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Strategy.

The case study is intended for organization theory and strategic management courses at the undergraduate and postgraduate (MBA) levels.

The case describes a company located in a fictitious developing country. The main activity of the company is the exploitation and production of tin, which it has developed over its 40-year history (1971-2011). During the first 33 years, it developed three capabilities: namely, technical, productive and the generation of trust among employees. The case illustrates three characteristics of capabilities: problem solving and complexity, practicing and succeeding, and reliability over time. The case also illustrates a paradox related to capabilities and shows three of its causes: path dependency and lock-in to a given course of action, structural inertia, and the absence of a capability dynamization function. In 2009, the company was faced with the need to reshape its capabilities and the arrival of a new President to the company provided the appropriate occasion to analyse this option.

These include: understanding what an organizational capability is and what its main characteristics are; understanding the process by which an organizational capability emerges and develops, and how it may be eroded in a given scenario; understanding a paradox an organization faces when capabilities are developed; and understanding why the concept of dynamic capabilities does not add power to the concept of capabilities.

Teaching notes are available, please consult your librarian for access. Videos with interviews of employees of the case company are also available.

The case will enable students to understand and ponder on how an organization goes about identifying and launching social impact products, how social impact products should be promoted, what the opportunities and challenges in executing a social impact strategy of developing a new product line by a leading industry player are, what is the type of social investment that will generate both social and financial returns and how a sustainable social impact strategy should be aligned with the corporate strategy of the firm.

Listed in 1991 on the National Stock Exchange in India, Nilkamal Limited is the largest manufacturer of moulded plastic furniture in the world. In line with their tradition, Nilkamal has now introduced a new range of products, under “social impact products” category, to cater to some of the pressing needs of the society. For this purpose, they have entered into an agreement with a US-based organization, Wello, to manufacture and market their iconic product, the Water Wheel. The euphoria surrounding the new social impact product, Water Wheel, has been immense but its commercial viability is yet to materialize. The case provokes the students to analyse the decision of venturing into social impact products and the challenges associated with it. The case grapples with the issues faced by a business firm that looks to incorporate social impact products as part of regular commercial operations. The key question to be addressed is “How far can social impact products be a good strategy to bring corporate sustainability and what should be the approach in this case?”

Study level: MBA students’ applicability: corporate responsibility and corporate sustainability, social impact 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.

CSS 11: Strategy

The learning outcomes are to sensitise with the cause of sport development in India; to familiarize with the concepts of SDGs and sport development continuum in context of the Tata Trusts work in sports (Sports Portfolio); to relate strategy concepts of resources, SWOT analysis, cooperative implications, Carroll's CSR pyramid and Porter-Kramer strategic corporate social performance and shared value framework of inside-out and outside-in linkages with the Sports Portfolio strategy at the Tata Trusts; and to link sport development concepts like sport and development, sports development continuum and capacity building with the Sports Portfolio work at the Tata Trusts.

The case explores the sport and development issues faced by Ms Neelam Babardesai, Head of Sports Portfolio, Tata Trusts in Mumbai, India. The Trusts had a long history of contributing to the development of sport in India and looked forward to aligning their work in the sport with the United Nations (UN) sustainable development goals (SDGs). They started Sports Portfolio in 2016–2017 intending to complement their work in education and generate positive socio-economic change at the grassroots (local community) level in India. They also had the resources to implement the programmes. However, they were faced with issues like the deficiency of physical literacy in schools resulting in the disinterest of children and parents in sport and physical activity, which also might lead to health issues, later in life, minimal cooperation between entities involved with sport and development, lack of structured sports programmes and skilled human resources and the national sports policy needing better details and implementation and follow-up plans in India. Their strategic response was based on the use of a “sports development pyramid”, capacity building, alignment with the SDGs and complementary partnerships and collaborations. What were the outcomes? Should they continue with the same strategic approach? What should be their future course of action for sport and development? How should they respond to the COVID-19 crisis? Ms Babardesai reflected upon the above questions while concluding that India needed a long-term strategy for the development of sport.

The case is intended to be taught in the class of strategic management for postgraduate or master's level participants of business administration for concepts like resources, SWOT analysis, cooperative implications, corporate social responsibility (CSR), shared value and introducing the concept of the UN SDGs (SDGs), capacity building and sports development continuum (sports development domain) in context of the Indian sports scenario. The case should be equally useful in teaching relevant courses related to sports management and development. It may also be used for courses related to development studies and sustainability at the master’s level. The case may also be used by practitioners and researchers associated with sport and development/sports development and SDGs.

Teaching Notes are available for educators only.

CSS 11: Strategy

General management/strategy.

