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Case study
Publication date: 18 September 2019

Shontarius D. Aikens

The author used narrative research as a research methodology.

Abstract

Research methodology

The author used narrative research as a research methodology.

Case overview/synopsis

Winston Thompson is the new Residential Manager of Drayson Residential Complex at Sybel University. After meeting with staff in his area of responsibility and learning about the complexities of his new position, Winston needs to determine the best way to build positive relationships with each member of the leadership team in his complex. In this case, students are challenged to determine the best relationship building approach for each staff member using concepts from leader–member exchange theory while also taking into consideration issues of race, age and gender.

Complexity academic level

This case is written for undergraduates in either an upper level leadership or organizational behavior course. The case can be adapted for graduate courses and executive education depending upon the work experience of the individuals.

Details

The CASE Journal, vol. 15 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 3 January 2017

Olugbenga Adeyinka and Mary Kuchta Foster

AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a…

Abstract

Synopsis

AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a few years of its founding, AfrobitLink established itself as a dependable organization known for delivering high-quality IT services. However, starting in 2004, AfrobitLink experienced rapid growth as it expanded to serve the telecommunications firms taking advantage of the deregulated market. This rapid expansion resulted in many challenges for AfrobitLink. The firm rapidly expanded into all 36 states in Nigeria, hiring a manager to oversee the company’s operations in each of the states. Poor hiring practices, inadequate training, excessive spans of control, low accountability, a subjective reward system, and other cultural issues, such as a relaxed attitude to time, resulted in low motivation, high employee turnover, poor customer service, and financial losses. By 2013, the firm was operating at a loss and its reputation was in shambles. Generally, the culture was toxic: employees did not identify with the firm or care about its goals, there were no performance standards, employees were not held accountable, self-interest and discrimination prevailed. The organization was in a downward spiral. Consultants were hired to help sort out the firm’s problems but these efforts yielded few results. Ken Wilson, the founder’s son, was hired in 2014 as VP of Administration to help get the firm back on track. As a change agent, Ken had to decide how to address the issues facing the firm and how to achieve profitable growth.

Research methodology

Primary sources included interviews with the company CEO, his wife, his son, and a volunteer staff member. Secondary sources included the company website. The names of the people and the firm in the case have been changed to provide anonymity.

Relevant courses and levels

This case is intended for use in graduate courses (although it can also be used in upper level undergraduate courses) in change management/organization development, organizational behavior, leadership, or international management. For graduate courses, students may focus on application or integration of several theories or concepts. For upper level undergraduate courses, students may focus on application of a single theory or concept. Below are suggested texts or readings for each type of student by subject.

Theoretical bases

Change management theories (e.g. Lewin’s force field analysis (Schein, 1996), Kotter’s eight-step change management process (Kotter, 2007), The change kaleidoscope approach (Balogun and Hailey, 2008)), social identity theory (Tajfel, 1981), attribution theory (Kelley, 1972), leadership theories (e.g. Hersey and Blanchard, 1969), intercultural/international management theories (e.g. Hofstede, 1980, 1991).

Case study
Publication date: 8 May 2019

Aashish Mehra, Nidhi Mathur and Vaibhav Tripathi

The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine…

Abstract

Learning outcomes

The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine the value chain architecture of handicraft products; assess the role of the protagonist (Sanjay) as a social change agent in shaping a successful social enterprise; assess Sahaj Crafts' initiatives and analyze whether the key intervention/s planned/executed were required for skilling up of rural artisans and upgradation of handicraft business; know the marketing strategies for handicraft products; and understand the “strategies” which need to be applied for uplifting people's lives at the bottom of pyramid in general and for enlivening of artisans’ clusters in particular. The outcomes are as follows: examining the value chain architecture of handicraft product; understanding the difficulties and challenges of structuring a viable social business model; examining the role of Sanjay as a social change agent in shaping a successful social enterprise; and examining the model of Craft Incubation Center and design education proposed by Sahaj Crafts for improving rural artisans’ livelihood and skills upgradation.

