Search results

This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality and tourism management; special event planning and management; and attraction management.

This case study is useful to both undergraduate and graduate students specializing in hospitality and tourism management.

This case study explored the nature of two forms of tourism development; resort-based and resource-based, and aimed to determine which is the more viable and sustainable option for the future of tourism in Jamaica, an island destination in the Caribbean which depends highly on the tourism industry. The literature established that both forms of tourism are challenged by several and varying factors and so their synergistic integration appears to be the most functional option for sustainable tourism development in Jamaica along with the involvement of the relevant stakeholders.

The students should be able to:

• Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

• Explain the usefulness and drawbacks of both types of tourism model.

• Discuss the nature of culture and heritage tourism and eco-tourism.

• Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

• Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

• Assess the role of the private sector in encouraging and facilitating resource-based tourism.

Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.

Explain the usefulness and drawbacks of both types of tourism model.

Discuss the nature of culture and heritage tourism and eco-tourism.

Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.

Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.

Assess the role of the private sector in encouraging and facilitating resource-based tourism.

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

This case study conceptually and empirically analyzed the tourism model in Jamaica to ascertain whether or not the future of Jamaica's tourism should remain dependent on resort-based tourism or should it opt for resource-based tourism as a more viable and sustainable option. The discussion however, indicates that resort-based tourism can synergize with resource-based tourism to achieve sustainable development along with the involvement of all the relevant stakeholders including the government, hotel operators and the residents. The case synopsis likewise presented a concise summary of the literature reviewed regarding the concepts of resort-based tourism and resource-based tourism; and the case of Jamaica's tourism.

The learning outcomes are intended to guide the teaching- learning process and stimulate students' understanding of the concepts of resort-based tourism and resource-based tourism and their specific implications in terms of tourism development in Jamaica. This knowledge can also be generalized to other destinations with similar historical background and tourism resources. The applied questions will guide the discussions and provide additional resources for assessment purposes. They will also help the students to critically assess the dynamics of tourism development.

The case synopsis is consistent with the learning outcomes, corresponding applied questions and course recommendations. A total of two to three-hours teaching session can be used to discuss the constructs, analyze the case in point and answer the applied questions.

Upon completion of the case study, the students will be able to conceptualize the importance of brand differentiation; suggest the implications of brand differentiation in the context of the traditional Chikan art form; examine the aspect of a brand’s product portfolio management; and critically analyse the competitive advantages of the brand using the VRIO framework.

The Chikankari art form gained worldwide recognition. In fact, it also received a geographical indication (GI) tag which is important for international branding. The case is centred around an entrepreneur, Mr. Vinod Punjabi, who redefined the essence of the existing Chikan art form by value addition in terms of intricate designs, patterns and exclusivity. He founded the brand Ada in 2015 aimed at preserving the traditional art form while curating elegance and exclusivity in its product portfolio. The case outlined Punjabi’s journey. The protagonist carefully analysed the open and unorganized Chikankari market and adopted the strategy of brand differentiation to stand apart from the competitors. Punjabi’s daughter, the chief operations officer of Ada, described the aspects. The journey was arduous, but over the years, Ada emerged as a successful name in the Chikankari market. The brand’s intent of becoming synonymous with Chikankari was successful owing to its authentic and exclusive hand-crafted products in the competitive environment of machine-made replicas. Furthermore, the brand also consistently worked on the aesthetic appearance of its store to attract a wide range of customers. Punjabi ensured that the brand was an amalgamation of all the essential elements for its survival in the long run.

The case is aimed for students pursuing bachelor’s and master’s degrees in business administration/diploma in management, marketing and entrepreneurship. Furthermore, it will assist the management trainees in gaining valuable insights.

Teaching notes are available for educators only.

CSS 8: Marketing.

The values-based leadership (VBL) themes lend the case to use in courses focussed on individual leadership approaches, personal-professional development, personal mastery, or individual agency in social change and social justice movements. The emerging market context adds a layer of complexity to the protagonist's journey, which may make the case especially relevant for use among students who work in this context or in courses that deal with volatility, uncertainty, complexity, and ambiguity (VUCA).

The primary target audience for this case is postgraduate students in a management or professional development program.

