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International business and/or strategic management.

This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management.

Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations.

Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines.

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

On October 6, 2011, President Barack Obama publicly scolded Bank of America for developing a new revenue stream: a $5 monthly fee for all Bank of America debit card holders, which the bank had announced a month earlier. It was a strategy for replacing lost “swipe fee” revenue following the passage of the Dodd-Frank Act and accompanying Durbin Amendment, which capped swipe fees at 21 cents per transaction. This was the culmination of three tumultuous years for the world's largest financial services firm, but would not be the end of its public affairs challenges.

The president's public critique of Bank of America came in response to and helped exacerbate consumer anger about the bank's monthly fee, changes across the banking sector, and general discontent with Wall Street. Bank of America's situation was complicated further by ongoing legal action following acquisitions of Merrill Lynch and Countrywide, which hurt the firm's shareholders and led to large-scale employee layoffs.

In this case study, students will be challenged to analyze how Bank of America could have better managed the competing interests of different stakeholders, including shareholders, employees, regulators, customers, and the public.

The Ivey Business School recently decided to outsource its printing to ProPrintR. Barbara Pokropek, Ivey Executive Development (IED), was faced with managing IED's outsourced printing jobs. There had been an increasing number of quality issues with the binder that ProPrintR prepared for IED's executive classes. While binder material errors may not sound like a big deal, for IED these materials are part of their branding and can lead to executive student dissatisfaction. This case describes the evolution of the current situation and challenges students to consider how to manage the situation.

The situation described in this critical incident is real, only the name of the print provider has been changed. Barbara Pokropek was interviewed and she provided the data and examples described. Ms Pokropek reviewed and provided input to revise the manuscript.

This case is intended for undergraduate core operations management classes. It can be used to discuss supplier relations and supply management. As such there are multiple dimensions to the case: importance of clearly delineating the work needed, defining performance expectations and metrics for a supplier, selecting quality tools to help measure performance, and centralized vs decentralized supply management.

After practicing the case students will be able to; understand the importance of recruiting the right person in retaining employees. Understand the underlying causes of employees’ turnover. Formulate retention strategies.

The case presents the situation of high turnover in Case Research Center (CRC), Sukkur IBA University. The protagonist, Dr. Waheed Ali Umrani, Head CRC was concerned about the retention of Research Associates in the CRC. The case also highlights the reasons for the turnover of early-career female research associates in an academic setup of Sukkur IBA University. This case will involve students to critically think and come up with retention strategies and measures that recruiters, in this case, should consider before and after the selection of Research Associates.

Graduate.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.