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This case study provides students/managers an opportunity to learn about:▪ Learning objective 1: Critically analyse reasons for the disgruntlement of delivery partners of Zomato.▪ Learning objective 2: Evaluate Zomato’s moral obligations to gig workers in the absence of government regulations.▪ Learning objective 3: Analyse the drivers of well-being affecting e-commerce delivery partners.▪ Learning objective 4: Evaluate the welfare schemes undertaken by Zomato for its delivery partners and infer well-being measures that can be adopted to improve worker engagement.

The focus of this case was the crisis at Zomato as a result of the protests by gig workers engaged as delivery partners at the company. This case discussed the CEO’s dilemma in resolving the crisis. Zomato's business model was discussed to provide students an overview of the dynamics and challenges of online food delivery business; the company’s initiatives to enhance the robustness of its business model and the resulting media backlash questioning some of these initiatives that could endanger the lives of its delivery partners. In addition, this case explored the lack of regulatory provisions for gig workers in India. Finally, the options available to the protagonist to mitigate the crisis were discussed. The focal point was the well-being initiatives that the protagonist could consider implementing to address the concerns voiced by the delivery partners and encourage them to engage in Zomato's business with positivity.

The case is best suited for postgraduate and executive students studying Human Resources subjects in Commerce and Business Management streams.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

Trouble was brewing for Nestle in India with a lab test finding MSG in Maggi noodles, a product brand which had been adjudged ‘most powerful’ and ‘most trusted’ in India;it was being banned in different parts of the country. Paul Bulcke, CEO of Nestle SA, arrived in New Delhi to face the heat and take necessary damage control measures. The case challenges the participants to review the events leading to a total ban on all the nine variants of Maggi noodles imposed by FSSAI, the Indian Regulator, by Nestle India. It also challenges them to suggest ways of taking care of the business in future in India as well as its effects in other countries.

This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.

The learning outcomes of this paper is as follows: understand the impact of macroeconomic challenges on startups; gain insights into the effects of self-management attribute over entrepreneurial effectiveness and performance; create a conceptual framework for customer satisfaction; analyze the internal and external factors affecting the entrepreneurial journey of new startups.

This case revolves around the entrepreneurial journey of Mr Khursheed Chohan who belonged to Sukkur (Pakistan). He started his journey as a daily wage worker in the year 2002 at the age of 17 years. After one year he acquired a rickshaw on rent and would drive the same as a taxi. In the year 2006, he started the job as a private driver. For achieving his dreams, he moved to Karachi (the land of opportunities) at the age of 27 years. During his stay in Karachi, he learned about insights into the wedding decoration industry. Keeping in view the market requirements, he also took some training courses on learning computers. By the age of 34, he returned to his hometown with the will to start his business venture of wedding decoration services. It had been around one year, he was successfully running his business. However, the emergence of Coronavirus (COVID-19) and the imposition of lockdown over businesses were his most recent challenges. While Chohan had pre-booked several orders and secured advance money, shall he be able to survive the COVID-19 effects? Shall he be able to continue his entrepreneurial journey?

Undergraduate.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

The case focuses on the following theoretical basis: • conflict management and its resolution; • multiculturalism and workforce diversity through the lens of Hofstede model; and • the Policies, Legal, Universal, and Self model of ethical of building an ethical organization.

Field study with the leadership team as well as with the key talent (people).

Conflictorium, situated in Ahmedabad since 2013, is a museum which acknowledges and discusses conflict through various art forms. Since its inception, the museum has fostered values like diversity, transparency and care reflecting in how it deals with its people and finances. Now, as the museum plans to reach out to new audiences, it is confronted with a challenge to preserve its cherished values and still expand its activities.

This case study is intended for graduate and postgraduate management students.

The case can be used at undergraduate and postgraduate level, in management development programmes or in Executive Education programmes.

Social entrepreneurship, social inclusion, business model innovation, sustainability, strategy design and strategy execution.

The case explores the development of MITTI Café, an organisation that trains and employs individuals with intellectual, physical and/or psychiatric disabilities to work in inclusive kitchens and cafes in India. The protagonist is the founder of the café, Alina Alam, who has won several international awards for her work. The case highlights Alam’s approach and how she is trying to challenge societal and business perspectives relating to disability. From 2017 to 2021, Alam has scaled and operationalised the business, building her core team, leveraging several partnerships with stakeholders and putting into place offerings, processes and procedures that created a sustainable business model and blueprint.MITTI Café aligns itself with several of the Sustainable Development Goals (SDGs), with sustainability and social impact at the core of its strategy. As Alam considers the future in July 2021, what else needs to be taken into consideration to scale either within India or abroad?