This case offers a leadership profile of lawyer Fadzayi Mahere as she pursues social change at the national level by running for political office in Zimbabwe in 2018. The case recounts Mahere's professional journey through human rights law and local activism, which eventually drives her to run as an independent for a position in the national election. She does this as a response to the dire state of the country: economic crisis, social instability, and political corruption that are making life increasingly untenable for most people. In spite of running a strong grassroots campaign, Mahere loses the election and is faced with the dilemma of whether or not to forego independence and join the dominant opposition party. The case therefore centres around the role of values in leadership, the role of narrative in shaping the decision to lead, and how these things impact a leader's strategy for affecting social change and achieving social justice.

Appreciate the systemic nature of social problems in an emerging market context and how this creates different opportunities for a leader to act on a problem

Understand how a leader's identity, in terms of values and experiences, shapes their motivations and informs their strategy for leading a change effort

Understand the dimensions of values-based leadership (VBL) – transformational, authentic, accountability, and ethical leadership – and how the actions of a values-driven leader reflect these

Identify the mechanisms that aspiring leaders practicing VBL can use to build an authentic narrative for key stakeholders to accept and embrace them

Recognise the different strategies a leader can adopt to achieve values-driven outcomes, while maintaining alignment with the different dimensions of VBL

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

Metacognition, learning how to learn, peer feedback and peer review.

Essay based on experience as a reviewer and editor and best practices.

This quick start guide provides a tutorial on how to review teaching cases and the associated instructor’s manual or teaching note. The purpose of this guide is to help develop the confidence and skill of novice reviewers and refresh and refocus experienced reviewers. Case writers may also use this guide to anticipate peer reviewer feedback and assess or refine their cases before submitting them to a journal. Reviewing is essential to the Academy – without peer reviews there would be no peer reviewed journal articles, a pillar of the tenure process. Reviewing is also a valuable way to learn, to keep current in a field and to be a good citizen – contributing to one’s professional community. This guide will help scholars become even more effective reviewers, writers and contributors to the Academy.

For academics interested in developing their case reviewing skills.

The main teaching objective for the case is for students to build a better understanding of how to advance women (and other minorities) in the workplace through mentorship. This is achieved through recognizing the wide variety of issues that enable and constrains women’s advancement in the workplace; defining mentoring, sponsorship, coaching and networking; and highlighting how mentoring, sponsorship, coaching and networking can overcome the challenges of facing women’s advancement in the workplace?

The case study explores the role of senior women leaders in the career advancement of other women in the workplace. It helps us understand how mentoring can address the low prevalence of women at senior levels despite companies’ efforts to advance women. The case profiles the career and leadership journey of a senior female executive, Maserame Mouyeme. It documents her rise from the dusty streets of Soweto, South Africa to become one of the first black female executives in several corporate contexts across Africa and especially at Coca-Cola. The case illustrates her practice of mentoring and its impact on her and others’ careers. Also illustrated is Mouyeme’s leadership style, mentoring approach and workplace experiences. Students deliberate Mouyeme’s dilemma: whether to continue to advance a new generation of women leaders or whether to focus on her core role of building the business she is responsible for. The selected research method is a teaching case study, grounded in an exploratory approach. Primary data was collected via semi-structured interviews with the protagonist and four of her mentees. Secondary data was collected via studies about the protagonist and the companies she has worked for in her career. The case provides empirical insights about the role of leaders and especially women, in advancing women. The case shows the approaches in which organizations can advance women. It also shows how emerging leaders can better manage their own careers. The case deepens knowledge of women advancement and career development.

The case is appropriate for post-graduate level study, including MBA-level. It is also appropriate for use on executive development programs.

Teaching Notes are available for educators only.

CSS 6: Human Resource Management.

The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined as ethical, integrating authentic leadership into the decision-making process can help leaders made difficult decisions.

The authors conducted extensive research through IBISWorld, EBSCOhost, and academic journals to review ethical decision-making and authentic leadership. The authors successfully piloted the case with over 100 undergraduate and graduate students enrolled in leadership courses.

The case describes an ethical decision a young commanding officer must make. A soldier under their leadership has been charged with an inappropriate relationship with a minor. The officer must decide between two actions that are legal within the military justice system. Each decision has ramifications that will significantly affect the organization.

The case is best taught in undergraduate and graduate leadership courses. Course participants do not need a detailed understanding of military leadership or military law to apply fundamental concepts.

