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1 – 10 of over 2000
Case study
Publication date: 10 June 2016

David Zamora and Juan Carlos Barahona

Management of Innovation and Technology/Management Information Systems.

Abstract

Subject area

Management of Innovation and Technology/Management Information Systems.

Study level/applicability

Information Systems.

Case overview

SER (Sugar, Energy & Rum) was a company belonging to the Grupo Pellas Corporation. The company operated in four countries, had six subsidiaries, employed more than 25,000 people, had more than 43,500 manzanas of sugarcane crops in Nicaragua alone and had global annual sales of more than US$400m. In 2008, due to the negative effects of the crisis on the company’s business model (increasing costs due to higher prices for fuel and decreasing income because of low international sugar prices), the company decided to implement a business intelligence (BI) system to optimize its processes to reduce costs and increase productivity. At that time, the company had more than 100 years of data, information systems that fed into their main business processes and a culture that appreciated data as the basis for decision-making. However, there were inconsistencies among data systems, users received highly complex reports in Excel or green screens and process monitoring happened long after the tasks had been completed. As a response, SER used extract–transform–load to collect and clean data that would be used in the BI system (the case leaves the questions regarding the systems selection unsolved for discussion). Based on their business model, they selected the most critical processes and defined key performance indicators to measure the impact of changes in those processes. They considered graphic design as a tool to make the system more accepted by users and worked together with users so that reports only offered the most important information. The result was improved costs and productivity. They decreased manual time spent by 14 per cent, automated time spent by 10 per cent, and eliminated 1,556 hours of dead time for equipment in the field, which allowed them to increase productivity by US$1m just in sugar. They saved 20,000 trips from the fields to the factories, which represented more than US$1m in savings by monitoring the weight of wagons loaded with sugarcane in real time. They improved client perceptions about the company both locally and internationally by implementing a sugar traceability system.

Expected learning outcomes

The case “Business Intelligence at the Grupo Pellas SER Company” has as its objective to respond to the question: How does a company make its BI system implementation successful? As such, the case: Discusses what a BI system is and what it provides to a business analyses challenges, benefits and context when implementing a BI system; analyses success factors and recommendations in the BI system implementation process; analyses the process of implementing a BI and highlights the importance of the system priority questions and technological alternatives.

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. 6 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 19 January 2022

Josemon George, Amol S. Dhaigude and Sidhartha S. Padhi

The case depicts an opportunity for students to be exposed to the decision theory concept. The study aims to encourage them to use the data given in the case and exhibits to…

Abstract

Learning outcomes

The case depicts an opportunity for students to be exposed to the decision theory concept. The study aims to encourage them to use the data given in the case and exhibits to explore as follows: decision-making under uncertainty; decision-making under risk; compare and contrast uncertainty and risk; and evaluate the value of perfect information EVPI and understand its application in decision-making.

Case overview/synopsis

Vikas Teerth, a budding entrepreneur, wanted to venture out into the pineapple business. He had three land plots available, but he would like to take up a single plot after analyzing the possible returns factoring the volatile prices and other impending constraints. He wanted to use the decision-making approaches with the aid of probability to arrive at the best decision. This case helps the instructors to introduce the concept of decision-making under risk and under uncertainty which comes under the preview of decision theory. Students can use the data given in the case and exhibits to do the necessary calculations required and thereby get an insight into the process of calculated decision-making.

Complexity academic level

This case can teach decision theory in undergraduate-level and graduate-level courses in operations research, decision-making and industrial engineering. It can also be used to discuss issues and challenges faced in start-ups or SME entrepreneurship.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 December 2005

James J. Carroll

This article is a continuation of the article entitled “A Primer on Case Reviewing” published in The CASE Journal, Volume 1, Issue 1. Used in conjunction with the article “Case…

Abstract

This article is a continuation of the article entitled “A Primer on Case Reviewing” published in The CASE Journal, Volume 1, Issue 1. Used in conjunction with the article “Case Research and Writing: Three Days in the Life of Professor Moore”, this article should help both case writers and case reviewers understand the critical elements of what a reviewer should look for in the case and the teaching note.

