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Case study
Publication date: 31 October 2022

Eduard Maltsev and Tetiana Kuznietsova

Students comprehend the importance of the transformational idea and apply it in their leadership. Students can analyze how to spread the transformational idea across the team and…

Abstract

Learning outcomes

Students comprehend the importance of the transformational idea and apply it in their leadership. Students can analyze how to spread the transformational idea across the team and the organization. Students understand the value of working with different stakeholders (partners, headquarters). Students can analyze the role of focusing on a client and apply client-centric way of thinking. Students can apply the concept of the transformational idea to create (synthesize) possible solutions for the presented dilemma.

Case overview/synopsis

This case tells the transformation story of the logistics company Ekol Ukraine, which began in 2013. This company was the most successful branch of Ekol Logistics, an international corporation operating in 13 countries. From 2013 till 2021, Ekol Ukraine experienced a crisis related to the start of a conflict between Ukraine and Russian militants. It proved its ability to cope with challenges, gained almost complete autonomy from the head office, transformed the business model and culture and achieved considerable success in building an ecosystem.

Having this stage of transformation completed by 2021, the company reached a plateau and had to decide what the following changes would be. In 2021, only 14% of Ukrainian businesses used outsourcing logistics services (like the ones Ekol Ukraine provided). The remaining 86% had in-house logistics and were not ready to change the model. So, Ekol Ukraine faced a problem: how could a logistics provider grow in a market that was not mentally ready to outsource?

Complexity academic level

MBA programs.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management science.

Case study
Publication date: 21 August 2018

Neharika Vohra, Arohini Narain and Deepti Bhatnagar

The case describes how a leader simultaneously addresses various aspects of business and people management to achieve a turnaround. The actions taken by the leader to get rid of…

Abstract

The case describes how a leader simultaneously addresses various aspects of business and people management to achieve a turnaround. The actions taken by the leader to get rid of the non-functional practices, nurture the existing practices, and create new strategies and processes to accomplish business growth are described. The leader reshapes the organisational culture in partnership with the human resource department. The case can be used to show the different leadership styles (transactional and transformational) and tactics for managing change-partnering with HR to revamp people practices, cherry-pick and develop the right talent, etc.

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: 30 January 2024

Xiaojun Xu

Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team…

Abstract

Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team, during which the company's 5P principle, namely “Plan (think clearly before making promise), Perform (promise is to be fulfilled), Prioritize (company's interest is top priority), Practice (make progress every day in every year), Pioneering (venture any experiment to be a trailblazer), takes shape. After learning about Lenovo's recruitment of internationalized talents, cross-cultural coaches for senior leaders, cultural development in internationalization and risk aversion in international operations, we can understand what Lenovo's HR team does to avoid conflicts in corporate culture and ethnic culture in cross-border mergers and acquisitions and integration, and how to adjust and change the HR management system.

Details

FUDAN, vol. no.
Type: Case Study
ISSN: 2632-7635

Case study
Publication date: 26 November 2014

Rua-Huan Tsaih, James Quo-Ping Lin and Yu-Chien Chang

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Abstract

Subject area

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Study level/applicability

Graduate-level courses of “Innovation Management,” “Service Innovation,” or “Cultural and Creative Industries”.

Case overview

In 2006, the National Palace Museum (NPM) in Taipei, Taiwan, announced its new vision “Reviving the Charm of an Ancient Collection and Creating New values for Generations to Come”. In recent years, the NPM has been shifting its operational focus from being object-oriented to being public-centered, and the museum has held not only the physical forms of artifacts and documents but also their digital images and metadata. These changes would inject new life into historical artifacts. In addition, archives as its collections would be given a refreshingly new image to the public and become connected with people's daily lives. Among these endeavors for displaying historical artifacts online and prevailing Chinese culture in the modern age, the key issues are related to digital technology applications and service innovations. The service innovations would be further divided into information and communication technologies (ICT)-enabled ones and non-ICT-enabled ones. These shifts clearly claim that adopting digital technologies and innovative services can bring positive impacts to the museum. The NPM administrative team wants to keep infusing life into ancient artifacts and texts, sustaining curiosities of the public for Chinese culture and history, and invoking their interests to visit the NPM in person. However, to develop for the future while reviewing the past, the NPM administrative team has to meditate on the next steps in terms of implementation of service innovations.

Expected learning outcomes

Students will learn motivations of digital establishment and service innovations from the organization perspective and the necessities of technological implementation. Students will understand the difference in innovations between ICT-enabled services and non-ICT-enabled services. Students would be able to understand the process of developing a new service. Students will be aware of challenges the organization would face in developing a new service.

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. 4 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 November 2016

Harold Dennis Harlow

This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.

Abstract

Subject area

This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.

Study level/applicability

This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.

Case overview

This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007.

Expected learning outcomes

The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives.

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 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Theoretical basis

Critical analysis of observed practice.

Research methodology

Field study.

Learning outcomes

To expose accounting and MBA students to Lean management and the performance measures that support Lean management by presenting a case of a comprehensive and very successful Lean transformation; to give accounting and MBA students the opportunity to construct a strategy map and a balanced scorecard based on a rich case description; and to critically assess the suitability of balanced scorecards for a company that embraces Lean management.

Case overview/synopsis

The case describes a comprehensive transformation from conventional management to Lean management and business practices, with an emphasis on the largely non-financial performance measures used to support the transformation. Around the time of the Lean transformation, the balanced scorecard, a multi-dimensional measurement approach, was introduced to address the problems of excessive reliance on financial performance measures. Students are asked to compare and contrast Wiremold’s approach to the balanced scorecard.

