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Case study
Publication date: 1 December 2009

Bryan T. Stinchfield

In 2007, BP sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would…

Abstract

In 2007, BP sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would have discharged significantly higher levels of pollutants into Lake Michigan, but would have also contributed to economic development in the region. The result of BP seeking and being granted regulatory approval triggered a firestorm of controversy from multiple segments of society. This case study draws from secondary sources to examine the positions of a variety of stakeholders who influenced BP's decision as to whether or not it should expand its Whiting Refinery. Relevant stakeholders included for analysis are citizen and environmental organizations, political groups, trade associations, BP's employees, and stockholders. The intended target audience for this case is upper-level undergraduate business students studying issues related to business and society, such as corporate social responsibility and sustainable development.

Details

The CASE Journal, vol. 6 no. 1
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 18 November 2013

Teck Hui Loi

Business ethics, corporate social responsibility (CSR), corporate strategy and public administration.

Abstract

Subject area

Business ethics, corporate social responsibility (CSR), corporate strategy and public administration.

Study level/applicability

Undergraduate (final year) and Master level course (e.g. MBA, EMBA, Master in management and Master in public administration).

Case overview

This case accounts the experience of a Malaysian Governmental Development Agency cum City Council, Bintulu Development Authority (BDA), in organizing and strategizing its CSR initiatives so as to discharge its self-interests and societal expectations. BDA was established following the discovery of huge reserves of natural gas and oil offshore in Bintulu, an industrial town in the state of Sarawak, Malaysia. It serves as the governmental instrument to undertake and coordinate development initiatives in Bintulu. There have been several driving forces prompted BDA to be more vigilant in discharging its social obligations along with its statutory obligations as a development agency and municipal services provider. They are, namely, the BDA Ordinance 1978 that governs its legitimate existence, the emergence of social media era that alters the access of people to information, the growing ecological and social concerns, and the unpredictable geopolitical environment that makes the logic of long-term strategic planning questionable. To ensure discharging its statutory and social obligations, BDA articulated vision and mission statements with strong social orientation. Two master development plans, embedded with social and environmental considerations, have guided BDA in translating its strategic mission into real structured development and action plans from 1978 to present. Through institutionalization of CSR elements as part of the organization's core business routines, annual budget allocation, performance control and reward mechanisms, CSR becomes an organizational routine of value to BDA.

Expected learning outcomes

This case has three learning objectives: it assists students to understand the contextual background of the case so as to establish the strategic position of CSR initiatives within the organization; it assists students to assess the embeddedness of CSR in an organization's core business routines and its potential sources of value creation; and it encourages students to examine the possible critical factors that enable or impede the initiation and implementation of regular CSR programs in an organization.

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

Keywords

Case study
Publication date: 26 September 2012

Joakim Kembro

Humanitarian logistics, aid response.

Abstract

Subject area

Humanitarian logistics, aid response.

Study level/applicability

Master/advanced level; courses in: humanitarian logistics; port operations and management; supply chain management and logistics.

Case overview

Recently, the humanitarian organization Global Food Aid (GFA) has received criticism for slow response to the on-going drought in East Africa. One of the reasons is the long lead times to transport and distribute food. Therefore, GFA has launched a project called “Strategic stock” where food will be pre-positioned in strategic locations around the world. Because of its importance as a gateway for East Africa, the Port of Mombasa has been selected as the pilot project. Headquarters of GFA has engaged a team of logistics and warehouse experts to plan, run and evaluate the pilot project in Mombasa.

Expected learning outcomes

Through this case, the students (who take on the role of the experts) will gain knowledge in a wide range of areas. First, they will gain a thorough insight to coordinating a port operation in one of the major ports in Africa. Second, the case increases the understanding of working with logistics in a humanitarian aid context. Third, the students will learn how to work with logistics both on a strategic level (planning the implementation of strategic stock) and on an operational level (handling the different events that occur throughout the case). There is also a learning element related to risk management.

Supplementary materials

Teaching notes are available.

