions. With a heavy debt load from the LBO, it seemed prudent for management to consider a significant rebalancing of its capital structure. By paying off a portion of its debt and enhancing the equity account, the firm would achieve greater financial flexibility which could enhance its growth rate and business options. Finally, a publicly held common stock would provide management with another “currency” to be used for enhancing its growth rate and overall corporate valuation. With the equity markets in turmoil, significant strategic decisions had to be made quickly. Should the IPO be completed, with the district possibility of a less than successful after market price performance and these implications for pursuing external growth initiatives? A variety of alternative courses of action and their implications for the financial health of the Beringer Company and the financial wealth of Beringer stockholders are integral components of this case.

The case data were obtained from secondary sources including academic, newspaper and periodical sources.

The Founder of Chipotle Mexican Grill, CEO Steve Ells, was a restaurant innovator credited with creating the fast-casual experience. He believed that food, sourced and prepared responsibly, could help “cultivate a better world.” Unfortunately, he had to step down after a continuing series of food contamination events drove away both investors and customers. In 2018, new CEO Brian Niccol was brought in from Taco Bell to reposition the brand and regain confidence. Was it possible to continue with Chipotle’s mission of “food with integrity” or was another strategy necessary?

This case was prepared for an undergraduate strategy course. It can be used to illustrate all the key points in Chapter 1 of a traditional undergraduate strategy textbook. This case would be best placed in the first weeks of the course, as a first case to introduce to students the idea of strategy as a process that continuously assesses and revises strategic directions and decisions. It introduces a discussion of the role of mission, vision and values as part of the strategy process, and addresses the responsibility of leadership to do an ongoing evaluation of a firm’s strategic choices.

The case will help to understand the concept of online marketplaces and the working of their business model through third party selling. The case highlights how third party selling opens door to online counterfeiting. The case well presents the need of integrity and ethics in business. It showcases how Alibaba took responsibility, designed various initiatives to curb the problem and emerged as a global face for anti-counterfeiting actions.

Manufacturing and selling of counterfeits have become easier than ever with the wide and easy reach of technology. Internet has smoothened the sale of such fake replicas around the globe. Alibaba Group faced serious problem of counterfeit selling across its various websites. The various challenges were degrading global image, rising number of fake products and numerous lawsuits filed against the company. The case study will help readers to understand the critical aspects of counterfeiting and decisions involved to run such models where the platform is not a direct seller but just an online marketplace. It emphasises how technology and brand collaboration can be used as a means to identify and remove fake product listings from such platforms, thereby preserving the integrity of business. The case also stresses the need to preserve intellectual property rights and exclusivity of original brands.

Senior Undergraduate, MBA and Executive MBA.

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 8: Marketing.

Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf

First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets.

The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization.

This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence.

CSS: 10: Public Sector Management.