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Leadership style and organizational change.

The case study level is rated medium to difficult depending on the depth of the analysis undertaken. Managers and executives who undergo training in leadership related issues will benefit from the case study through development of analytical- and decision-making skills. In addition, this case study is written for high level managers and postgraduate students in business courses.

This case study revolves around a man whose name is Rozano Saad. He was a man with strong will, imagination, and ready to explore the new world of Huntsman Tioxide. To him, development of people was necessary. Development of people is the process of getting people to progress from dependent to socially and economically self-reliant. This man with positive views saw difficulties with enthusiasm and noted obstacles as opportunities. He was brave enough to go that extra mile into moulding the organization in the “right pattern.” He was an optimistic angel who was sent to the bleak area of Teluk Kalong, though others might just pack their bags and leave. He was eager for improvement and never stopped looking for ways to make the situation better.

The target users of the case study are expected to:

• Identify the critical success factors (CSFs) of successful leader.

• Examine the leadership and decision making styles employed by the leader.

• Develop the competencies or capabilities of a leader.

• Determine programmes or initiatives and strategies used by the leader in transforming the organization.

• Apply the lesson learnt of a successful leader to their organization.

Identify the critical success factors (CSFs) of successful leader.

Examine the leadership and decision making styles employed by the leader.

Develop the competencies or capabilities of a leader.

Determine programmes or initiatives and strategies used by the leader in transforming the organization.

Apply the lesson learnt of a successful leader to their organization.

Teaching notes.

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.

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.

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

Teaching notes are available for educators only.

CSS 8: Marketing

This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate this problem with other clients.

It may be used in second-year courses of MBA marketing programs as well as in specific executive education programs dealing with key account management (KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can also be used at undergraduate programs and courses dealing with sales, sales management, international business, and organizational behavior.

In 2003, after Carlos Etcheverry joined San Antonio (SA) as Latin American Region Vice President, the company implanted a KAM System. SA's relationships with its two key clients, Vintage and Chevron, seemed to progress nicely until mid 2004, when Chevron's newly hired Purchasing Manager decided to change the company's commercial structure, rendering its purchasing process more bureaucratic and extremely competitive. In March 2005, Etcheverry was to meet Chevron's purchasing manager, since Chevron had decided to reassign a service contract through a new invitation to bid, leaving San Antonio out. The case puts forth the questions faced by Etcheverry at the time of the meeting: How had San Antonio come to jeopardize a key account? Would SA's organization need a change? Was this the only solution available? What other factors should be considered?

This case may help students to: understand the complexity of key account management (KAM) system implementation, sales force concepts and business-to-business relationships; and analyze the difficulties faced by companies upon implementing a change in their sales strategies and the effects of this change on the sales force, corporate culture and the organization as a whole management system.

Teaching notes and a Technical note are available; also access to audio visual support with an interview to Carlos Etcheverry.

The Hotel Perennial case puts students in the shoes of Dan Jameson, founder and CEO of a boutique real estate private equity firm called EL Investments (ELI), as he wrestles with the decision of whether or not to acquire the distressed Hotel Perennial, a 194-room hotel on the north side of Chicago, Illinois. When making the investment decision, Jameson (and students) must consider various factors: What is ELI's implicit investment strategy, and what are the firm's core competencies? What are Jameson's goals for growing ELI, and how might the acquisition of the Hotel Perennial fit with those goals? What opportunities and challenges might ELI face if it decides to acquire the hotel? How much would a buyer likely have to pay for the Hotel Perennial to achieve an attractive return? In addition to containing a hotel valuation and modeling exercise, the Hotel Perennial case also exposes students to several real estate industry concepts and terminologies, including those regarding the hotel sector, equity sourcing, and distressed investing. The case material assumes that students have taken an introductory real estate finance course or have relevant work experience.

-Show students how an investment decision can go beyond simply “crunching numbers” and projecting an internal rate of return to include considering an individual's or firm's strategic objectives and core competencies. Students should think through how to

The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification.

Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate?

The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies.

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

CSS 3: Entrepreneurship.

Flying J was a family-owned company that operated travel plazas, oil refineries, a bank for trucking companies, and other related businesses. In early 2009, Crystal Call Maggelet, the majority shareholder and new CEO of Flying J, was tasked with saving the company founded by her father in 1968. In the intervening forty years Flying J had grown from four gas stations to a vertically integrated $18 billion company. Declining crude oil prices, decreased cash reserves, and multiple internal challenges forced most Flying J subsidiaries to file for bankruptcy protection. This came as a surprise to the company's lenders, suppliers, customers, and employees, who did not know the company was in trouble until it was unable to meet payroll just days before Christmas 2008.

Maggelet was determined not only to return her family's company to profitability but also to repay all of Flying J's debts, retain as many of the firm's 12,000 employees as possible, and avoid compromising employees' savings (e.g., 401K retirement accounts). All of the company's advisors told her it could not be done. They thought a more likely outcome would be paying creditors nine cents on every dollar owed. If that happened, Maggelet's family's holdings would be almost entirely wiped out according to the “priority of claims” rules in bankruptcy, and the family would end up with only 1.2 percent of a restructured Flying J.

However, to the surprise of its advisors and creditors, Flying J paid its debts in full, mostly by cutting operating costs before selling assets. The family was left with a smaller, but still very profitable company.