Case study
Publication date: 11 September 2017

Miriam Weismann, Javier Hernandez Lichtl, Heather Pierce, Denise Harris, Lourdes Boue and Cathy Campbell

The first three years of operation of the West Kendall Baptist Hospital (WKBH) in Miami, Florida provided a “poster child” for efficient and cost effective healthcare delivery to…

Abstract

Synopsis

The first three years of operation of the West Kendall Baptist Hospital (WKBH) in Miami, Florida provided a “poster child” for efficient and cost effective healthcare delivery to the West Kendall community that it served. The hospital leadership and management team exemplified a quality-oriented staff that moved as a cohesive and dedicated organization. WKBH exceeded every budget prediction and showed a profit in year 3, well before expected. Then came the winds of regulatory change. With the passage of the Affordable Care Act (ACA) and the attendant imposition of new reimbursement metrics, the picture at WKBH changed almost overnight. By the first quarter of 2016, WKBH started to lose money in excess of budget predictions despite its increased patient admissions, careful financial planning, expense reductions, quality service, and excellence in patient care delivery. A serious financial crisis was looming with little relief in sight. The hospital management team began to search for solutions.

Research methodology

The research methodology includes collecting quantitative data: original financial statements and financial data from WKBH, as well as qualitative data: interviews of hospital administrators and historical information.

Relevant courses and levels

Graduate capstone course in a finance course; masters in health administration; and/or the MBA program.

Theoretical bases

While it is clear that the ACA was designed with all good intentions, it has created substantial and perhaps, unanticipated financial burdens for caregivers. These issues are not only faced by WKBH. Most hospitals could relate to one or more of the four questions examined as part of this learning process. Graduate MBA students worked with the hospital to identify, define, focus, and resolve difficult quantitative and qualitative issues faced by the hospital as a result of major changes in the regulatory environment with the passage of the ACA. This case focuses upon the current reimbursement environment that has only recently emerged as a result of the implementation of the ACA.

Details

The CASE Journal, vol. 13 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 21 February 2019

Akhileshwar Pathak

A buyer company has an advance payment stuck with the seller company and acts cautiously in not paying further till they get control over the goods. Claiming this to be a breach…

Abstract

A buyer company has an advance payment stuck with the seller company and acts cautiously in not paying further till they get control over the goods. Claiming this to be a breach, the seller terminates the contract and makes claim for the damages. The seller picks all legal points it could in the routine business practices to escape the unfortunate situation. The judgment in the Toba Trade Case gives a comprehensive view of several legal themes including, payment and delivery, variation of contract, termination, anticipatory breach, award of damages and unjust enrichment.

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: 26 September 2017

Akhileshwar Pathak

A person can approach the High Court directly under Article 226 for a violation of a Fundamental Right. The Fundamental Rights, however, are available only against the bodies…

Abstract

A person can approach the High Court directly under Article 226 for a violation of a Fundamental Right. The Fundamental Rights, however, are available only against the bodies which are ‘state’ within Article 12 of the Constitution. The judgement of the Supreme Court in Dr. Janet Jeyapaul v. SRM University extends the ambit of Article 226 to all bodies, whether governmental or private, which are performing ‘public function’ or ‘public duty’. Imparting education is taken to be a public function. The judgement opens new dimensions of constitutional law

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: 19 October 2019

Jayadeva Prasad Moleyar

This paper aims to sensitize learners to some of the ethical and public relation issues involved in decision-making with specific reference to the educational field.

Abstract

Learning outcomes

This paper aims to sensitize learners to some of the ethical and public relation issues involved in decision-making with specific reference to the educational field.

Case overview/synopsis

This case brings out a dilemma faced by the school management of Vidyalaya School, Karnataka, India in responding to a notice issued by the State Government to pay a huge compensation and to re-absorb a teacher who was rendered physically challenged owing to an accident within the school premises. The case is set in the milieu of a self-financed, private education industry during the period 2013-2018. This is a case in “Strategy formulation” and “Ethical dilemma” involved in the field of education in India. A teacher was permanently injured and confined to a wheelchair in an attempt to rescue a child attempting to jump off the school building and end her life for having obtained low marks in a test paper. While the school management was initially sympathetic and paid her medical bills and full salary purely on humanitarian grounds, they discontinued this support-line after about two years. The teacher filed a complaint with the Disability Commission, a grievance redressal body of the Government of Karnataka, India. She demanded re-absorption into the job, payment of salary arrears and reimbursement of all the subsequent medical bills incurred abroad totaling Rs 15.5 million, which is unaffordable for a school of that size. The management is faced with a situation where they cannot accept such a huge financial liability as well as accept a wheelchair-bound teacher who would not be able to discharge her duties. The school was briefed by legal experts that there exists no law that specifies either compensation or re-absorption into the job in a situation like this. At the same time, to fight the case purely on legal grounds and deny her a decent livelihood would impact the image of the school as being inhuman to a lady who had actually tried to help the school in the name of humanity. The management is caught in a dilemma on the course of action they must take – to fight the case legally or to accept the demand on humanitarian grounds.

