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Social enterprise.
Abstract
Subject area
Social enterprise.
Study level/applicability
This case study can be used on modules on social enterprise (SE) and international business for undergraduate and postgraduate studies.
Case overview
Arusha Women Entrepreneur (AWE) is a SE established in 2008 in Tanzania that employs low-income women from peri-urban Arusha and provides technical and management skills training to smallholder farmers. AWE has created a value supply chain from the production and marketing of aflatoxin-free, natural peanut butter, having a strong vision of delivering social and development benefits for smallholder peanut farmers and unemployed women.
Expected learning outcomes
This case is the basis for class discussion rather than for illustrating either effective or ineffective handling of a business. From this case, students will learn about the emergence and development of SEs and the challenges they encounter to grow.
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
Keywords
Steven W. Congden, Heidi M.J. Bertels, David Desplaces and Todd Drew
The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary…
Abstract
Research methodology
The case is derived from secondary sources, including publicly available reports and information about all companies directly or indirectly engaged in the industry. No primary sources were available.
Case overview/synopsis
This teaching case is designed for students to demonstrate their mastery of industry-level analysis in the emerging space tourism industry. It allows students to understand what constitutes the industry within the broader space sector and to apply analytical tools such as PESTEL and Porter’s Five Forces, with the option to discuss strategic groups. Students gain insights into how the industry is evolving within its broader environment and how companies could respond or differentiate themselves. Information is also provided for students to consider the broader social impact of a relatively new industry from the perspective of sustainable development.
Complexity academic level
The case is written for undergraduate and graduate students enrolled in strategic management courses. The case placement is ideally in conjunction with industry-level analytical frameworks such as Porter’s Five Forces, PESTEL analysis, strategic groups (optional) and industry life cycle. Most strategic management textbooks cover these concepts in the first few chapters. For example, “Strategic Management, 14th edition” by Hill, Schilling and Jones (2023) covers these topics in chapter 2. Given that space tourism is an embryonic industry dependent on technological innovation, instructors might also use this case in innovation or entrepreneurship-related courses. This case could also be used to address critical issues, such as sustainability, in tourism management courses.
Details
Keywords
Priyanka Premapuri and Vishal Gupta
The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the…
Abstract
The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies in the words and actions of Dubey that have started to impact the work and motivation of her team. Her unsuccessful attempts to draw the attention of their boss Shekhar Sinha to these variances have left her unsure and demotivated. Sinha overlooks Dubey's fallacies and shows no signs of paying attention to the discrepancies and contradictions.
This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers…
Abstract
This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers and learns many different approaches to use in the classroom. The article is written as if it were a case; it is fictitious.
Dheeraj Sharma and Rajesh Chandwani
The case describes an impasse that arose when two professors from diverse backgrounds were co-teaching a course in IMC-M, a reputed business school. Professor Agrawal, who has…
Abstract
The case describes an impasse that arose when two professors from diverse backgrounds were co-teaching a course in IMC-M, a reputed business school. Professor Agrawal, who has been educated in the western context, is more research oriented. Prof Yadav, on the other hand has rich industry experience and is an alumni of IMC-M. The case highlights the coordination issues and conflict that occur when there is a lack of communication between two faculties, who had considerable differences in attitudes, beliefs, and expectations. The case illustrates how a conflict unfolds and that effective management of conflict should begin with the design of task itself. The case emphasizes that the important determinants of conflicts are lack of communication and improper management of expectations of the key stakeholders.
Details
Keywords
Pinaki Nandan Pattnaik, Satyendra C. Pandey and Bignya Patnaik
After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture…
Abstract
Learning outcomes
After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability.
Case overview/synopsis
The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries.
Complexity academic level
This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives.
In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative efforts towards achieving social impact.
To effectively explore and analyse the case material, instructors should allocate approximately 70–90 min of class discussion time.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS11: Strategy.
Details
Keywords
Kanwal Anil, Anil Misra and Ruchika Bal
The case projects how a women-led social enterprise provides livelihoods through a digitally operated unique micro-entrepreneurship model for the rural artisans of the Indian…
Abstract
Social implications
The case projects how a women-led social enterprise provides livelihoods through a digitally operated unique micro-entrepreneurship model for the rural artisans of the Indian handicrafts industry, thus bringing about social change through economic empowerment of the community.
Learning outcomes
To understand how women entrepreneurship is contributing towards livelihood generation and rural artisan empowerment in India. To understand the make-up of a for-profit social enterprise in the Indian Handicrafts Industry, its challenges and solutions through innovative business. To present the mindset and journey of a woman social entrepreneur. To present and understand the growth and scaling up of such unique social ventures. To understand a unique form of the micro entrepreneurship model being built through digital platforms.
Case overview/synopsis
The objective of writing this case is to bring out a case of women entrepreneurship in the craft-based industry in India. This case seeks to emphasise on the following learning themes in the area of entrepreneurship: Women entrepreneurship: trials and tribulations. Micro entrepreneurship/rural artisan empowerment. Livelihood generation and upliftment of the rural artisans and revival of dying art and crafts in the Indian craft-based industry. The novel ecommerce and data analytics experience being skilfully incorporated by small enterprises to their vantage and making both the seller’s as well as the buyer’s experience unique. The case highlights how the unique business models of social entrepreneurship through the use of technology bring the digital experience to rural India. Social entrepreneurship. The case narrates the story of a budding social entrepreneur Megha Das who is a textile designer by profession and showcases her journey towards the creation of unique digital platforms which transf
Complexity academic level
The case has been targeted to be taught in Masters level course in business management/administration, entrepreneurship, social entrepreneurship, development studies, gender studies, design, etc. Its watered-down version can also be taught in under graduate programs in commerce, business management, business administration, fashion and textile designing, entrepreneurship, development studies, gender studies, etc.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship.
Details
Keywords
Belinda Nwosu and Edidiong Edem Esara
At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and…
Abstract
Learning outcomes
At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and agent disputes through the lens of an agency framework; and▪ evaluate the impact of the work environment on employee and organisational outcomes.
Case overview/synopsis
Muyiwa, Chairman of Fara Ltd., signed a HMA with Aytello Hotel Group to operate his hotel in Nigeria, the Mélange Abuja. Aytello was an international hotel management company based in the USA. It was a renowned operator with several brands in its portfolio. The Mélange brand was contemporary, upscale and targeted young business guests with an appetite for adventure. It was the first Mélange to have opened in West Africa. A management agreement was signed in August 2016, which meant that Aytello was now responsible for operating the hotel on behalf of its Owner, Muyiwa. On his part, Muyiwa provided the funds needed to run the hotel profitably. However, soon after the opening, the operator and owner showed signs of conflict. Muyiwa began to distrust the operator and intervened directly in operations. The frequent clashes between Muyiwa and the operator soon led to an impasse that made productive dialogue difficult. As relationships soured, Muyiwa needed to make a decision soon. This case study is designed to teach agency relationships in organisational behaviour.
Complexity academic level
This case study is designed for business leaders on executive programmes and postgraduate students.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 12: Tourism and Hospitality.
Details
Keywords
Lynda L. Moore and Bonita L. Betters-Reed
This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and…
Abstract
This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.