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Case study
Publication date: 29 April 2016

Andrée Marie López-Fernández and Rajagopal

The subject area of the case study is strategic management with emphasis in stakeholder satisfaction and added value and business performance.

Abstract

Subject area

The subject area of the case study is strategic management with emphasis in stakeholder satisfaction and added value and business performance.

Study level/applicability

The case study illustrates the challenges of business dynamics in an emerging market. It is applicable, especially, for undergraduate and graduate students in management studies.

Case overview

The case of LPCI Insurance Company in Mexico illustrates the challenges that firms face when doing business in an unstable, rapidly changing environment. Conflict-affected areas pose significant threats and opportunities for firms; it is, however, up to the firm to decide whether to avoid change and risk or to design and execute effective strategies to tackle such external issues. The case has been developed in a narrative way as to demonstrate the intricacies of internal incidents and board meeting discussions, which lead to strategic planning and decision-making.

Expected learning

outcomes It is expected that students enhance their awareness of businesses’ role in the protection of Human Rights as a key factor in their engagement in corporate social responsibility and achievement of objectives. It is expected that students also increase their awareness of the implications of operating in a conflict-affected area in emerging markets. Also, it is expected that students learn that doing business effectively requires a holistic approach to business dynamics.

Supplementary materials

Teaching notes.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 January 2023

Sammy Abdalla Hazaimeh, Said Elbanna and Tahniyath Fatima

This study aims to build on the human capital development theory that focuses on the education and development of individuals considering their spillover impact on the…

Abstract

Theoretical basis

This study aims to build on the human capital development theory that focuses on the education and development of individuals considering their spillover impact on the organization’s and community’s improvement. Through examining the efforts put in by the Ministry toward developing its nationals to convert its economy into that of a knowledge-based one, this case shows a practical application of the human capital development theory.

Research methodology

To attain a more comprehensive understanding of how the Ministry underwent the implementation of educational and employment reforms, this study carried out a mixed methods study that pertained conducting interviews and collection of secondary data such as reports, minutes of meetings and publicly available date. First, four top management and executives were interviewed from the Ministry to gain deeper understanding on the planning of educational and employment reforms being implemented by the Ministry, its implementation and the challenges that the Ministry faced in doing so. Additionally, top management and executives from higher educational institutes in Qatar were also interviewed to attain a more comprehensive understanding of how they worked with the Ministry to implement the educational and employment reforms. The interview participants held key positions within the Ministry and education institutes in Qatar. As a result, they were directly involved in driving strategic decision-making in various areas relating to education at all levels (primary, secondary and tertiary). Further, they were directly involved in the establishment of Qatarization initiatives in the education sector within Qatar. Below is a list of the interviewees:

1. Mr Ahmed, Undersecretary of the Ministry of Education and Higher Education (formerly Qatar University President and Community College of Qatar President);

2. Mr Saad, Higher Education Consultant at the Ministry of Education and Higher Education (formerly the Dean of Community College of Qatar);

3. Mr Ali, Assistant Undersecretary of Shared Services Affairs, the Ministry of Education and Higher Education;

4. Mr Abdulla, Acting Assistant Undersecretary for Higher Education, the Ministry of Education and Higher Education;

5. Mr Jassim, Vice President of Academic & Student Affairs at Community College of Qatar;

6. Mr Bilal, Vice President of Academic & Student Affairs at College of the North Atlantic-Qatar;

7. Mr Mohammed, Chief Strategy and Development Officer at Qatar University; and

8. Mr Yasin, General Manager of Qatar Learning Center.

Each participant was first contacted to inform them about the nature of the study and to gain their consent to conduct an interview. The interview protocol contained closed- to open-ended questions, aimed at providing in-depth information on Qatarization practices and the efforts to reform the education sector in Qatar. As a result, a semi-structured interview was conducted. The participants were posed with several questions that included but were not limited to these. For instance, the participants were asked with questions like what steps are being taken by the Ministry of Education and Higher Education to improve the education system in Qatar? and What are the current Qatarization practices that have been implemented in the Ministry of Education and Higher Education? Upon attaining answers for these questions, the interviewer was able to follow up with more specific and relevant questions like how does the Ministry engage Qataris to take up science, technology, engineering and mathematics programs?, what are the methods employed to attract Qataris toward pursuing higher education?, what are the different types of scholarships being offered to Qataris? and hat are the programs that the Ministry of Education and Higher Education implements to train/employ young Qataris to be qualified for work in the education sector? The interviews lasted about 30–45 min. In addition to interviews, several secondary sources were used from the Planning and Statistics Authority, the World Bank and the Ministry of Education and Higher Education.

