Search results
1 – 3 of 3Sergio Morales and Oswaldo Morales
The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when…
Abstract
Learning outcomes
The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when building a strong organizational culture in corrupt political environments.
Case overview/synopsis
The purpose of this case study is to explore the dilemma in which Marcelo Odebrecht, once CEO of Odebrecht, found/determined whether to continue with the business model established by the founders of Odebrecht or take a new path for the organization. After exploring the corrupt acts of Odebrecht and the scope of Operation Lava Jato, the reader can reflect on the importance of organizational culture (according to the three levels proposed by Schein) in the face of the emergence of corruption. By generating discussions about organizational culture, business ethics, political culture and corruption, the organizational culture of Odebrecht is problematized in relation to its real behavior.
Complexity academic level
Students of administration, business and international business undergraduates and graduates, as well as members of senior management in companies in the infrastructure sector. Also, given the plurality of possible readings, it is recommended that the case also be used in courses or specializations in organizational psychology, organizational sociology or organizational anthropology.
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 5: International Business.
Details
Keywords
David Schnarch and Natalia Franco
Management fundamentals, public management, social responsibility, strategy.
Abstract
Subject area
Management fundamentals, public management, social responsibility, strategy.
Study level/applicability
This case may be used in undergraduate courses on management fundamentals, public management, social responsibility, or strategy. Also, it is useful for strategy courses in MBA level and MA in development practice.
Case overview
In 1997, Corporación Picacho con Futuro (Picacho), a second-tier community organization created with the support of Fundación Social (FS) at Medellín's Comuna 6, stands at a crossroads. After promoting community development in the area for over ten years, FS announces that it will be withdrawing its financial support in the following year. As a result, self-sustainability mechanisms and strategies must be sought and formulated in preparation for FS' departure. The Corporation's accomplishments over its collaboration with FS were noteworthy: 16 grassroots organizations working together in one of Medellín's most violent districts proved the social fabric woven by Picacho. The young people who engaged in its projects had become examples of cohesion and civil resistance to armed groups' and drug-dealing networks' recruitment efforts. The Corporation's communication projects safeguarded these youths, providing them with a means to escape conflict. Would that all go down the drain without FS' support?
Expected learning outcomes
The intended focus of the case is to help students to understand: third sector organizations' complexity and structure; the notion of social value (how this value is created and measured); sustainability challenges facing social ventures, and, particularly, how to manage tensions between social and economic value creation in social organizations; support ecosystems for social ventures, and management strategies associated with base-of-the-pyramid businesses, introducing the concept of inclusive business.
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
Keywords
Alexandra Spiliakos and Shubhalaxmi Taywade
This case study is intended for an MBA level audience; however, it can be used for upper-level college students as well.
Abstract
Study Level/Applicability
This case study is intended for an MBA level audience; however, it can be used for upper-level college students as well.
Subject Area
This case's main subject areas include the following: organizational strategy, NGO strategic management, strategy and management during pandemic and women entrepreneurs or women-led business.
Case Overview
This case is about the organizational strategy of the Veronica Robles Cultural Center, an NGO, during the COVID-19 pandemic. The central challenge of this case study is about decision-making for a sustainable future, given limited resources, and thus a great urgency to plan conservatively. The central protagonist of the case is Veronica Robles herself. Veronica is an entrepreneur in both her personal career as a performing and teaching artist as well as the founder and creator of many programs to help spread culture and unite communities, including the Veronica Robles Cultural Center.
Expected learning outcomes
Students will learn about entrepreneurial strategy, NGO creation and management, strategy to create social value and organizational management during time of pandemic or widespread crisis.
Social Implications
This case is focused on creating social value through the analysis of a woman-founded and managed NGO. While managing the NGO's strategy through the COVID-19 pandemic of 2020, operations must proceed with the utmost level of sustainability. With a focus on the well-being of the community, Veronica Robles Cultural Center (VROCC) needs to find a way to remain relevant in the short term while building out a sustainable organizational structure to succeed in the long term.
Subject code
CSS 11: Strategy
Supplementary Materials
Teaching Notes are available for educators only.
Details