Complexity academic level

This paper is suitable for Undergraduate or Graduate students of Business 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. 9 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 December 2021

Travis Lee Cyphers and Julianne Renee Apodaca

The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined…

Abstract

Theoretical basis

The theoretical basis for this case is a focus on ethical decision-making based upon a decision-making tree proposed by Bagley et al. (2003). Once multiple options are determined as ethical, integrating authentic leadership into the decision-making process can help leaders made difficult decisions.

Research methodology

The authors conducted extensive research through IBISWorld, EBSCOhost, and academic journals to review ethical decision-making and authentic leadership. The authors successfully piloted the case with over 100 undergraduate and graduate students enrolled in leadership courses.

Case overview/synopsis

The case describes an ethical decision a young commanding officer must make. A soldier under their leadership has been charged with an inappropriate relationship with a minor. The officer must decide between two actions that are legal within the military justice system. Each decision has ramifications that will significantly affect the organization.

Complexity academic level

The case is best taught in undergraduate and graduate leadership courses. Course participants do not need a detailed understanding of military leadership or military law to apply fundamental concepts.

Details

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

Keywords

Case study
Publication date: 2 October 2020

Miriam Weismann, Sue Ganske and Osmel Delgado

The assignment is to design a plan that aligns patient satisfaction scores with quality care metrics. The instructor’s manual (IM) introduces models for designing and implementing…

Abstract

Theoretical basis

The assignment is to design a plan that aligns patient satisfaction scores with quality care metrics. The instructor’s manual (IM) introduces models for designing and implementing a strategic plan to approach the quality improvement process.

Research methodology

This is a field research case. The author(s) had access to the Chief Operating Officer (COO) and other members of the management team, meeting with them on numerous occasions. Cleveland Clinic Florida (CCF) provided the data included in the appendices. Additionally, relevant hospital data, also included in the appendices, is required to be made public on Centers for Medicare and Medicaid Services (CMS) databases. Accordingly, all data and information are provided by original sources.

Case overview/synopsis

Osmel “Ozzie” Delgado, MBA and COO of CCF was faced with a dilemma. Under the new CMS reimbursement formula, patient satisfaction survey scores directly impacted hospital reimbursement. However, the CCF patient satisfaction surveys revealed some very unhappy patients. Delgado pondered these results that really made no sense to him because CCF received the highest national and state rankings for its clinical quality at the same time. Clearly, patients were receiving the best medical care, but they were still unhappy. Leaning back in his chair, Delgado shook his head and wondered incredulously how one of the most famous hospitals in the world could deliver such great care but receive negative patient feedback on CMS surveys. What was going wrong and how was the hospital going to fix it?

Complexity academic level

This case is designed for graduate Master’s in Business Administration (MBA), Master’s in Health Sciences Administration (MHSA) and/or Public Health (PA) audiences. While a healthcare concentration is useful, the case raises the generic business problems of satisfying the customer to increase brand recognition in the marketplace and displacing competition to increase annual revenues. Indeed, the same analysis can be applied in other heavily regulated industries also suffering from a change in liquidity and growth occasioned by regulatory change.

Case study
Publication date: 4 December 2017

Akhileshwar Pathak

The case discusses the issues related to Zee Tele Films Limited's claims that the Board of Cricket Control of India was “state” and could act arbitrarily in the award of…

Abstract

The case discusses the issues related to Zee Tele Films Limited's claims that the Board of Cricket Control of India was “state” and could act arbitrarily in the award of telecasting rights. The “state” as defined in Article 12 includes “other authorities”, and these are subject to the constitutional limitations. The right to equality requires them to not act arbitrarily. A body which is an instrumentality or agency of the government is “other authority”. The term has been subject to judicial interpretation. The Supreme Court, by a majority judgement, in the Zee Tele Films Case ruled that the Board is not “other authorities” within Article 12 of the Constitution.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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