Case overview/synopsis

Human capital development is regarded as a fundamental pillar that leads to the sustainable economic, political and social progress of a society. Given the foundation of human capital development is based on educational capacities, Qatar has regarded education as its national and foremost priority and the key to maximizing human potential toward building a sustainable knowledge-based economy in the long run. This case study portrayed the works of the Ministry of Education and Higher Education in the state of Qatar. The Ministry had been tasked with the mission to support the government’s national strategy of transforming Qatar’s economy from a resource-based economy into a knowledge-based economy. As such, this case sheds light on the Ministry’s strategic initiatives toward developing the local human capital. The Ministry governs over the education sector, and in providing the Ministry’s point of view, the reader is able to get a grasp on the inner workings of a government entity. In addition to providing an overview on the strategic initiatives employed by the Ministry to enhance the quality of education for Qataris, this case study also examined the Qatarization initiatives taken up by the Ministry. Qatarization is a national strategy implemented by the state of Qatar to nationalize the workforce. In other words, through Qatarization, the government intended to increase the employment opportunities available for Qataris and enhance their professional skill set through training and development efforts. Accordingly, this case also illustrated the Ministry’s role in Qatarizing its workforce successfully. In understanding the challenges faced by the Ministry toward enhancing the education services and employment opportunities being offered to the nationals, students can attain a refined perspective on the real-life challenges that government entities face in implementing strategic initiatives. Through this case, students in graduate and undergraduate courses relating to business, strategy, economics, public policies and education can also attempt to engage in decision-making activities that involve overcoming the challenges faced by the Ministry through devising action plans or revising the strategic initiatives. The issues discussed in the case delve into how Qatar government’s initiatives for economic transformation via educational reforms impacted educational institutions, students and the workforce.

Complexity academic level

This case is intended to be studied by students in graduate and undergraduate courses relating to business, strategy, economics, public policies and education where they can engage in realistic decision-making activities that involve overcoming the challenges faced by the Ministry through devising action plans or revising the strategic initiatives.

Details

The CASE Journal, vol. 19 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 28 August 2023

Pooja Sharma, Sanjay Bhattacharya and Avi Jain

This case study aims to understand the criticalities of hiring in a knowledge-based start-up; the various ways of retaining talent in a knowledge-based start-up; the competency…

Abstract

Learning outcomes

This case study aims to understand the criticalities of hiring in a knowledge-based start-up; the various ways of retaining talent in a knowledge-based start-up; the competency requirements of human resource professionals in start-up organizations; the trade-off between business profitability and the R&D drive of the company; and the various organizational structures available for a knowledge-based start-up.

Case overview/synopsis

Ayush Jain, a first-generation entrepreneur, is facing a challenge with his start-up, TechShlok. TechShlok is an IT solution provider with its headquarters in Jaipur, India. The company is doing very well and is able to achieve many accolades. As the company grows in business and employee strength, it is facing talent acquisition and retention challenges. Ayush is in a fix to solve the talent issue and retain the key talent of the organization.

Complexity academic level

The case can be taught in a Human Resource Management course, including “talent management” and “human resource planning”. The case may be taught at upper undergraduate levels. It can also be taught in courses of entrepreneurship and knowledge-based start-ups.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 April 2016

Shrihari S Sohani and Biju Varkkey

The case highlights the concern of involuntary attrition in Indian information technology firms. With rapidly changing technology landscape, firms are resorting to restructuring…

Abstract

The case highlights the concern of involuntary attrition in Indian information technology firms. With rapidly changing technology landscape, firms are resorting to restructuring exercise resulting in job loss for middle-level professionals. The case focuses the spotlight on the grey area of employment laws and forces a rethink on the applicability of labor laws to the IT/ITES sector. The case encourages discussion on the lack of collectivisation in the industry. It also introduces the concept of self-directed learning as opposed to firm directed learning as essential to remain viable in the knowledge-based labour market.

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: 1 October 2011

Melodena Stephens Balakrishnan and Immanuel Azaad Moonesar

Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

Abstract

Subject area

Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

Study level/applicability

This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.

Case overview

ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.

Expected learning outcomes

Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.

Supplementary materials

Teaching notes.

Case study
Publication date: 2 September 2021

Oyvin Kyvik

The teaching case study is based on a (real-life) complex organizational and strategic context, and several bodies of literature may be used to interpret, analyze, explore and…

Abstract

Theoretical basis

The teaching case study is based on a (real-life) complex organizational and strategic context, and several bodies of literature may be used to interpret, analyze, explore and discuss alternative solutions. Among several relevant theoretical basis are (educational) leadership, strategy, institutional change, organization, practice orientation of education and organizational learning. The Instructors’ Manual gives suggestions as to how the case may be used in teaching and gives references to relevant literature.

Research methodology

The teaching case study is based on participatory action research. The narrative of the case is based on empirical observations in form of a research diary recording events, dialogues and discussion with colleagues and organizational leaders during a five-year period. The case study is based on real proceedings. But, the narrative is generic, and names are anonymized, and organizational contexts and events are disguised. Any similarities to real institutions are coincidental.

