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Delhi Jal Board (DJB) is about to launch the first of three pilot Public Private Partnership (PPP) projects to improve water supply in Delhi. The case describes the past history of such projects and the design of new pilot projects, especially the terms of the concession agreements. This provides an opportunity for assessing the PPP Concession agreement in terms of incentivizing performance and simultaneously maintaining flexibility given project uncertainties.

Strategic management/entrepreneurship.

Undergraduate and/or MBA level in either a strategic management and/or entrepreneurship courses.

The dilemma that Zayed, Al–Maha's founder and owner, is facing, is typical for an entrepreneur who has been successful for a number of years (ten, in his case), without a formal strategy. He is now at a cross–road: should he expand in his present location in the Madinat Zayed Shopping Center, in Abu Dhabi, UAE, or open another store in another location? if he grows within its current location, how would that be? Zayed, like many small–store owners in a developing economy, faces fierce competition especially in the mobile phone business. Technology is changing constantly, demand is increasing and he has to address all these issues, among others, before making a decision. Should he create an advisory council so he can be the recipient of feedback from trusted individuals who might serve on this council? Finally, he is seeking his close friend Refaat's opinion, as to what to do next and how.

Students should be able to: analyze the internal and external environments of a small–medium enterprise (SME); understand the importance of a vision/mission and smart objectives; make strategic decisions regarding the future direction of an SME; analyze the financial statements of an SME; draft a strategic plan based on the aforementioned; and understand the pros and cons of an SME in a developing economy such as the UAE.

Teaching notes.

Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

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