After students have analyzed the case they will be able to:

• Determine governance issues in family-owned businesses

• Identify the pursuit of growth as a typical cause of bankruptcy

• Understand why cash flow accounting is more important than GAAP accounting

• Grasp how huge variations can occur when calculating enterprise valuations of distressed businesses

• Understand the differences among law, governance, and ethics

Determine governance issues in family-owned businesses

Identify the pursuit of growth as a typical cause of bankruptcy

Understand why cash flow accounting is more important than GAAP accounting

Grasp how huge variations can occur when calculating enterprise valuations of distressed businesses

Understand the differences among law, governance, and ethics

This case describes management's sequential reevaluation of Marriott's debt capacity and the decision about how to invest this unused debt. Videotape #5556, “Strategic Leadership,” is designed for use with this case (see Videotape Bibliography).

In July 2004, J.P. Morgan Partners (JPMP), the private equity arm of JPMorgan Chase & Co., was in the midst of formulating the final terms of a public-to-private buyout proposal for AMC Entertainment Inc. (AMCE), a publicly traded movie theater company.

Discussion of the case will enable students to:

• explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

• analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

• devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

• explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

• describe models of corporate entrepreneurship.

explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

describe models of corporate entrepreneurship.

Mexicali is a border city in the state of Baja California, Mexico. It was in the month of May 2022. The President of Prodensa Consulting Services (PCS), Marco Kuljacha (Marco), was sitting in his office thinking about a way forward to create an intrapreneurial culture by identifying more “Marcos or Marcias” among his current PCS employees. As he contemplates the future of the company, he is hoping to identify individuals within the organization who exhibit an entrepreneurial mindset through generating and leading new business initiatives for PCS. He desires to support people who have the potential to emerge as future leaders within the organization. He is striving to identify those individuals who want to proactively develop their career trajectories in ways similar to Marco’s earlier professional experiences. After starting with Grupo Prodensa in 2006 as a Junior Project Manager, Marco, by pursuing an intrapreneurial path, worked his way up to become President of the PCS in 2022. According to Marco, such individuals should exhibit the willingness to foster opportunities for new business ventures for PCS and possess traits such as innovation, proactivity, risk-taking, accountability and networking.

With an eye toward the need for continuous innovation and change, Marco was thinking about ways to identify and develop entrepreneurially minded individuals among his employees working at PCS. Corporate entrepreneurship was of great importance for him and the future of the company. The case provides an opportunity for students to step into the shoes of Marco and find an appropriate intrapreneurship model to implement the intrapreneurship culture. In doing so, students should take into consideration the data regarding the existing corporate entrepreneurship processes and teams at Grupo Prodensa that helped it to innovate and make assumptions to analyze the feasibility of implementing intrapreneurship culture by finding more Marco or Marcia.

This case can be used as an introductory case in a postgraduate class on corporate entrepreneurship, as it delineates the challenges faced by Marco in finding an appropriate intrapreneurship model and finding in PCS more Marco or Marcia has qualities such as innovator, proactive, risk-taker, accountability, networking, for implementing corporate entrepreneurship culture in PCS. The case can also be used in a corporate entrepreneurship course and an innovation management course. The case allows students to learn about the model of corporate entrepreneurship; strengths, opportunities, aspirations and results analysis; pros and cons analysis; and challenges faced by the company during the implementation of corporate entrepreneurship. Thus, the case can be used for covering multiple perspectives related to measuring the internal environment or managers’ perception of the five dimensions critical to implementing corporate entrepreneurship (e.g. the application of the Corporate Entrepreneurship Assessment Instrument), and is ideal for teaching the different corporate entrepreneurship models.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After working through the case and assignment questions, students will be able to do the following: • Analyse the aspects of strategic leadership and evaluate effectiveness of the leadership in the case study. • Identify stakeholders in a large-scale project and differentiate between their needs and sources of power. • Establish what behavioural mechanisms can be used by leaders to gain support from stakeholders with seemingly divergent pro-poor and pro-growth development orientations for expansion in an emerging market context. • Generate recommendations to communicate the benefits of expansion plans.

On November 8, 2019, Jack van der Merwe, the chief executive officer of the public rapid rail organisation, Gautrain Management Agency (GMA), was considering how to influence stakeholders to support the pace of the expansion planning phase, without alienating the surrounding communities and balancing the various and sometimes opposing stakeholder interests. The case highlights the background to this dilemma in offering the financial background of the Gauteng province and the evolution of the Gautrain project in the context of an emerging market country characterised by institutions at different development levels and how the unique characteristics of the protagonist could influence stakeholder orientations. The case illustrates how the Gautrain is at the centre of a complex transport conflagration in the South African transport ecosystem. Specific stakeholders and their needs are exposed in the case to enable students to analyse their several levels of influence on the project and proposed expansion. The differences between pro-poor and pro-growth development orientations are also highlighted in this case as input to describe the dilemma Van der Merwe faced in his influencing role in this particular South African context. Students will gain insight into how to manage the tensions between pro-poor and pro-growth orientations.

The case is suitable for a graduate-level course on strategy; organisational behaviour; or leadership. The case is also suitable for a post-graduate-level course on an MBA or MPhil program on strategy and leadership.

Teaching notes are available for educators only.

CSS 7: Management Science.