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1 – 10 of 235Thomas C. Leach, Herbert Sherman and Margaret J. Naumes
Promila Agarwal and Amit Karna
AuthBridge is a leading Background Screening & Risk Assessment Company. Founded in 2005, its mission is to be among the top and dominant in every line of business it undertakes…
Abstract
AuthBridge is a leading Background Screening & Risk Assessment Company. Founded in 2005, its mission is to be among the top and dominant in every line of business it undertakes with its creative, continually improving solutions. AuthBridge has 200 clients in 2015, and wishes to grow to serve 2000 clients by 2020. The case outlines the process it has adopted till date, and the journey of entrepreneur in terms of how he reached there. The founder faces the dilemma of whether he should scale this business model in other countries (emerging markets?) and what part of his model should be imitated and what part adapted. Through this case learners can understand the entrepreneurial journey of a serial entrepreneur and how he identified an opportunity in the market. The case also enables classroom discussions on developing a business model from the scratch, and how to set up efficient processes in a new venture.
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Richard C. Hoffman, Wayne H. Decker and Frank Shipper
This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why…
Abstract
Synopsis
This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why Jerry Pritchett, one of the co-founders of Pritchett Controls, decided to convert it to an employee-owned company. In the body of the case, it details the efforts of the company to operate under its new ownership structure in an increasingly competitive environment. Although Pritchett established employee owners, only selected High Performance Work Systems (HPWS) practices have been implemented. The issue that reader must grapple with is whether other HPWS practices should be adopted or not.
Research methodology
Primary data were collected by interviewing eight managers including the current and former CEO at two of the firm’s three locations. Secondary data were used to supplement industry and competitive information.
Relevant courses and levels
Human resources courses, especially those that focus on strategic human resource management, organizational development, and how high performance organizations can be built, would be most appropriate for this case.
Theoretical bases
The primary theoretical foundations for this submission are shared entrepreneurship and HPWS. Knowledge of leadership, employee ownership, human resources, corporate governance, organizational culture and strategy would also be helpful in analyzing this case.
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Gaurav Shobhane, Bhaumik Jain, Gautam Anchalia and Ayush Agrawal
In December 2015, 196 countries will meet in Paris to reach a new global climate change agreement. This case looks at the climate negotiation process from the eyes of India's…
Abstract
In December 2015, 196 countries will meet in Paris to reach a new global climate change agreement. This case looks at the climate negotiation process from the eyes of India's environment minister Mr Prakash Javadekar. In India's context, the energy sector has a big role to play in emission reduction as it is the largest emitter of the GHGs. When compared to US and China, India's per-capita emissions are miniscule but they are expected to rise substantially as the GoI is investing heavily in the infrastructure sector which has a substantial carbon footprint. The case discusses the mandatory emission cuts that India will announce considering the fulfillment of sustainable development goals. The case also points out, the government's promise of providing 24*7 electricity by 2019 which it feels can be an impediment in setting an aggressive emission cut target. The case questions if changes in the portfolio mix can be a part of the solution.
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Melodena Stephens Balakrishnan and Immanuel Azaad Moonesar
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Abstract
Subject area
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.
Study level/applicability
This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.
Case overview
ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.
Expected learning outcomes
Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.
Supplementary materials
Teaching notes.
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Services management, strategy, marketing.
Abstract
Subject area
Services management, strategy, marketing.
Study level/applicability
Services management, strategy, marketing.
Case overview
Owned and operated by the Tata Group, Ginger Hotels is the first-of-its-kind of Smart Basics™ hotels across India. The case explores the business model and the relevance of the service concept given the Indian context and consumer behaviour, the marketing strategy, and communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development, and attrition are discussed.
Expected learning outcomes
From a marketing perspective, this case can be used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive advertising and promotions, use of the marketing mix to introduce a new service concept in a market. From a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), and branding (brand strategy – alignment to the corporate strategy).Third, the case is suitable for highlighting strategy – analyzing current competitive advantages, and carving out potential future competitive advantages in a services context. For example, strategic analysis models such as Porter's industry analysis and value-chain models can be applied to examine the sources and sustainability of Ginger's competitive advantages. The case can also be used for teaching service innovation.
Supplementary materials
Teaching note.
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After working through the case and assignment questions, students should be able to develop an understanding of how to identify female leadership competencies; analyze social and…
Abstract
Learning outcomes
After working through the case and assignment questions, students should be able to develop an understanding of how to identify female leadership competencies; analyze social and psychological barriers to developing female leadership; and consider various solutions to build trust in rural settings by overcoming social and psychological barriers.