Case overview/synopsis

Sanjay Joshi – the promoter and CEO of “Sahaj Crafts” (a social enterprise established in Western Rajasthan, India), an initiative to strengthen indigenous skills and mainstream rural craft products and artworks – is faced with the question of how to scale up his organization’s operations. Doing so requires that he address these fundamental challenges in terms of – how to deal with unorganized craft communities; match up product orientation to market demands; integrate modern technology / processes in craft business; combat restricted mobility of women artisans; and make effective interventions so that the artisans learn and enjoy working in the current model and solve the financial issues faced by the social enterprise. Providing effective and implementable answers to those questions is vital to Sahaj Craft’s development in attaining its mission to alleviate poverty in the region. Failing to expand operations above a critical scale may leave Sahaj Crafts vulnerable in meeting sufficient demand for contemporary craft products in the mainstream markets.

Complexity academic level

This case study is primarily suitable for post-graduate level management students to teach the concepts of designing and operationalizing a “social” business model in a social entrepreneurship module. This case study can also be used for highlighting business model innovations in the social sector of emerging markets. The case could be taught in the following academic domains: social entrepreneurship; bottom of the pyramid; social inclusion; supply chain consolidation (vertical integration in a value chain); marketing strategies for handicraft products; branding; brand positioning; cost and management accounting.

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 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 March 2019

Selma Kadić-Maglajlić and Maja Arslanagic-Kalajdzic

The teaching objectives of the case study are to provide students with an understanding of how strategic marketing tools are applied in an international marketing context and how…

Abstract

Learning outcomes

The teaching objectives of the case study are to provide students with an understanding of how strategic marketing tools are applied in an international marketing context and how brands, especially brands that come from emerging markets, are introduced and managed within modern versus traditional trade (e.g. ethnic shops).

Case overview/synopsis

This case illustrates the challenges and opportunities related to the introduction of a brand to a new market wherein the product (traditional coffee), although part of a very well-developed product category (coffee), may have been new to consumers in the new market. The brand itself, Zlatna džezva, is a flagship brand in its home country (Bosnia and Herzegovina) within a developing market. However, both the brand and the traditional coffee experience are relatively unknown to other markets. The case study focuses on Vispak’s CEO and CMO who are contemplating their next business move in the new market. Finally, the Dutch market and consumers are presented to facilitate the process of segmentation, targeting and positioning for students. The case study concludes with a task and dilemma for managers of the company.

Complexity academic level

This case could be used in a variety of undergraduate level classes, depending on what the instructor wishes to emphasize. The authors use the case for following courses: principles of marketing, marketing management and international marketing. In all courses, the case is allowing students to obtain the greater overview of the scope of the strategic marketing decision-making. Before starting with case analysis, students should have some familiarity with central marketing issues and concepts, specifically related to analysis of environment, segmentation-targeting-positioning, product and brand 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: 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 October 2021

K. S. Manikandan

Corporate Strategy; Strategy.

Abstract

Subject area

Corporate Strategy; Strategy.

Study level/applicability

Post-graduate; Executive education; Under-graduate.

Case overview

The case is based on Titan Company Limited (Titan), one of India’s profitable diversified companies. Set in April 2020, the case presents the evolution of Titan’s growth strategy in the last three decades. The company had grown by continuously exploring adjacent categories in the personal lifestyle space. The case asks whether the strategy that has guided Titan for the past three decades would continue to provide growth. What changes, if any, should be made by C.K. Venkataraman—the new CEO who had taken charge a few months back in October 2019—and his team?