Case overview/synopsis

The case tells the story of Birk Grimson (PhD), a professional who returns to academia after many years of business practice in the private sector. He is struck by how different the work ambience is in academia and how bureaucracy and a rigid organizational structure seem to quell innovation, resulting in resistance to systematic learning, organizational development and strategic change.

Complexity academic level

The teaching case study is appropriate for business, organizational or administrative students at master’s, PhD level or executive education. For students with other disciplinary educational backgrounds (such as engineering, education or health care), some basic knowledge of organization and management or alternatively relevant experience is recommended.

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.

Case study
Publication date: 7 December 2018

Milind Chittawar and Srinivas Gunta

Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in…

Abstract

Supplementary materials

Teaching Note includes case synopsis, assignment/discussion questions, suggested readings, teaching plan, methodology, case analysis, what happened, references and data in exhibits.

Learning outcomes

Appreciating the role of process innovation in enabling growth; Understanding why replication is time consuming and not straight-forward; distinguishing formal and informal dimensions of coordination-mechanisms; Analyzing the differences in replication using template and principles.

Case overview/synopsis

Entrepreneurs desire to grow their businesses. They look for opportunities, in this case, when an opportunity came in year 2006, the entrepreneur successfully en-cashed. This lead to formation of a strategic business unit (SBU) that grew faster and also became role model. However the main SBU, for which the firm is known, continued past legacy. It is only when they found it difficult to grow, they decided to emulate. However, transition was not easy, it took much higher efforts. In the transformation, the older-SBU found that it is only inspiration, direction and fundamental principles that they can take from the newer-SBU. They have to fight their own battle and evolve solutions themselves. The older-SBU finally did succeed in the replication. The case experiences decision-making on template versus principle route to replication giving the participants enough exposure and thinking on the subject.

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.

Complexity academic level

For MBAs and working professional’s training.

Subject Code

CSS 3: Entrepreneurship

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 September 2015

Katri Kerem and Dietmar Sternad

This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011…

Abstract

Synopsis

This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011. A few years earlier the two founders had come up with an idea that in their opinion would revolutionize the process of media planning and buying for advertisers. They had noticed that the industry worked in an intransparent and inefficient way. Based on their own extensive experience in various internet ventures and following first consultations with key industry players they were confident that the market was ready for a self-service online media marketplace.

Research methodology

The (A) case focusses on the initial business idea and on the events before the launch of the internet platform. The case includes the entrepreneurs' concept, the main contents of the business plan, and the operational steps until the launch of the service on the market. The (B) case outlines the events after the launch of the online service, analyzes the possible reasons for the failure of the original business model and discusses potential strategic alternatives that are still open for the entrepreneurs.

Relevant courses and levels

The two-case sequence can be used for a 90-minutes session in marketing, entrepreneurship or strategic management courses in graduate and executive programs. The case is accompanied by an instructor's manual which also includes suggested assignment questions and proposed session plan.

Details

The CASE Journal, vol. 11 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 14 November 2011

Harit Palan, Anand Kumar Jaiswal, Jagdip Singh and Garima Sharma

Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge…

Abstract

Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge of doctors in semi-urban and rural areas, bridging the gap between diagnosis and treatment, and making available quality medicines at affordable prices. This case discusses the evolution of the Prayas model from its inception to its current state, and the company's business strategies around it. Cognizant of the success of Prayas, many competitors of Sanofi-Aventis are actively developing and implementing similar models. The company's top management team has to respond to the competitive threat.

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: 23 January 2020

Venkatesh Murthy and Jaganth G.

The case discussion will help the participants figure out ways the entrepreneur could handle problems such as labour shortage, demonetisation and customer retention and find…

Abstract

Learning outcomes

The case discussion will help the participants figure out ways the entrepreneur could handle problems such as labour shortage, demonetisation and customer retention and find possible strategies to overcome them.

Case overview/synopsis

MVR Leathers is a small-scale leather-processing unit located in Chennai. MVR was the brainchild of Venkat Raj, who started his career in 1982 as a casual labourer in an unrelated domain. His unwavering persistence helped him to become an independent entrepreneur by 2008. In achieving his dream to become an entrepreneur, Raj encountered many challenges and an equal number of new opportunities. Each time he faced a challenge, he met a new set of people who helped him. However, at times, the same people who had helped him once might throw him out of the scene. In brief, his struggle is never-ending. He keeps fighting to come back and find new avenues to success. A different set of challenges surfaced as he took charge of his firm as a sole owner. Once again, he countered those challenges with courage and grit. In doing so, he made full use of his experience.

Complexity academic level

The case can be used for discussions at the executive, postgraduate and undergraduate levels. Academic courses that address topics such as entrepreneurship, entrepreneurs, small-firm strategies, business environments, leather industry, leadership, human resource management and entrepreneurial journeys can use the case for classroom learning.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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