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The case deals with project management principles that are required for implementing a social project in India.

The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India.

The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states.

Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program.

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 7: Management Science.

The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify communications issues along with the evolution of a crisis; to understand the importance and role of a crisis communications team; and to develop skills in writing a crisis communications plan.

The case is a narration of the experiences of the Kenya Red Cross Society (KRCS) as it launched the Kenya drought appeal in March 2019, and the unexpected media and public backlash that ensued. The background is that of an unusual-yet-previously-predicted dry spell, consequent drought and famine, alleged famine-related deaths, mixed signals from the national and county government and a hitherto well-regarded institution (the KRCS) coming in to launch an appeal aimed at raising funds to help alleviate the effects of the prolonged drought and consequent famine in the northern parts of the country. Unfortunately, a major media and public backlash that was not foreseen by KRCS ensued, and it threatened the reputation and very existence of the organization. Drawing on interviews and secondary material in the public domain, the case focuses on how the KRCS navigates the media and public backlash that ensued following the funding appeal. The case is interesting because of the type of organization involved (a not-for-profit institution set up as auxiliary to the government and of good repute), the nature of the problem (reputational crisis and attendant risk management), the setting (a LMIC in sub-Saharan Africa) and the level of analysis (organizational rather than individual decision-making).[AQ1]

Masters level – MBA, Executive MBA, Master’s in Public Management, Master’s in Communication and/or similar courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre employees and generate alternative solutions to solve the problems faced by the company and to ensure the sustainability of the business.

This case was about the challenges faced by Daniel, the General Manager of an integrated security protection system company, Secure First (SF). Despite investing in the latest security technologies, conducting a major overhaul of the procedures, introducing an enhanced digital system at the call centre and providing training to the call agents, it was on the verge of losing its important long-term client due to its substandard performance. The client experienced major losses due to break-ins. After a thorough investigation, the problem surfaced in their call centre. Most of the staff were not familiar with the newly adopted system. The circumstances worsened when many of the call centre’s senior employees were tendering their resignations. The case discusses the aspect of employee satisfaction, staff performance that led to the turnover issue amongst employees in a call centre. The case explores what short-term and long-term strategies could Daniel suggest to change the call centre’s course to retain SF’s key account in times of desperation.

This case has a moderate level of difficulty and may be used in undergraduate students.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The case and discussion questions posed will allow the instructors the opportunity to introduce critical strategic concepts from strategic, nonprofit management and social enterprise literature. Specifically, (1) strategic transformation: countering drift and anticipating future trends and crises; (2) types of leadership: transactional versus transformational; (3) hybridity and mission drift; and (4) nonprofit funding models, the starvation cycle and the overhead myth.

Both primary and secondary sources have been used to prepare the case. The first two authors had the opportunity to interview Thomas Tighe, Direct Relief’s (DR) President and CEO in July of 2019. The interview lasted one hour and was transcribed by one of the authors and reviewed by the other two authors for accuracy. In addition, the authors conducted nonparticipant observations in DR’s headquarters in Santa Barbara (California). Given the longevity and media exposure of the organization, extensive internal and external archival data was also available for the analysis.

This real and undisguised case is based on DR, a +70-year-old humanitarian $1.2bn nonprofit organization headquartered in California (USA). From its headquarters in Santa Barbara, DR responds to emergencies and delivers medical support for vulnerable people affected by poverty, natural disasters and civil unrest in all 50 US states, six US territories including Puerto Rico and US Virgin Islands, and in more than 90 countries.

The case presents Thomas Tighe, DR’s President and CEO, reflecting in late 2018 on the transformation and growth that the organization had experienced since he started his tenure in 2000. Specifically, he is considering the most effective way to allocate an unrestricted recent cash donation. Should DR spend that money on traditional fundraising, reducing its efficiency rate, or should DR take a long-term approach and use the funds to build long-term capabilities? In addition, the case outlines the history and evolution of DR over its more than 70 years of existence, the CEO’s background and motivations, as well as a detailed description of the organization’s revenue portfolio. Students will have an opportunity to learn about a unique nonprofit named among “the world’s most non-for-profit organizations” by Fast Company; DR was also included in the Charity Navigator’s list of the “10 Best Charities Everyone’s Heard of.” In addition, in January 2009, DR was designated as a Verified-Accredited Distributor by The National Association of Boards of Pharmacy, which placed it as the first nonprofit to receive this designation to deliver prescription medicines to all 50 US states. Throughout Tighe’s tenure, DR had been lauded for its fundraising efficiency. The unique distinction to DR’s efficiency is its tradition of adopting new technologies and modern business practices for humanitarian purposes.

Students will learn how DR, under the leadership of Thomas Tighe, reinvented and reinforced the organization’s traditions to retain high levels of efficiency in the face of an ever-larger organizational scale, public scrutiny and demand for humanitarian support across the world. Students will witness many strategic and operational tenets that they may be more familiar with from the for-profit world. The case also will help students to understand the concept of hybrid organizations and different nonprofit funding models.

The case has been written to be used in graduate Nonprofit Leadership Management and Social Entrepreneurship courses. Given the scope and implications, the case could also be used on an upper-level strategy course. To maximize students’ learning, the case should be introduced halfway into the course after students have a solid understanding of what nonprofits are and how they operate. If students are not familiar with some of the concepts introduced in the analysis, the proposed readings will prepare them for a more fruitful discussion.