Complexity academic level

Graduate or upper level undergraduate courses in cost accounting, managerial accounting and strategic management.

Details

The CASE Journal, vol. 18 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 January 2024

Neha Singh, Sana Moid, Naela Jamal Rushdi and Nitin Shankar

The case’s resolution will inspire students to engage in critical analysis of the hurdles encountered by Madhubani Paints amid the pandemic. It will prompt them to dissect…

Abstract

Learning outcomes

The case’s resolution will inspire students to engage in critical analysis of the hurdles encountered by Madhubani Paints amid the pandemic. It will prompt them to dissect cause-and-effect chains stemming from decisions made during this period, fostering a mindset of critical thinking and problem-solving. Additionally, it aims to cultivate a profound comprehension of the Indian entrepreneurial landscape, highlighting the pivotal role of micro-enterprises and women entrepreneurship. Furthermore, it will task students with brainstorming inventive solutions to the specific challenges faced by Madhubani Paints, particularly focusing on differentiation strategies and enhancing customer engagement in the online marketplace. The case highlights the strategic utilization of digital avenues for business expansion, showcasing how Madhubani Paints not only persevered through a challenging pandemic but excelled, securing 35% of its revenue through digital channels.

Case overview/synopsis

Madhubani Paints was a micro-enterprise in the small town of Darbhanga (India) that traded hand-painted products. The protagonist had a strong interest in Madhubani painting, and her enthusiasm led her to establish her own micro-enterprise. This case study highlights the protagonist’s journey towards entrepreneurship and what were the challenges faced during the COVID-19 pandemic. Additionally, the case study showcases how micro-enterprises leverage digital technologies to improve their business performance. Through this case study, students will be able to learn what the contribution of an entrepreneur is to the development of our society and will understand the fundamental concept of marketing and entrepreneurship.

Complexity academic level

The case study can be used in management for the course of marketing and entrepreneurship and is appropriate for post-graduate students. Discussion would be the most appropriate method for teaching this case study. The students would need to understand the concept of marketing mix, segmentation and targeting and the basics of marketing strategy to ensure effective learning.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 August 2021

Mbanza Sichone and Charlene Lew

The learning outcomes are as follows: to demonstrate the phenomenon of strategic inertia in organizations and the impact this has on the type of renewal process that is…

Abstract

Learning outcomes

The learning outcomes are as follows: to demonstrate the phenomenon of strategic inertia in organizations and the impact this has on the type of renewal process that is undertaken; to differentiate between environmental and organizational adaptation strategies and synergies; to apply practical steps of renewal by outlining the influential forces and distinct stages of the process; and to create a practical framework that organizations can use as a guideline for sensing and reacting to changes in the business environment.

Case overview/synopsis

The case study examines the strategic renewal processes of Anglo American Platinum (Amplats) for the period 2012–2019. Amplats is the world’s largest producer of platinum group metals (PGMs). Despite the adversarial business environment of the South African PGM mining industry, six years into its new strategy, the organization had emerged debt-free and was poised to be sustainable. This posed a unique dilemma in strategic decision-making, namely, how to maintain a strategic renewal process. Chris Griffith, CEO of Amplats, was about to retire, but realized that the organization had yet to fulfil its potential. The ambition of the organization was to redefine the industry benchmark for performance across multiple pillars of value for different stakeholders, and to become the most valued mining company by 2023. Set in 2019, the case invites students to look back at the symptoms of strategic inertia at the time of Griffith’s appointment as CEO, and to define the nature and stages of the renewal that the organization underwent. This will provide insights that will enable an examination of the application of a framework for continual strategic renewal.

Complexity academic level

Postgraduate business students

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 March 2019

Gail Berger and Liz Howard

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a…

Abstract

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a mission of serving “young people of limited economic means,” the school had a rocky start. It was plagued with student failure, high teacher turnover, and a total lack of accountability on the part of both students and teachers. In 2008, a new principal, Michael Odiotti, was hired to turn around the school. During his early years as principal, Mr. Odiotti faced many challenges, including poor academic results, lack of discipline, the threat of bankruptcy, and insufficient employers to support the school's work-study program. By 2018, the school had overcome some of these obstacles, and its metrics were exemplary. The question CRSM currently faces is how it can bolster a new culture of continuous improvement to avoid complacency while continuing to push accountability to achieve even greater results.

This case (though it may stand on its own) is a continuation of the events described in “Creating a Culture of Empowerment and Accountability at St. Martin de Porres High,” Cases #5-410-755(A) and (B) (KEL514 and KEL515) (Kellogg School of Management, 2010).

Case study
Publication date: 18 January 2018

Marius Oosthuizen and Caren Scheepers

The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy…

Abstract

Subject area

The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy, environment of business, innovation, digital disruption and organizational change as they relate to the firm’s ability to adapt to changes in the environment of business in an emerging market context.

Study level/applicability

The case was developed with master's-level students in mind, particularly those seeking a master of business administration, masters in strategic foresight or related management degrees.

Case overview

The case of NEDBANK, a longstanding and successful financial services firm based in South Africa is confronted with major challenges from competitors because of technological change in the industry as well as having to expand their market penetration across Africa. A rising regulatory burden, tough economic conditions and the need to access low income markets, provide a significant organizational development challenge as a decades-old bank, known for a relational approach to banking, has to navigate the new domains of “fintech”, micro-lending and public sector banking.

Expected learning outcomes

Students will gain comprehensive insight into the industry environment in emerging markets, understand the strategic management challenge before financial services firms in this environment and be able to consider the alternative strategic interventions that may be used to ensure corporate sustainability amid these challenges. Simultaneously, the case provides a comprehensive view into the use and application of scenario-planning for strategic management.

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: 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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