Following reading and exploring the case, students should be able to identify how social exclusion and inclusion manifests in a business context, and how social entrepreneurship ventures such as MITTI Café can address this challenge; identify capabilities in the context of people with disabilities; recognise how stakeholder relationships can be leveraged as a force for good and for growth, and address SDGs through social enterprise; identify and categorise resources and capabilities within organisations; evaluate opportunities for growth and scale.

The case explores how the protagonist is challenging the concept of “ability” and through her work with the differently abled providing scalable opportunities for social inclusion and dignity.

Teaching notes are available for educators only.

CSS 11: Strategy.

At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and agent disputes through the lens of an agency framework; and▪ evaluate the impact of the work environment on employee and organisational outcomes.

Muyiwa, Chairman of Fara Ltd., signed a HMA with Aytello Hotel Group to operate his hotel in Nigeria, the Mélange Abuja. Aytello was an international hotel management company based in the USA. It was a renowned operator with several brands in its portfolio. The Mélange brand was contemporary, upscale and targeted young business guests with an appetite for adventure. It was the first Mélange to have opened in West Africa. A management agreement was signed in August 2016, which meant that Aytello was now responsible for operating the hotel on behalf of its Owner, Muyiwa. On his part, Muyiwa provided the funds needed to run the hotel profitably. However, soon after the opening, the operator and owner showed signs of conflict. Muyiwa began to distrust the operator and intervened directly in operations. The frequent clashes between Muyiwa and the operator soon led to an impasse that made productive dialogue difficult. As relationships soured, Muyiwa needed to make a decision soon. This case study is designed to teach agency relationships in organisational behaviour.

This case study is designed for business leaders on executive programmes and postgraduate students.

Teaching notes are available for educators only.

CSS 12: Tourism and Hospitality.

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).

Subject area information and communication technology (ICT) for development.

Master of Business Administration Program’s Management Information Systems courses. Or introductory courses in Masters in ICT for Development.

The paper aims to highlight the endeavour of public distribution system (PDS), a food security scheme for under-privileged people in India, towards excellence, using ICT in the state of Chhattisgarh. It presents two important roles of ICT: one, as a system improvement tool, through supply chain integration (in Phase 1) and, the other, as tool for empowerment, by providing choices through computerized online real-time electronic (CORE) PDS (in Phase 2). CORE PDS was intended to provide choices of retail outlets to poor beneficiaries for collecting their food entitlement, breaking the retail outlet’s monopoly. The project was successfully implemented in some urban areas of Chhattisgarh, providing motivation for its mass scale roll-out. But, the contextual differences between rural and urban settings were raising questions on the ultimate value expected to be delivered by the project in rural areas.

Two major learning outcomes of the case: students will appreciate the multi-faceted role of ICT in improving the performance of a system meant for a financially poor section of the society; students will understand the role of contextual settings in a developing economy in the endeavour of ICT projects for societal development.

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 10: Public Sector Management.

The case will offer insight to the students regarding the idea generation and development of a viable sustainable venture. It will promote the understanding of students regarding SDGs and how SMEs can contribute towards their attainment. They will learn to develop the action plan for a green business venture and understand how each of the business activity in each phase of value chain contributes towards environmental, economic and social sustainability.

Rana Waseem, a young business graduate started a small ecopreneurial venture to offer sustainable food from raw material till disposal in developing nation context named as Dhuaan ‘n’ Dukhaan (D ‘n’ D) in Sargodha, Pakistan. He had an aim to create a model of business that not only supports the local economy in terms of offering decent employment but also promotes a food business that generates nutritional self-sufficiency as per the triple bottom line concept. This case gives an exploratory insight into the actual sustainable operations that have survived eight months successfully and on the path of growth without profit being the sole aim. D ‘n’ D has benefited the lives of people in Sargodha by offering job opportunities, a decent wage, healthy food at affordable rates, reduction in diseases, reducing food wastage and efficient resource usage with a positive impact on the environment.

The case is suitable for undergraduate and post graduate students studying entrepreneurship and small business management.

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