The case is suitable for both undergraduate and graduate business students. The suggestions in the teaching note would suit classes of varying sizes and can be organized by teams or for individual work.

The case is suitable for classes discussing a range of topics including business ethics, values-based leadership and entrepreneurship. The case is told from the perspective of a Hispanic, first-generation female CEO in tech – a male-dominated field. As some of its decision points include discussions with other female entrepreneurs in similar positions, this case is also suitable for discussions on gender and minority leader representation.

This case tells the story of a female tech entrepreneur in Baltimore, how her personal values influenced the values of her company and how she successfully applied those values even in the early stages of her venture. It includes a discussion of her former career in the military and her experiences as a first-generation American.

The case offers several decision points where students are invited to anticipate and discuss the protagonists’ values and their application of them in her work. It likewise invites students to reflect on their own values and how they influence their business decisions. As the case is based on true events and uses real names, students may also perform research on the real business and its context to extend this case even further.

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

Women are chronically underrepresented in leadership positions and some choose to become entrepreneurs because it offers a surer path to CEO roles. Additionally, this case offers some perspective on the different leadership styles of women, such as this protagonist’s choice to allow her personal and corporate values to drive important early decisions for her business. The instructor and students also may wish to focus on aspects of the case related to the protagonist’s ethnicity and her family’s status as recent immigrants to the USA. Ideally, class discussions will consider the protagonist holistically, and her identities as intersectional.

CSS 3: Entrepreneurship.

The case study will help improve systemic gender-related challenges for women in STEM, male-dominated nontraditional workplaces, such as mining, and contribute to CASE FOR WOMEN database of women-centered business teaching cases.

The learning objectives are as follows: discuss gender issues in nontraditional science, technology, engineering, mathematics (STEM)–related male-dominated industries; conduct a strategic competitive strengths and weaknesses, the opportunities and threats analysis and political, economic, social, technological, legal and environmental analysis; evaluate relevant information and decision criteria to assess the options; provide recommendations for strengthening vision mission and strategy; and analyze the business model using the Business Model Canvas.

Alicia Woods (she/her), founder of Covergalls Inc., was facing an unexpected challenge during the COVID-19 worldwide pandemic restrictions and lockdowns which had created an unprecedented disruption to her business. Should Covergalls continue on its current path, or was it time to branch out?

This case is suitable for diversity, equality and inclusion, strategic management, entrepreneurship, marketing or leadership courses at the undergraduate BBA and graduate MBA level on campus or online.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

Students discussing the case will be able to:▪ Evaluate and decide the marketing strategy that will best align the organizational resources and capabilities with the external environment.▪ Demonstrate the process of segmentation and choose the most attractive target market.▪ Analyze the competition and develop an effective positioning strategy.▪ Evaluate and use different growth strategies in business situations.

The case demonstrated the decision-making process behind the post-pandemic strategy of ShakahariS by Awadhpuri, a restaurant in the emerging Indian market. The restaurant was situated in Ahmedabad, one of the fastest-growing mini-metro cites of the Indian restaurant industry. It was known for authentic Indian vegetarian cuisine. The restaurant, originally named Awadhpuri, was started in 2012 by Ms. Vandana Singh. It was positioned as a non-vegetarian restaurant providing Awadhi cuisine in the fine-dining segment known for its ambiance and authentic taste. However, due to the predominant vegetarian market in Ahmedabad city, the restaurant was rebranded and repositioned as ShakahariS by Awadhpuri, serving only vegetarian cuisine in 2018. The years 2019–2020 were very harsh due to the Covid-19 crisis. During the uncertain times when the lockdowns and the guidelines kept on changing, it was difficult for the restaurant to even recover their costs. It was a good time to explore the possibilities of the cloud kitchen format, and they came up with multiple kitchens offering different cuisines and targeted new customer segments. The case highlighted these survival strategies adopted by the restaurant during Covid. Post-pandemic, the protagonist was now contemplating a long-term growth strategy for the restaurant to target a new market with a new offering. The dilemma for the restaurant is whether (or not) to align the marketing strategy by repositioning again to cater to the new target segment.

Undergraduate courses on Business Management (BBA) and specific topics in introductory courses on marketing management and strategic management of the post-management programs.

Teaching notes are available for educators only.

CSS 8: Marketing.