Case overview/synopsis
In 2022, Mrs Anjaria, the Managing Director, and Mr Anjaria, the Chairperson of the Rangoli Group of Institutions in Gandhinagar, Gujarat (India), were facing the challenge of how to empower thousands of females in the preschool venture in the rural area as they could see the impact of their female edupreneurs in the urban area. Both had worked up the ladder in the preschool venture after quitting their professional careers in the corporate world. They now wanted to create female edupreneurs to empower women and bring about social and educational change at the grassroots level. They needed to make an informed decision about how to scale the preschool offerings at rural sites to bring educational change and increase revenue simultaneously; however, they were unsure how to execute this vision into a tangible profit-making social edupreneurial reality. Government preschools (Anganwadis) and social structures in rural Indian contexts were a major consideration. It was important to increase their hiring efforts to empower women with their franchise model. However, issues such as leadership competencies, psycho-socio-cultural barriers, and creating trust in rural economies challenged their vision.
Complexity academic level
The case is suitable for MBA students or postgraduate-level courses on development communication, business communication, entrepreneurial communication and gender communication seeking to develop female competencies through communication models. This case illustrates how to create trust through communication among female eduprenuers by overcoming social and psychological barriers in rural settings.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship
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Incorporated on February 18, 1959, Oil India Ltd. (OIL) was a leading public sector oil and gas company involved in the exploration, development, production and transportation of…
Abstract
Incorporated on February 18, 1959, Oil India Ltd. (OIL) was a leading public sector oil and gas company involved in the exploration, development, production and transportation of crude oil and natural gas in India. Since its inception, OIL had committed itself to being a socially responsible organisation in and around operational areas, particularly the north-eastern state of Assam where 90% of company operations were concentrated. Despite many successes, the “People's Company” continued to be a target for disgruntled local and student communities who frequently created operational hazards for the firm—from sit-ins and blockades to pilfering and disrupting production facilities. No less than 400 organisations, of which 50-60 had been consistently active, were currently in the forefront of demanding something from OIL. Many of these demands were beyond the purview of OIL's CSR policy and focus areas. Additionally, being a Public Sector Undertaking (PSU), OIL also faced multiple demands from the government. On February 16, 2019, news arrived that there was yet another blockade in Duliajan, Assam. What should OIL do to address and possibly mitigate operational interruptions?
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The Performance Management at IRD Corporation case series is designed to be an in-depth study of performance appraisal in the R&D context. The case series can be used as a…
Abstract
The Performance Management at IRD Corporation case series is designed to be an in-depth study of performance appraisal in the R&D context. The case series can be used as a platform for discussing the rationale of performance appraisal system, system design and implementation, the differences between R&D and other work contexts (manufacturing, services, etc.), and the challenges involved in R&D management. This case revolves around the Chairman of IRD Corp and his dilemmas, providing an insight to the participants into the challenges of performance management and also R&D management. The series highlights the complex dilemmas associated with managing performance and the necessity of having a new performance evaluation system.
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The case, “Shivani Carriers Pvt. Ltd.: Managing Employee Motivation at the Bottom of the Pyramid”, has been designed to teach students about the basic principles of employee…
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The case, “Shivani Carriers Pvt. Ltd.: Managing Employee Motivation at the Bottom of the Pyramid”, has been designed to teach students about the basic principles of employee motivation. The case is also a representative example of the problems faced by small and medium-sized businesses in employee acquisition, motivation, and retention, especially at junior levels i.e. entry-level operational and front-line roles. The case documents the history and evolution of the driver management system (DMS) instituted by Vandana and Hemant Laddha at Shivani Carriers Pvt. Ltd. (SCPL). It looks at the constraints faced by the company and the challenges that emerged during the implementation of the new system. After initial success, Vandana Laddha faced a dilemma around the future direction of the DMS. The original incentive scheme had been a success: driver productivity and motivation had improved significantly. Given that the scheme had achieved its desired objectives, the firm had decided to modify it to further improve efficiency. However, employee discontent was brewing since the scheme had been modified. Vandana Laddha had to decide if she should she bring back the original incentive management scheme to quell employee discontent or should she introduce alternate initiatives to manage driver motivation? If she chose to introduce new initiatives, what could these be? What mechanisms would she need to put in place to support the new initiatives? What about the complaints of the drivers? What should she do to address the complaints of the drivers? The case provides students with an opportunity to understand the principles of employee motivation with the help of extant and contemporary research on motivation. It also sheds light on the link between initiatives aimed at increasing motivation and other managerial activities and mechanisms. Importantly, it helps students arrive at an integrated framework that links various aspects of employee motivation such as needs, cognitions, work design factors, organizational support and actions, organizational culture and industry context.
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