Case B: On April 4, 2013, the meeting of GMR’s Group Executive Council (GEC) was scheduled to take place. Srinivas Bommidala, G.M. Rao’s son-in-law and Chairman of GMR’s airports business, was gearing up for the meeting. The meeting was called to discuss a proposal for bidding for an upcoming airport project in the Philippines. It had been more than a decade since GMR entered the airport infrastructure sector. The organization had built substantial airport operating expertise during that period. It adopted a joint venture (JV) model for expanding into the airport infrastructure business. Until now the organization had always formed JVs for all its airport projects. JVs, with existing airport operators, were necessitated by the bid conditions that required a certain minimum airport operating experience for qualifying as a bidder for various projects. In some cases, JV with a local player helped GMR with market knowledge for functioning in a foreign market. GMR also used JVs to access the capabilities it lacked for operating in this sector and gradually learnt from its partners for building capabilities in-house. The group now had the required operating expertise in the sector to qualify as a bidder. One of the key issues the GEC was contemplating was: Whether GMR should continue to form JV for bidding for the upcoming project or should it go solo? Further, if it had to form a JV then, in which areas should it seek a partner?

Case B: To help students understand how companies use alliances as growth strategies; to understand the rationale for formation of various alliances; to explore various factors managers consider when deciding on alliance strategy of an organization; to understand the challenges associated with using alliances as a strategic option; and to understand the pros and cons of internal development (i.e. going solo) vis-à-vis strategic alliances.

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 11: Strategy.

On March 18, 2019, Yuvraj Mehta, head Corporate Brand Management & Communications (CBMC) at Larsen & Toubro (L&T), heard about negative media narratives against L&T, following a high-profile merger and acquisition (M&A) between the company and Mindtree. Some of the allegations against L&T were “hostile takeover” and “destruction of Mindtree's culture.” Mehta was faced with the issue of influencing all stakeholders; turning the tide and changing the narrative from hostile takeover to continuity, growth and profitability; and integrating Mindtree and its employees and culture into L&T. Compared to L&T's previous acquisitions, which were small, and other strategic initiatives, which were mostly organic, Mindtree acquisition was the largest (in value terms) in its history. It was also the most complex as Mindtree promoters aggressively resisted the acquisition, and L&T had to acquire a large number of shares through an open offer. Media speculations began in January 2019 when L&T, the engineering and construction giant, planned to acquire a majority stake in the young IT firm, Mindtree. Soon the reporting changed to aggressive media ranting. Time was at a premium. Mehta knew he would need to begin strategising almost immediately. How should he proceed? What should be his first move?

Human resource development/management and change management.

The case is suitable for final year undergraduate human resource development/management or specialist HRM Master's programs (strategic HRM/HRD).

The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a large and complex organisation brings to the fore the complexity of decision making and how various factors shape the development of critical organisational capabilities and training provision.

Depending on the level of the class and the emphasis, one or more of the following learning outcomes can be achieved from this case study. Following thecase analysis, students should be able to: discuss the key challenges faced by BPOLAND; identify and analyse the various influences of internal and external factors on training provision; understand the importance of forging partnerships with key functional groups for shaping training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between BPOLAND's competitive strategy and its training choices (make versus buy); evaluate the role of training in developing organisational capabilities; and strategise a way forward for the person responsible for learning and development.

Teaching notes are available; please contact your librarian for access.

Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and implementing strategy.

The case is suitable for MBA students.

Vinay moved to the capital city of a Northern Indian state, which also happened to be a commercial hub, after his family business failed. The family succumbed to living in a room without electricity and doors. Vinay had dreamt of establishing his own business empire by being a successful entrepreneur. Steered by this intent, he established a pharmaceutical company with the name of Ayuvayur Pharmaceuticals. The challenge was to establish an innovative Ayurveda-based pharmaceutical products-based firm and to build a leading business empire with a customer focus. Progress was not smooth and the challenges ahead multiplied. Despite his ability to cope with barriers, risks and uncertainties, Vinay and his business, was challenged to grow globally and emerge from its nascent structure. How should the business expand?

Students can discover the following key learning points: how an enterprise is born; the importance of entrepreneurial recognition and orientation; the lead characteristics of an entrepreneur; how a start-up is born despite the unfamiliarity of the entrepreneur with the field he enters; the role of innovation in a small enterprise; and the risks, barriers, uncertainties and challenges associated with entrepreneurial activity.

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

General Management/Strategy.

Post-graduate/MBA.

