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This case followed Todd Duncan, Chairman of Duncan Aviation, as he considered which international locations Europe, Latin America, or Asia were most important in positioning Duncan to benefit from continued internationalization of the maintenance, repair, and overhaul (MRO) industry. The company had the option to hire Regional Managers to actively manage these areas, recruiting new customers and building relationships with existing ones. The case provides students with an opportunity to identify the core competencies of a company, and to recognize ways in which employee engagement contributes to Duncan's core competencies. Optionally, the case may be used to introduce students to Dunning's eclectic paradigm.

The research for this case was obtained from a combination of primary research, secondary research, and personal experiences. One of the research assistants for this case was employed at the company for over two years, and reflections thus obtained, supported with supplementary research, enriched and deepened the paper. Duncan's Debrief magazine and news releases were important secondary sources, in addition to industry web sites, industry journal articles, reference books, and newspaper articles.

This case is intended to be taught in undergraduate international business or marketing courses.

This case is an illustration of the complexity, and strategic importance, of considering whether, and how, to build customer relationships outside the firm's home country. Such decisions confront many companies facing increasingly global industry environments. The eclectic paradigm, developed by John Dunning, explains why companies expand and participate in international markets.

This case describes what happened when three Boston area hotels, the Hyatt Regency Boston, the Hyatt Regency Cambridge, and the Hyatt Harborside, decided, during the 2009 recession, to layoff all their housekeepers and replace them with employees from an outsourcing company headquartered in Atlanta, Georgia. The action created a public relations nightmare for the company. In 2009 many other organizations had implemented layoffs with little reaction from the public. Students are asked to think about why the Hyatt Hotels had been singled out. Was the main problem their decision, or the communication and implementation of their decision, and what could they have done differently?

This comprehensive case has been written for an undergraduate-level course on general management and a post-graduate-level course on organizational behavior and strategic management. After working through the case and conducting an in-depth discussion of the assignment questions, students will be able to do the following: 1. perform a comprehensive assessment of the institute’s internal context to measure its resources and preparedness to deal with COVID-19; 2. apply organizational change frameworks (to understand the trigger of the change, type of change and change process); 3. qualitatively analyze the dynamic capabilities and resources available to reopen the institute; and 4. suggest ways to institutionalize agility in the organization to improve the preparations and future responses to student management on campus based on a thorough analysis.

Founded in 1996, the Indian Managerial Studies Institute, Indore, has emerged as a leader in management education by appropriately weaving the pertinent roles of industry, government and PSUs into a common thread. With the onset of COVID-19 in March 2020, IMSI Indore began to respond to educational and administrative challenges by building on resilient strategies. Two decision-making situations cropped up as the situation improved and again converged to the more lethal second wave in March 2021. Dr Hemant Vishwas, Dean of IMSI Indore, needed to determine whether the institute should continue with the reduced employee and hybrid classroom model or reopen with full-fledged operations for the following academic year.

This comprehensive case has been written considering the teaching pedagogy for an undergraduate-level course on organizational behavior (organizational development and change module) and a post-graduate-level course on organizational behavior and strategic management. This case is suitable for courses on organizational development, change and strategy implementation. Organizational behavior and organizational development and change can be used to understand the core concepts of the change content and process, i.e. the scope and scale of the change. The case also touches on inducing a dynamic change in response to the pandemic in an educational setting, teaching the concepts of dynamic capabilities. It is also expected to be useful for teaching courses related to operations strategies in educational services for executive degree programs and faculty development workshops.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.