Details

The CASE Journal, vol. 2 no. 1
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 2 July 2018

Noel F. Palmer, Kyle W. Luthans and Jeffrey S. Olson

Desai, a College Student, faced a job search dilemma. Desai applied for two internships – one with a company known for a good culture, Strategic Carrier Logistics (SCL), the other…

Abstract

Synopsis

Desai, a College Student, faced a job search dilemma. Desai applied for two internships – one with a company known for a good culture, Strategic Carrier Logistics (SCL), the other with Thijs Marketing, a company in an industry more familiar and desirable to Desai. After a number of recruitment interactions with both companies, Desai received an offer from SCL and was given two days to decide. Unsure whether Thijs Marketing would make an offer, Desai considered accepting the offer from SCL, but reneging if Thijs eventually offered a job.

Research methodology

The case was developed from primary sources, where “Desai’s” first-hand experience in searching for a job provides the true account of the events noted in the case. The names and demographic information for individuals were changed.

Relevant courses and levels

This case study is appropriate for graduate and undergraduate courses in organizational behavior (i.e. decision-making), human resources management (i.e. employee recruitment), and business ethics (i.e. ethical decision-making).

Case study
Publication date: 20 August 2018

Vranda Jain and Vinita Srivastava

Marketing Management and Economics.

Abstract

Subject area

Marketing Management and Economics.

Study level/applicability

Management courses (MBA level), Courses on Tourism

Case overview

When in India (WII) is a tour company serving the niche segment of Heritage tourism. WII was incorporated in 2011 with the aim to enable foreign and domestic tourists to experience the deeply embedded cultural ethos and heritage of Old Delhi. Their unique tourism product, “the Wonder Pedicabs”, provides leisure rickshaw rides through the Old Delhi lanes. This teaching case focuses on various managerial dimensions of the operations of WII. The case can be used in courses on Marketing as well as Economics. The case discusses the macro and micro environmental forces operating on WII. It deliberates on the economics of various tours offered by WII. It also educates the participants about the process of decision-making that goes into the selection of a tour operator and a tourism product. Hence, it appreciates the significance of need recognition, search for information, evaluation of alternatives and purchase decision as pillars in the process of decision-making process. The case also attempts to educate the participants about the Indian Tourism Sector.

Expected learning outcomes

Comprehend what constitutes a tourism product and types of tourism. Understand consumer decision-making for a tourism product. Highlight the importance of the tourism sector in the Indian economy. Discuss economic concepts pertaining to cost and volume, enabling managerial decision-making.

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 12: Tourism and Hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 March 2022

Sabita Mahapatra and Shubhadeep Basak

The learning outcomes are as follows: introduce the concept of the decision-making process, decision-making unit and hierarchy of effects and marketing strategy; identify the…

Abstract

Learning outcomes

The learning outcomes are as follows: introduce the concept of the decision-making process, decision-making unit and hierarchy of effects and marketing strategy; identify the critical aspect of segmentation, targeting and positioning; and highlight the critical element of pricing and communication media.

Case overview/synopsis

In early January 2017, Mr Ashish and Mr Rahul, co-founders of Biziga, a company engaged in training through simulation for management education, was at crossroads. Keeping in view the challenges of the emerging Indian market, Biziga envisioned creating participant-centric business learning simulations. The initial responses and feedback received from several top B-schools were promising. However, the euphoria did not last long. Biziga retained only a few of its initial clients from the Tier-1 B-schools who had adopted the product. But the response received from other categories of B-schools was not very encouraging. Acquiring new clients from these institutes was the major challenge. The founders of Biziga had differences in their thought about the strategic path they should pursue to achieve future growth. There were several options to achieve the goal of a target revenue of INR 1bn in the next five years and be known as a virtual gamification company with a complete bundle of business simulation products. They had to finalize for the financial year 2017-18 the most feasible and promising option/s that would have a long-term impact on the company’s future growth and success in the upcoming meeting scheduled in the last week of February 2017.