Case A: Mr Grandhi Mallikarjuna Rao, founding chairman of GMR, was considering a proposal to bid for an upcoming international airport in Hyderabad, India. The strategic move would have marked GMR’s foray into the Indian airport infrastructure sector. GMR had been involved in the development and operation of power plants and had thrived on public–private partnerships for all its projects. Mr Rao is thinking: Should GMR make another major investment in infrastructure development by bidding to build the airport in Hyderabad, India? Further, how should the organization prepare itself for this strategic move? Case B: On April 4, 2013, the meeting of GMR’s Group Executive Council (GEC) was scheduled to take place. Srinivivas Bommidala, G.M. Rao’s son-in-law and Chairman of GMR’s airports business, was gearing up for the meeting. The meeting was called to discuss a proposal for bidding for an upcoming airport project in the Philippines. It had been more than a decade since GMR entered the airport infrastructure sector. The organization had built substantial airport operating expertise during that period. It adopted a joint venture (JV) model for expanding in the airport infrastructure business. Until now, the organization had always formed JVs for all its airport projects. JVs with existing airport operators were necessitated by the bid conditions that required a certain minimum airport operating experience for qualifying as a bidder for various projects. In some cases, a JV with a local player helped GMR with market knowledge for functioning in a foreign market. GMR also used JVs to access the capabilities it lacked for operating in this sector and gradually learnt from its partners for building capabilities in-house. The group now had the required operating expertise in the sector to qualify as a bidder. One of the key issues the GEC was contemplating was: Whether GMR should continue to form JV for bidding for the upcoming project or should it go solo? Further, if it had to form a JV then, in which areas should it seek a partner?

Case A: To understand the relationship between key concepts in strategic management, including diversification, capabilities and core competence. To help students understand the various factors managers consider when deciding on the diversification strategy of an organization. To create an understanding of the organizational processes required to facilitate diversification into a new segment. To teach students how to evaluate a potential market opportunity that may require a firm to take on a diversification strategy. Case B: To help students understand how companies use alliances as growth strategies. To understand the rationale for formation of various alliances. To explore various factors managers consider when deciding on alliance strategy of an organization. To understand the challenges associated with using alliances as a strategic option. To understand the pros and cons of internal development (i.e. going solo) vis-à-vis strategic alliances.

CSS 11: Strategy.

Human resource development/management and change management, leadership, entrepreneurial development and indigenous innovation.

The case is suitable for final year undergraduate human resource development/management, change management, indigenous innovation, or specialist HRM Master's program (strategic HRM/HRD) students.

The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a small organisation brings to the fore the impact of the strategic decisions owners of capital place on managers as they address issues of sustained growth to support short-term expectations of shareholders. The case highlights India's indigenous approach to frugal innovation or jugaad (finding a creative and improvised work around); how a group of managers consistently reinvented the business model and human resource management practices to stay afloat and meet shareholder expectations.

Depending on the teaching programme and the emphasis of this case in the class, one or more of the following learning outcomes (LO) can be achieved from this case study. These LO have been developed using Bloom's taxonomy and they progressively move from simple to complex LO. Following the case analysis, students should be able to: discuss the key challenges faced by Transcribe and Tally (T&T); identify and analyse the various influences of internal and external factors on training provision; understand the importance of an external network of service provision and identify the key training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between T&T's competitive strategy and its strategic choices (make versus buy) towards investing in training; evaluate the role of training in developing organisational capabilities; and strategize a way forward for Roy Thakur.

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

Social Innovation and Entrepreneurship.

The case is suitable for graduate (MSc, MBA) and advanced undergraduate (BSc, BAs) students and applicable for course material focusing on social entrepreneurship, social ventures, strategic management, sustainable development and emerging markets.

This case explores Nuru International, a non-profit enterprise established in 2008 with the mission to “end extreme poverty throughout the world”. Jake Harriman, the founder and CEO of NURU, together with his team are on the onset of diversifying crop offerings among Kenyan farmers in an attempt to alleviate challenges stemming from severe climatic changes and low-crop quality. As 2014 is the first year for Kenyan farmers to grow alternative crops, the Nuru team faces the challenging task of convincing farmers to embrace diversification. Additionally, as part of its proof of concept philosophy, Nuru is establishing operations in Ethiopia. There, Nuru has to identify best marketable crops and promote these among Ethiopian farmers while empowering and engaging local leaders in the process. Finally, the team is looking for financing opportunities for Nuru's entrepreneurial mission. Their funding opportunities come from the private markets, the philanthropic market and the impact investing space. They are carefully analyzing these options and looking for alternatives in capital markets. Pondering on Nuru's rewarding experience with KIVA, a Web-based lending platform, the team wonders if crowdfunding may be a viable option to finance Nuru's operations in Ethiopia. They are interested in equity crowdfunding but are not sure what might be the associated opportunities and risks. They, therefore, need to assess the merits of the practice and decide on how compelling it is for Nuru's expansion plans to Ethiopia.

The case aims to help students comprehend the role of hybrid organizational designs in meeting broad societal issues such as extreme poverty; evaluate collective impact initiatives in addressing strategic and behavioral changes for organizations operating in contexts of extreme poverty where partnerships are the key for success; assess diverse capital steams for social entrepreneurs and understand how these relate to the stages of evolution of a social venture; and elaborate on crowdfunding as a nascent source of capital for social enterprises.

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