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Case study
Publication date: 2 January 2020

Virginia Bodolica and Martin Spraggon

Reflect on the influence of different lifecycle stages on the strategy of a family business; evaluate the impact of family, industry and company dynamics on the evolution of a…

Abstract

Learning outcomes

Reflect on the influence of different lifecycle stages on the strategy of a family business; evaluate the impact of family, industry and company dynamics on the evolution of a family firm; assess the impact of ownership, governance and succession considerations on the sustainability of a family firm; and develop decision-making skills to overcome specific dilemmas and secure the family business longevity.

Case overview/synopsis

Five industries, three generations and one family business. What started off as an entrepreneur’s ambition, Almajid Limited has proven itself to a sustainable source of revenue and a diverse portfolio of businesses for multiple generations of a Saudi Arabian family. This case study offers an exclusive opportunity to follow the tumultuous journey of a Saudi family business and analyze the different phases of its evolution over seven decades and three generations. In particular, the case aims to highlight the complexities surrounding the management of a family firm and illustrate how various lifecycle stages stemming from a number of areas (e.g. family, company, industry, ownership and governance) simultaneously influence the family business strategy. Being deeply embedded in the context of Saudi Arabia, the case unveils the unique challenges of managing a family business in a conservative cultural setting. The case study is divided into four parts, with each of them putting the emphasis on a different lifecycle area of significance for the evolution of the family business. Each part culminates with the identification of an area-relevant dilemma that needs to be addressed for the family firm to be able to move into the next stage of its development. Part A focuses on the family area or axis, the Part B on the industry axis, Part C on the company axis, while Part D is based on the sustainability axis, which embraces as many as three dilemmas in relation to the ownership, governance and succession in the family firm. Moreover, each part incorporates a timeline of critical events that contributed to the emergence of a specific dilemma and a culturally-rooted anime that helps the readers visualize the story, picture somebody else’s reality, and empathize with the key protagonists of the case to achieve optimal decision-making.

Complexity academic level

Graduate audience: Master of Business Administration or Master of Global Entrepreneurial Management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 11 October 2017

Ellenore Meyer, Leena Thomas, Selma Smith and Caren Scheepers

Public Health; Leadership; Organisational Development; Organisational Behaviour; Public Administration Management.

Abstract

Subject area

Public Health; Leadership; Organisational Development; Organisational Behaviour; Public Administration Management.

Study level/applicability

Postgraduate level for honours or masters programmes in courses on public health; executive leadership and management programmes; MBA level.

Case overview

The case unpacks decentralisation as a means to promote and improve local decision-making and accountability through community participation and engagements. Ayanda Nkele was a programme manager in a health district in South Africa. He was faced with many challenges when trying to implement his programme, most of which were related to local authority, responsibilities and decision-making abilities at his level. This case describes briefly the South African health system. and how it functions. It describes the proposed changes to the health system and its transformation towards Universal Health Coverage. The decision space analysis as discussed in the case illustrates the types of decentralisation in the country and how this also applies to Nkele’s level.

Expected learning outcomes

Understanding the concepts and principles of decentralisation within the context of strengthening district health services, the re-engineering of primary health care (PHC) and rolling out a National Health Insurance in South Africa. Applying the “decision space” approach to analyse the extent of decentralisation. Grasping the requirement of leaders to be “contextually intelligent” and identify the important contextual variables to take into account when analysing public health care.

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 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 July 2011

Harjit Singh

Strategic management, sustainable development, business economics, construction management, energy management.

Abstract

Subject area

Strategic management, sustainable development, business economics, construction management, energy management.

Study level/applicability

Undergraduate and Master's level business and management programmes with a focus on environmental or strategic management.

Case overview

Fewer than two percent of Guinea Bissau's rural households had access to electricity from the grid. Efforts by the state monopoly to improve that figure by expanding the grid have had little effect, in part because the rural population was sparse. Central Electronics Limited, a public sector based company in India, was assigned to develop economic solar systems as a safe and eco-friendly substitute for the diesel gensets under IBSA (a trilateral, developmental initiative among India, Brazil, and South Africa) with the help of United Nations Development Program. The case provides an opportunity to examine the strategy of a small and poor nation to meet the needs of modern energy sources needed for improvement in health, education, transportation, and commercial development. The case focuses on Guinea Bissau's use of a trilateral partnership to achieve its rural electrification objectives despite several push backs.

Expected learning outcomes

Students will demonstrate ability to analyse, comprehend, and evaluate the essence of solar energy as an alternate for costly grid energy in the initial stage of development. It will also provide students to converse with the specific advantages of solar systems over conventional power generating systems and construct a novel solution that serves the needs of various stakeholders at the bottom of the income pyramid.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 February 2015

Jean-François Soublière and Charlotte Cloutier

Public sector management, stakeholder management, collaboration and strategy.

Abstract

Subject area

Public sector management, stakeholder management, collaboration and strategy.