Complexity academic level

Postgraduate students and executive students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 January 2020

Muhammad Nadeem Dogar

This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit…

Abstract

Learning outcomes

This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general.

Case overview/synopsis

This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations.

Complexity academic level

This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises).

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 7: Management Science.

Case study
Publication date: 9 May 2023

Cecilia Malila, Preeya Daya and Geoff Bick

This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:

Abstract

Subject area of the teaching case:

This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:

  • Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote

  • Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations

  • Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business

Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote

Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations

Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business

Student level:

The primary audience for this teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes.

Brief overview of the teaching case:

This case deals with a public-sector entity that collects taxation revenue for the South African government. In 2020, the operations of this public entity are severely affected by the Covid-19 pandemic. The mandatory shift of the workforce from in-office to a remote work-from-home set-up, results in the entity switching to a hybrid work model in order to achieve its goals as an essential service. Protagonist Dr Zanele Twazi, executive head of the public entity's research department, is tasked by the commissioner to conduct a review on the hybrid work model. As the commissioner is also in the process of reviving the organisational culture to regain public trust following multiple corruption scandals, the pandemic adds to this pressure. Dr Twazi must share employee feedback on the remote work option. Meanwhile, the leadership team has to decide if the work model will serve this public entity in achieving its strategy, and from an organisational culture viewpoint, if it is the best fit for the future.

Expected learning outcomes:

The key learnings from this case include the following:

  • Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.

  • Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.

  • Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.

Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.

Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

Details

The Case Writing Centre, University of Cape Town, Graduate School of Business, vol. no.
Type: Case Study
ISSN: 2633-8505
Published by: The Case Writing Centre, University of Cape Town, Graduate School of Business

Keywords

Case study
Publication date: 20 January 2017

Elizabeth Keating and Nadeem M. Ghani

Discusses the challenges that internal departments face as organizations grow and expand. The Field Museum in Chicago, Illinois, grew significantly over a short period of time…

Abstract

Discusses the challenges that internal departments face as organizations grow and expand. The Field Museum in Chicago, Illinois, grew significantly over a short period of time, creating considerable problems in the finance department, as staff and systems failed to keep pace with the evolving demands placed by the museum departments. These problems resulted in outdated policies and procedures, unhappy users, and frustrated employees. The finance department needed big changes but had to make them while maintaining vital functions, improving morale, and instituting new policies and procedures. Discusses several key nonprofit management issues, including change management, the role of leadership in a crisis, the challenge of informal personnel networks and knowledge management, and key financial issues facing nonprofit organizations.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 9 September 2020

Thiroshnee Naidoo and Charlene Lew

The learning outcomes are as follows: understanding of the principles of choice overload and the impact of consumer choice overload on company sustainability and growth prospects;…

Abstract

Learning outcomes

The learning outcomes are as follows: understanding of the principles of choice overload and the impact of consumer choice overload on company sustainability and growth prospects; understanding of how several heuristics inform consumer decision-making; applying nudge theory to interpret and clarify the impact and consequences of nudges on consumer decision-making; and considering the challenge of a newly appointed CEO to influence consumer choice.

Case overview/synopsis

The case study and teaching note offers insights into the use of behavioural economics principles in consumer choice. The case study methodology was used to design, analyse and interpret the real-life application of behavioural economics in the retail sector. The case demonstrates how choice overload, dual process theory, decision heuristics and nudge theory play a role in consumer decision-making. The case offers insights into the application of behavioural economics to support the sustainability of a company in an emerging market context. Managers can use the findings to consider how to use behavioural economics principles to drive consumer choice. The application of behavioural economics to an industry facing challenges of sustainability offers new insights into how to design spaces and cues for consumer choice.

Complexity academic level

The case study is suitable for course in business administration, specifically at postgraduate level.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing

1 – 10 of over 2000