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This study aims to provide students an opportunity to analyze the financial performance of a publicly listed real estate company and estimate its instinct value by applying appropriate financial models and approaches.

Three major valuation models/approaches generated by financial theory and practice to estimate the intrinsic value of a security: discounting cash-flows valuation (DCF and NPV) – valuation through adjusted net asset and liquidation value (NAV) – relative valuation through price and value multiples (valuation multiple analysis and precedent transactions analysis). Wholly owned subsidiaries versus and joint venture ones.

Analyze financial information of all segments in a multiple-business firm, and apply suitable financial models and approaches among net asset value model (NAV), discounted cash flow (DCF) or net present value (NPV) model, valuation multiple analysis and precedent transactions analysis to estimate the intrinsic value of the whole firm.

This decision-based case allows students to explore the business valuation process for a public listed real estate company, Alexander & Baldwin, Inc. (NYSE: ALEX). Based on financial statements analysis and forward-looking financial expectation on ALEX, this case elevates students' understanding and practice of valuating this multiple-business firms by applying appropriate financial models and approaches among NAV, DCF or NPV, valuation multiple analysis and precedent transactions analysis and enable students to make their investment decisions of buying, holding or selling the company’s stocks.

This case is most appropriate for graduate courses such as corporate finance, investments, personal finance, real estate finance and financial markets and institutes.

To explore identity dynamics in the lived experience of a strategic change over time.

Qualitative data were collected through a longitudinal engagement with the focal organisation. Narrative analysis was used to trace the identity dynamics of senior figures in an organisation as it went through strategic change. This entailed a change of CEO and chairman, alterations to the composition of the board and the executive team and, in association with these changes in personnel, alterations to the strategy and direction of the company.

The identity dynamics were at times comfortable and uncomfortable fits for the individuals involved, and over time expectations and realisations impacted on the processes of change in ways that were unexpected and unintentional for the actors. The outcome of the analysis shows the disruptive impact of identity dynamics on the practice of strategic change.

The nature of the research undertaken does not seek to represent a holistic case study but, rather, is focused on a depth analysis of selected interactional data.

A critique of traditional views of resistance to change is presented and an alternative approach to analysing reactions to change is proposed.

The paper contributes a narrative approach to the discursive analysis of strategic change. It also elaborates the significance of “identity work” in such settings.

After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style.

The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in DM in the company, where the diversity, equity and inclusion programme and corporate values were applied only formally and had little attention from the leaders as well as non-managerial employees.▪ Employee resistance to change: The lack of positive communication from the top management level in the company regarding automation projects and the lack of support for Alex’s mission in the company resulted in steady resistance to executing projects, which endangered the company’s survival in the market. Also, one part of Alex’s problem with building a working relationship with the Indian engineering staff was based on the fact that others perceived him as the automation “change agent” – an advocate and catalyst of an undesirable change connected with adverse consequences on employment in the Indian community.

This case is intended for discussion in undergraduate management and business study programmes.

Teaching notes are available for educators only.

CSS 6: Human resource management.

This case is particularly applicable for use in courses on entrepreneurship, people management, and business strategy. It is intended to give students an overview of a succession planning strategy, and provide insight into the particular challenges facing founders of small businesses as they identify and prepare a successor for the most senior management role. Given the position of Closed Loop as an early mover technology firm in the insurance industry, this case also explores the strategic business considerations. The case therefore offers students detailed, authentic, and practical lessons on leadership through the personal experiences of a founder-CEO in a high performing organisation.

This case is appropriate for students enrolled in postgraduate programmes such as a Master of Business Administration (MBA) and Executive Education programmes. Although the case learnings are transferrable to more general leadership and change management studies, this case will be particularly useful to students with interests in entrepreneurship, leadership in tech startups, and succession planning.

This case tells the story of a small business’ succession plan journey in two parts. Closed Loop is a small insurance software company that is transitioning from a founder-run startup to manager-run company. Case A follows the 55-year-old founder Alex Martin as he performs a measured succession planning analysis that eventually leads him to promote from within the company. Neevan Chattry is the 33-year-old head of business development who has been with the company for ten years and shows promise as a rising leader. Over the course of 18 months, Alex and Neevan embark on a structured preparation and handover process. The case ends in June 2015 with Neevan taking over as CEO and Alex stepping into the role of board chairperson. Case B picks up two years later when Neevan unexpectedly announces that he is resigning as CEO, leaving Closed Loop in a difficult position. In this case, Alex confronts the mistakes he made over the last three years, both during succession planning and Neevan’s tenure as CEO, as well as how digital disruption in the insurance industry affected the business strategy over this period. The case ends with Alex resuming the role of CEO to lead Closed Loop in a reinvention process. Students are left to analyse the decisions taken by the different leaders and how Closed Loop will fair in the future under Alex’s leadership.