Study level/applicability

Undergraduate (final-year) or master's-level students (Master in Public Administration, Master in Management). Designed for courses in nonprofit management, public administration and/or international development. Can also be used in any course, such as strategic management, sustainable development or corporate social responsibility, that covers stakeholder theory, or stakeholder management as a topic.

Case overview

Decentralization has changed the way core services are delivered to local populations in sub-Saharan Africa. This in turn has forced nongovernmental organizations, international aid agencies, corporations and other development partners to change the way they engage with government in their shared efforts to help improve the living conditions of people living under the threshold of poverty in this and other parts of the world. This modular ethnographic teaching case uses the specific example of the water sector in Malawi to help highlight the complexity of multiple stakeholder relations in an international development context.

Expected learning outcomes

Upon completion of this case, students should be able to: identify and understand the different goals and issues that individual stakeholders in cross-sector partnerships are dealing with; identify and understand the power/control dynamics at play in these relationships; analyse the advantages and disadvantages associated with different ways of coordinating multi-stakeholder partnerships; and develop recommendations for structuring multi-stakeholder relationships in developing and emerging markets that balance efficient service provision with concern for individual stakeholder priorities.

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.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 April 2011

Mani Madala, Jha Sumi and Bhattacharyya Som Sekhar

Organizational behavior, leadership, strategic management.

Abstract

Subject area

Organizational behavior, leadership, strategic management.

Study level/applicability

This case can be used at Master's level management students as well as for executive education programmes. The case can be used to teach courses like organizational behavior, leadership and strategic management.

Case overview

Mumbai Rail Vikas Corporation (MRVC) had been established with a purpose of catering the rail transportation requirement of Mumbai, the economic capital of India. After its establishment in the year 1999, commuters were hopeful but very less development and improvement was reported for six years. Mr P.C. Sehgal took over as Managing Director of MRVC in the year 2005. The primary task of Mr P.C. Sehgal was to implement the rail development plan proposed by Mumbai Urban Transport Project within the deadlines. Implementation of the given plan had various challenges and required high degree of coordination with different stakeholders (like Government of Maharashtra, Central Railway, Western Railway, etc.). It also required taking important decisions to move work fast and dealing with media and public pressure.

Expected learning outcomes

The case would instigate students to delve on the aspects of leadership and how the leader brings about change. The students would also get to know the challenges a leader face when he takes charge of an underperforming but critically important organization. Further the students are also exposed to the context of organizational management where the organization is trapped in a web of relations with conflicting stakeholders.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 June 2016

Rozhan Abu Dardak and Farzana Quoquab

Entrepreneurship, Strategic Marketing, Innovation, New product development (NPD).

Abstract

Subject area

Entrepreneurship, Strategic Marketing, Innovation, New product development (NPD).

Study level/applicability

This case is suitable to be used in advanced undergraduate, and MBA/MSc.

Case overview

This case illustrates the challenges related to commercializing an innovative product, the coconut dehusking machine in the Malaysian market. It revolves around the issues pertaining to the pre and post-lunch activities and bottleneck of the coconut dehusking and defibering (CDD) machine which was developed by Md Akhir in July 2003. Md Akhir, the senior research officer at Mechanization and Automation Research Centre, Malaysian Agricultural Research and Development Institute (MARDI), believed that it was the first coconut dehusker in Malaysia. During 2000, farmers used to dehusk coconut manually, as there was no readily available machine to help them. Thus, Md Akhir felt the necessity to innovate such a machine that could help the farmers to dehusk efficiently in comparatively less effort and time. From 2003 to 2005, he presented his innovation in several national and international exhibitions and received accolades for such innovative product. In 2005, MARDI signed the memorandum of agreement of five years to license the CDD with Phytofolia Sendirian Berhad without having Md Akhir’s consent. Phytofolia was a comparatively new company owned by two entrepreneurs – Azmin Samin and Abd Hamid. During 2007, Phytofolia changed the specification of the CDD without informing to Md Akhir. Furthermore, two machines were sold to a company in Papua New Guinea, but no feedback was sought about the performance of the modified CDD. The price of CDD was set very high and thus the local farmers refused to buy it. In 2009, Hamid left Phytofolia due to disagreement with his business partner. He collaborated with Mr Sigiarno a venture capitalist from Indonesia and offer MARDI RM200,000 up-front to buy the IP of the CDD. At the end of the contract, Phytofolia failed to pay the royalty to MARDI and the contract ended in 2010. By seeing the fall of memorandum of agreement, MARDI asked Md Akhir to decide the next step whether to sign new agreement with Phytofolia, to sign agreement with Hamid’s newly formed company Kelapa Gading, to giving up commercialization and provide this machine to the farmers free of cost or to create a start-up company, fabricate and market the CDD. Md Akhir was really confused about which way to go!