The case describes Titan’s evolution from 1987 to 2020. ‘Winning times’, the first section of the case, describes Titan’s early choices in the watches business that helped the company achieve market dominance and its successive choices to expand the scope of watches businesses by entering new adjacencies. The section also details the evolution of Titan’s design, manufacturing, marketing and retailing capabilities in early years. ‘Looking for another gem’ describes Titan’s venture into the jewellery business – the failure of its early attempts to export and its pivot to domestic market and the successful turnaround of the business. ‘On the fast track to growth’ deals with Titan’s accessories business. The section ‘Eyeing new businesses’ describes Titan’s foray into prescription eyewear and precision engineering businesses and the company’s performance in these businesses. ‘A new identity’ details Titan’s adoption of a distinct corporate identity in 2013. ‘New businesses’ provides information on Titan’s recent foray into fragrances and sarees business. The case ends with the section ‘Years ahead’ which asks what changes, if any, should be made by the leadership team.

Expected learning outcomes:

Upon completion of the case study discussion, participants will be able to: understand the concept of the ‘core competence’ and the three tests of core competence; how core competencies evolve in an organization over time; diversification (growth) strategy based on core competencies and adjacencies; and key managerial choices and organizational processes required to ensure effectiveness of diversification strategy based on core competencies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 May 2009

Lynda L. Moore and Bonita L. Betters-Reed

This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and…

Abstract

This case is about Kija Kim, a Korean born founder and CEO of Harvard Design and Mapping Inc. (HDM). Founded in 1988, HDM is a cutting-edge GIS firm with $5 million in revenue and 35 employees in their Cambridge, MA and Washington D.C. offices. Through Kija Kim's leadership, HDM has become a significant niche player in homeland security and disaster relief. The case ends in fall 2005 just after HDM provided Hurricane Katrina mapping support, and Kija is nominated for the SBA Small Business Person of the Year. This case explores the intersection between cultural heritage, leadership effectiveness and organizational behavior. It particularly notes Kija's ability to turn her immigrant female minority status into a business advantage. This strength coupled with her ethos of care and ability to network in all walks of her life contributes to her distinctive and integrated leadership style. Definitions of leadership success and implications for decision making are also highlighted.

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 14 March 2022

Jonas Yawovi Dzinekou and Anne Christine Kabui

The learning outcomes of this paper are as follows: to uncover the social innovation in the peacebuilding model of the Children for Peace Initiative (CPI); to identify the key…

Abstract

Learning outcomes

The learning outcomes of this paper are as follows: to uncover the social innovation in the peacebuilding model of the Children for Peace Initiative (CPI); to identify the key success factors of the CPI model; to discuss the sustainability of the model of CPI-Kenya; and to apply the contact theory and personal transformation theory to CPI model.

Case overview/synopsis

The case is written to address the issue of intercommunity peacebuilding between the Pokot and Samburu. It focusses on social innovation in peacebuilding implemented in seven villages among the Pokot and Samburu. The activities revolve around the involvement of children as key actors in peacebuilding and the exchange of heifer between the communities to sustain the peace. The heifer is one of the sources of conflict. In this case, this powerful cultural symbol is used to create bonding and friendship between the conflicting communities. While there were many peacebuilding attempts in the pastoralist communities, CPI-Kenya introduced a model that focusses on building a new human relationship between the communities. It includes all the social groups of the communities, making it more successful and sustainable than other previous attempts.The two co-founders, Monica Kinyua and Hilary Bukuno, narrated the story of how the CPI-Kenya started, highlighting the uniqueness of their peace-building approach and the strategy they adopted to build a new relationship between the communities. They shared powerful stories of how CPI managed to bring a peaceful living between the Samburu and Pokot in Baragoi, particularly in Amaya and Longewan villages.In the beginning, the main challenge for the CPI-Kenya team was finding the right approach to implement their peace innovation by making children become the catalyst of peace in their communities. With children at the centre of the CPI model, the best approach was getting entry through schools. The school is an accepted social system that has over time gained trust from all parents who send their children there.The case provides the students with the element that is essential for social innovation in the community. The students can learn from the case the importance of collaboration for social initiative, community engagement and inclusive peacebuilding. It portrays a unique strategy in community leadership and management. Further, the students will learn one concrete application of the human contact theory and personal transformation theory. The case highlight how cultural symbols that are sources of conflict can be turned into the symbol of peace. Starting with one group of people in a community and growing into other groups in the same community through a ripple effect.