A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This includes hiring professional nonfamily business unit managers as well as including nonfamily directors on the corporate board.

Entrepreneurial issues with sub-themes on leadership, decision making, environmental scanning and strategic management, change management.

Undergraduate business and management; MBA/Master's management courses.

The case “Gazi,” examines the life, career and leadership style of a successful entrepreneur. In Gazi case we meet a 25-year-old guy who understood instinctively how to bring markets and products together. His first endeavor was selling spare parts, together with his family members. With time passing he is engaged in a number of ventures, all of them successful. It is the case when an entrepreneur is in a crossroad: he possesses the necessary finances but lacks ideas. The question is: what's next? This case illustrates the management challenges faced in moving from a very centralized economy to a free market one. It also raises issues having to do with the management of changes that are viewed as radical by those being affected.

The goal is for students to assess the characteristics of a leader and entrepreneur, and try to provide solutions to dilemmas that accompany it. Next goal is studying the Albanian business environment, and achievements to date presented, to provide suggestions on the strategy that should follow Gazi, as well as alternatives to the appropriate business.

Teaching notes.

In early 2004, residents of Inglewood, California, a working-class community just outside Los Angeles composed primarily of African- and Hispanic-Americans, were preparing to vote on a referendum that would change the city charter to allow Wal-Mart to build a supercenter on a huge, undeveloped lot in the city. Walmart had put forward the measure after the city council refused to change the zoning of a sixty-acre plot on which it held an option to build. Numerous community and religious groups opposed Wal-Mart's entry and campaigned against the referendum. Walmart promised low-priced merchandise and jobs, but these groups were skeptical about the kinds of jobs and compensation that would be offered, the healthcare that would be provided to employees, and the broader impact Walmart would have on the community. Inglewood was a pro-union community, so there was also opposition based on Walmart's anti-union position. On April 6 Inglewood residents voted to reject the referendum by a margin of 60.6 percent to 39.9 percent. Though smaller, less organized, and with fewer resources than Walmart, this coalition of community and religious leaders had defeated the global retailing behemoth.

After students have analyzed the case they will be able to (a) appreciate the importance of nonmarket factors to execute growth and market entry strategies, (b) understand how the decisions of political institutions depend on the issue context and the alignments of coalitions of interest, (c) formulate and assess strategies to overcome nonmarket barriers to entry.

Ethical leadership and decision-making, engaging and managing multiple conflicting stakeholders.

Utkal Alumina International Limited (UAIL), an ambitious Greenfield project of Hindalco Industries Ltd. faced the challenges of conflicting multiple stakeholders and collective resistance that did not allow UAIL to be commissioned for almost two decades. The case portrayed the journey of a new leader of UAIL in the path of transforming collective resistance to collective collaboration. In the case, the author was introspecting about how far the author could achieve the objective of collective collaborations through stakeholders’ engagements and what would be the next path of the journey.

MBA and executive development programs.

Teaching Notes are available for educators only.

CSS 6: Human Resources.

Corporate social responsibility (CSR), marketing/branding, strategic management.

The case can be used in master, MBA and executive programs in courses on the following topics: CSR; strategic management; or strategic marketing.

The case describes the CSR initiatives at the Slovenian mobile phone operator Si.mobil d.d., with the two pillars of taking care of employees and taking care of the environment. The main protagonists describe the process of initiating, developing and communicating the initiative, as well as the individual actions taken. In a strategy meeting, Si.mobil's top management set out to discuss the strategic challenges that the company was facing, trying to find ways out of the potentially deadly price war and commoditization spiral. Specifically, the discussion in the management meeting revolved around how Si.mobil can position itself in the market, how it can find a sustainable USP and whether and if yes, how the company's CSR initiatives can play a significant role therein.

To foster critical thinking about the reasons for and effectiveness of CSR initiatives; to be able to assess the role that CSR initiatives can play in brand building and differentiation; to understand how CSR affects company performance through its effect on and feedback reactions from different stakeholder groups; to critically discuss the preconditions for effective CSR initiatives, and to see exemplarily how they can be initiated and managed; to understand the crucial role that leadership and communication are playing in CSR initiatives; to identify the vital links between internally oriented (employee-focused) and externally oriented (societal-focus) CSR strategies and actions.

Teaching note

Strategic management.

Undergraduate, MBA, executive MBA.

The decision analysis case in the context of family-managed mid-market business of Vikas Spool Private Limited focuses on the efforts and challenges of a market leader in sustaining growth in a B2B industry, which has a derived demand. The case charts way to the historical foundation of India's largest spool manufacturer and captures the dilemma in comprehending the growth model in an industry stricken by low barriers to entry/exit, high bargaining power of customers and suppliers, high substitutes and intense global competition. The organization has to decide whether it needs to enter the rigid non-bottle household plastic packaging industry or not to achieve the targeted growth of INR 1 billion by 2015?

The case analysis aims to make students learn: the challenges in sustaining growth in a labor-intensive industry marked by low barriers to entry, low profit margins because of intensive competition, low economies of scale and no clear brand differentiation; how to negotiate a choice between intra industry participation; how a firm locked in an industry environment characterized by commoditization and intense competition should plot its growth path to retain market position; how to evaluate growth options based on financial implications and analysis.

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