Expected learning outcomes

Using this case, students can learn how a small and/or medium scale company can strategize its new product launch. Based on the given industry scenario, students can realize the potential challenges that are related to launching a new product. Furthermore, this case demonstrates that producing a high-quality product is not enough to succeed in the market; right strategy also plays an important role in making it successful. Finally, it can be also learned that proper marketing strategy, good coordination and communication with support companies as well as internal harmony are three important factors that contributes in any business success. Overall, entrepreneurship students will learn how to use the opportunity and manage the innovation. On the other hand, strategic marketing students will learn the importance of adopting proper strategy, while the students who are undertaking the new product development course will be benefited by seeing the practical situation of a new product launch, its rise and its fall.

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

Emerald Emerging Markets Case Studies, vol. 6 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 July 2019

Muhammad Naiman Jalil, Wafa Malik, Areeb Javaid and Ali Jan Khan

This paper aims to highlight the implications of financial planning for public procurement process for medicine purchase. The purpose of this case is also to understand how the…

Abstract

Learning outcomes

This paper aims to highlight the implications of financial planning for public procurement process for medicine purchase. The purpose of this case is also to understand how the choice of contract type in public procurement impacts medicine inventory levels and availability. It finally highlights the appropriate configuration of framework procurement contract for procurement of discrete goods in the context of public sector procurement.

Case overview/synopsis

Primary and Secondary Healthcare Department (P&SHD), Government of the Punjab provides free public health-care services in the Punjab province. Public health-care services of P&SHD are organised in a tiered manner with almost 3,000 primary and secondary medical facilities dispersed throughout the Punjab province. P&SHD maintains inventories of approximately 300 medicines to support medical service provision.

Complexity academic level

This case can be taught in procurement and inventory management module of MBA level operations management course. It can also be used in executive course on public sector procurement management. The case aims to highlight the interrelation between inventory planning and procurement management process. Hence, it should be used after participants have understood inventory models, procurement process and procurement contract types. Standard readings or cases on inventory and procurement management that cover topics such economic order quantity, procurement process steps and procurement contracts can be used to develop this understanding.

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 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 July 2013

Arindham Banerjee

The case traces the evolution of the offshore Analytics operations of a large US based bank in India. It recounts the challenges of coupling geographically-disparate…

Abstract

The case traces the evolution of the offshore Analytics operations of a large US based bank in India. It recounts the challenges of coupling geographically-disparate, culturally-alien and, somewhat antagonistic groups of employees within the organization to ensure a productive operation. It touches upon the unique dimensions of organization design in a globally operated organization. Besides all these, the case points to the issues related to work flows and coordination across teams that are operating in different time zones, have skewed capabilities and, do not interact on a person-to-person contact except over the wire. Overall, this case provides exposure into more challenges than solutions for new age global organizations. Given the topical nature of these problems, the case provides ample opportunities for participants to delve into the long term issues of managing such geographically-spaced organizations.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 1 January 2011

Ningky Sasanti Munir, Aries Prasetyo and Pepey Kurnia

Strategic management, system control management (balance score card).

Abstract

Subject area

Strategic management, system control management (balance score card).

Study level/applicability

Post graduate student, managers.

Case overview

This case examines “Garuda Indonesia” the National Indonesia airline and its exceptional performance in recent years due to successful strategic decision making. This comprehensive case is structured in five parts highlighting: Garuda's recent success based on positive strategic management; Garuda's history and how it shaped its success against strong competition through effective leadership and the challenges it has overcome; an examination of the development within the Indonesian airline industry; a focused examination of strategic development with Garuda, including competition policy; operational planning and delivery; debt restructuring and product/service strategy; and an examination of the ongoing challenges, including governmental pressures and political maneuvering.

Expected learning outcomes

Students will identify opportunities and threats, including strategic issues derived from the external environment facing by Garuda Indonesia. Students will identify strengths and weaknesses from the internal environment faced by Garuda Indonesia. Students will develop strategic alternatives to inform business decisions. Students will give recommendations including priority planning for the next three to five years.

Supplementary materials

Teaching note.

Details

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

Keywords

Case study
Publication date: 25 October 2019

Sibongile Brenda Zungu, Kenneth M. Mathu and Caren Brenda Scheepers

The learning outcomes are as follows: to identify stakeholder groups in an inter-country training intervention and apply contextual intelligence to a leadership role and to apply…

Abstract

Learning outcomes

The learning outcomes are as follows: to identify stakeholder groups in an inter-country training intervention and apply contextual intelligence to a leadership role and to apply the theory of constraints in developing solutions to research constraint environments.

Case overview/synopsis

On 10 September 2018, the Director-General (DG) of South African National Department of Health (NDOH) Ms Precious Matsoso pondered over the scheduled meeting that afternoon with the South African Committee of Medical Deans in Pretoria. She was leading the initiative of the integration of the South African Cuban-trained medical students into the local medical schools for the final phase of their studies. She needed to streamline the assimilation process. The case highlights the dilemma to identify actions to improve the level of integration of these students.

Complexity academic level

MBA M Phil in Healthcare Management

Supplementary materials

Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 10: Public Sector Management

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