Complexity academic level

The case can be used for Master’s and Doctorate.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

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

Keywords

Case study
Publication date: 16 October 2015

Samshul-Amry Abdul-Latif and Asmat-Nizam Abdul-Talib

This case study can be used for courses under marketing management, international marketing or public relations.

Abstract

Subject area

This case study can be used for courses under marketing management, international marketing or public relations.

Study level/applicability

This case study may be suitable for courses which discuss decision-making and/or executive actions and execution, at both undergraduate and graduate levels. It could also be used in graduate classes as some open-ended questions are also included to illicit critical thoughts and fresh ideas.

Case overview

Companies can be boycotted for many reasons; for example, a company may be associated with or engage in egregious acts which trigger a consumer boycott. However, it is unusual for racial and political elements to form the basis of a consumer boycott. This paper describes how a current leader in the packaged bread market, Gardenia Bakeries Sdn Bhd (GBKL), responded to one such online campaign. This case study highlights the importance of effective communications and marketing strategies for responding to sensitive issues involving racism and politics.

Expected learning outcomes

Students are introduced to the concept of consumer boycotts and how this may affect a business. Students are exposed to the development of appropriate public relation strategies and explore creative methods to combat bad publicity and/or a smear campaign. Students can learn to appreciate the sensitivity of allegations of racism in a multi-ethnic country and understand how multi-ethnic consumers respond to these types of issues. Students are exposed to the effects of political and socio-demographic influences on purchase behavior in a particular market or country. Students may explore the effects of consumer activism on a company's brand image.

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

Keywords

Case study
Publication date: 15 November 2023

Vidhi Chaudhri and Asha Kaul

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?

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: 20 October 2023

Raul Beal Partyka, Marina Gama, Jeferson Lana and Rosilene Marcon

By the end of the case study discussion, it is expected that students will have learned to assess what makes it likely that firms will respond to episodes of stakeholder activism;…

Abstract

Learning outcomes

By the end of the case study discussion, it is expected that students will have learned to assess what makes it likely that firms will respond to episodes of stakeholder activism; establish the interplay between nonmarket strategies and corporate governance mechanisms in assessing shareholder activism; explain about the board of directors as a corporate governance mechanism; evaluate the threats of nonmarket dimensions as a strategic response from the board; and understand the impact and increasing power of shareholders over board decisions.

Case overview/synopsis

In April 2019, to pressure Rumo S.A. regarding the duplication of the Itirapina–Cubatão railroad, indigenous peoples from 12 São Paulo villages bought six Rumo shares, which were quoted on Tuesday, April 23, 2019, at around BRL17 each. Duplication of the railroad started in 2011 and affected the lives of the Indians. The company promised to implement more than 100 improvements to the villages, but as of 2019, half of the improvements were at a standstill. After buying enough shares to entitle them to participate in the annual general meeting (AGM) of shareholders, the Indians went to Rumo’s AGM to voice their concerns and show how the villages had been affected. It was the audit committee that needed to discuss and solve the case of the indigenous peoples. What steps would Rumo take next? What was the best thing to do with regard to the claims of the Indians? This case shows the start of corporate activism in Brazil. This case reports the dilemma that Rumo faced with the indigenous activism at the beginning of 2019 because of the expansion of their railroad network across indigenous lands.

Complexity academic level

This case is suited for a class in which the students are exposed to a corporate governance framework and internal and external governance mechanisms. The case can be applied at the graduate and executive levels in relevant courses such as corporate governance, corporate responsibility, strategic management, and the stock market.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

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