Identify the key components of a strong succession plan, including a careful selection process, mentorship of the successor, communication of the change to internal and external stakeholders, and the withdrawal of the outgoing leader; explore the organisational transitions that companies naturally undergo as they grow and enter different phases of operation and the implications of that change for leadership; discuss the compatibility of different leadership traits, styles, and mindsets with the strategic objectives of the company at different points in time; and provide suggestions and recommendations to owners contemplating succession planning in their organisations.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

Although social studies teachers are charged with explicitly teaching about citizenship, all teachers in a school implicitly teach about citizenship. That is, in their daily interactions with students, whether specific to subject area content or not, teachers impart lessons to their students about what citizenship is and what it means to be a citizen. The paper aims to discuss these issues.

Examining the “powerful” stories of three teachers, only one of whom teaches social studies, this paper focuses on “informal citizenship education” across schools.

It concludes with implications for workers in and beyond the field of social studies education.

Ultimately, it suggests that as notions of citizenship education expand to include informal citizenship education, teachers will better teach students to be effective citizens.

In this chapter, I discuss the development of the cannibal picking up from Jennifer Brown’s (2013) study, Cannibalism in Literature and Film. Brown (2013, p. 7) argued that the cannibal is a sign of ultimate difference who ‘reappears in various guises at times when popular culture needs to express real fears and anxieties’. I argue that the most recent version of the cannibal is gendered female and that this coincides with a postfeminist media culture. I explore how the cannibal is positioned as an ambiguous figure which questions both humanity and monstrosity. I argue that this is complicated by gendering it female as women have traditionally straddled the line between human and less-than human in popular culture. I discuss three films: 301/302 (Park, 1995), The Woman (Torino, Van Den Houten, & McKee, 2011) and Raw (De Forêts & Ducournau, 2016) and explore how they use incest, objectification and dehumanization as well as cannibalism to explore the ambiguities of postfeminist subjecthood. I will argue that by performing acts of cannibalism the female cannibals in these films reclaim their subjectivity both by objectifying others and by identifying with their victims. The cannibalism also presents the opportunity for female-oriented families through shared consumption which ironically embraces patriarchal ideals of feminine feeding roles and challenges the patriarchal basis of the family.

The purpose of this study was to determine the relative impact of positive and negative face threats in conflict scenarios on the relational quality between disputants. This study also sought to determine whether the contextual variables of relational distance and power differential mediated this relationship as predicted by politeness theory.

To test the hypotheses, a 2 × 2 × 2 design was implemented manipulating the variables face (positive and negative), relational distance (business and personal) and power differential (high and low power differential). Participants read one of the eight scenarios, then responded to the dependent variables which focused on the impact of the face threats on relational quality between the participants. Subjects were recruited using the M-Turk, Amazon platform. Manipulation checks were carefully constructed to ensure subjects understood them.

The results of this study indicated that positive face threats have significantly more impact on relational quality between disputants than negative face threats. Moreover, context did not mediate these results. Neither relational distance nor power differential impacted the extent to which positive face threats compromised the relationship between the disputants.

This is the first study to explore the impact of face threats on relational outcomes in conflict. Prior studies focused only on the extent to which contextual variables would impact the choice of face threats that disputants might make in response to power and relational distance differences. This result suggests that face threats play a significant role in determining relational outcomes in conflict settings.

This study suggests that practitioners, such as mediators or group facilitators, should take steps to limit the kinds of positive face threats that disputants exchange during conflict. If positive face threats are allowed to escalate, then they can severely compromise the willingness of disputants to trust and continue to work toward an integrative solution.

Political divisions often appear to widen in the context of positive face threats as individuals seek to belittle the identities of their opponents. As these face threats escalate, they can result in polarizing language that disempowers these individuals from wanting to work together in a trusting relationship to accomplish important social goals.

This is the first study to explore the relative impact of positive and negative face threats on the relational quality of disputants in conflict. It is also the first to explore the extent to which context mediates the impact of face threats.

The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.

Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken.

Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives.

The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.