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This case describes the knowledge management (KM) initiatives at the level of a unit of one of the largest chemical companies in India. The unit, Tata Chemicals Ltd, Mithapur, has a unique knowledge base accumulated over generations of experiments, trials, and errors. It is in the midst of implementing a rejuvenation plan that has created opportunities for external knowledge assimilation and new knowledge generation. With details on the initiatives for knowledge collection, sharing, measurement of performance and the systems for rewards and recognition, the case provides an opportunity to the participants of a programme on Knowledge Management to analyze the initiatives and make recommendations for the future to the head of Knowledge Management function at the company. The participants would be able to map the realm of knowledge management in an organization and discern - how KM initiatives contributed to the transformation of the organisation from manufacturing centred mind-set to customer focused one.

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.

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.

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.

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.

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

Leadership, change management, knowledge transfer, quality, car manufacture, organisational culture, staff training and development.

This case study is intended for undergraduate courses on principles of management, cross-cultural management and organisational behaviour; postgraduate and MBA courses as above in addition to leadership studies and change management courses.

Globalisation inevitably led to attempts to transfer know-how and expertise to markets in different locations and cultures, where the particular organisation is willing to begin to operate. Hence, the need for understanding the conditions for successful knowledge transfer is especially important. The globalisation process in the Eastern bloc, which began in 1990, is a good example of knowledge transfer where the mutual meaning creation played a crucial role. This case study illustrates the process of international knowledge transfer between Western Europe and an emerging economy using the example of DAK Corporation and quality transfer to Poland. The case is especially useful for undergraduate and postgraduate students, including MBA students, studying general management as well as more specialised courses stemming from international management, for example, cross-cultural management and organisational behaviour. Since the material focuses on people management and development as well as organisational culture creation, current and future practitioners from the human resources department will find it particularly useful. Students considering a career in a multinational company can also use this case in their preparation for the challenges of operating in a global business environment.

These include: understanding of the process of international and cross-cultural knowledge transfer; identification of key cultural and organisational factors contributing to the success of international knowledge transfer; understanding of the organisational culture creation process; and exploration of the process of new staff development and training.

Teaching notes are available.

Strategic decision making in cooperation projects. The decision deals with the process of generating a strategy for R&D and technological innovation in developing countries, through international cooperation.

Students of programs of strategic management, business policy and management of international cooperation. Target courses include: strategic management seminars, international cooperation seminars, MBA.

The case shows the process carried out by a team led by Braulio Perez Astray, manager of the innovation department of the Foundation University of A Coruna (Spain) and Radhames Mejia, executive vice-rector of the Pontifical Catholic University Madre y Maestra (Dominican Republic) to design the strategy for R&D and Technological Innovation of the Dominican Republic. It describes the tasks and responsibilities undertaken in the INPOLTEC Project, the result of the international cooperation between Spain and the Dominican Republic. It included the involvement of the Administration of Government of both countries, the contributions of the scientific community and a significant sample of Dominican companies, as well as the advice of Spanish experts and technologists in the field of innovation and technology policy. The case arises from the position of Braulio Perez Astray, leader of the project. The objective of this case is to analyze the potential transfer of this experience to other countries in Central America and Caribbean.

The learning objective is to facilitate students to investigate the decisions in the strategic process in the field of innovation and to reinforce the focus of international cooperation as a mechanism for strategic support in stimulating the flow of knowledge in science and technology.

Teaching notes are available. Please consult the librarian for access.

The case study reflects issues and challenges in the fields of strategy, management, competitive intelligence and new organizational designs.

The case study is recommended for MBA and postgraduate courses in strategy, management, competitive intelligence and new organizational designs. The case can also be used in executive development programs focusing on business strategy and innovation.

It is 2009. LK Company has newly been established as lighting products manufacturer. Based in Thailand, the firm commences its business operations with an aggressive pricing strategy (low-cost products). At the time of the establishment and launch of operation activities, the market leader [an international multinational company (MNC)] has above 35 per cent market share, leaving LK with an initial 2 per cent market share. While the share of LK grew from 2 to 10 per cent in the past five years, competition in the industry nevertheless remains harsh. Companies are confronted with pressures to invest in the development of new energy-saving lamps, and in this context, LK's company executive board needs to make a strategic decision on which way to follow to sustain the business: shall this be with or without foreign MNCs.

Students will be able to better understand; analyze and assess the importance of resource management in highly competitive environments, as well as the importance of designing alternative growth strategies by identifying and assessing changes in the market/environment. They are introduced to characteristics of co-opetition strategies, advantages and disadvantages of co-opetitive business structures and impact of the choice of business partners over time.

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

The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.

In this case we describe the gradual transformation of India's largest private sector steel manufacturer Tata Steel that enabled it to win the coveted Deming Prize for quality. The case discusses how the company is able to maintain a relentless focus on meeting the customers' needs, sustain a culture for excellence in quality, build processes that empower the workers in taking decisions related to their area of work freely, instill leadership skills at all levels, and embed continuous improvement as part of their organizational culture.

In 2001 Accenture took the bold step of separating from its parent, Arthur Andersen. The new firm that emerged had a bright future ahead, but it also faced the challenge of building a new IT infrastructure that could support a global organization that consults on leading-edge technology. Accenture's CIO at the time, Ed Schreck, knew that becoming a master of your own trade was not an easy task. Frank Modruson, Schreck's successor and the person responsible for carrying forward the IT transformation challenge from 2002 on, had ambitious plans for the new technology infrastructure that was to replace Arthur Andersen's legacy systems. Difficult decisions had to be made. Should the firm continue with a decentralized approach to managing technology platforms, in which each country chooses its own IT platforms and has autonomy to run them? Or should the firm take a mixed approach, in which the same standard applications would run throughout the enterprise but would be managed independently by individual offices? Or should Accenture espouse a “one-firm” approach and boldly shoot for a centralized implementation of its most critical systems, with all its offices interconnected on the same “instance” of a software platform? Furthermore, should the firm retain its traditional conception of IT as cost center, or should it migrate to a scheme that recognizes IT as a service provision center that generates measurable value for the organization? These questions and many others drove Accenture's CIO team to undertake one of the most remarkable IT transformations in a global organization in recent years.

To understand best practices for transforming an IT infrastructure. To offer a step-by-step approach to rationalizing a billion-dollar-plus IT technology infrastructure. To understand the connection between strategy and architecture in delivering high performance for an organization. To understand organizational change strategies and approaches in dealing with complexity in very large companies.

The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights the increased competition and the consequent growth in the sector that drives the need for professionalisation. In order to remain competitively relevant, the owners, who were followers of Jainism, had realised that in their business, all other things being equal, a company with trained and engaged manpower had an advantage in the market and over competition. With this thought, the firm initiated a blended training program. While mapping the activities related to employee training with outcomes at different levels, it found that though the reported Return on Training Investment (ROTI) was good, the company was losing out on intangible factors such as employee engagement and the belief system that had traditionally held employees together. Current practices had to change, thereby leading existing members to lose the belief they held in the company. The turn of events put both the owners and the HR department in a dilemma over the entire transformation initiative.

Human resource management and organizational change.

Students on an introductory course on Human Resource Management or a specialization course of HRM such as change management and organizational development. This case study can be taught at the MBA level.

This case study can serve as the base for understanding and identifying the various characteristics that relate to revolutionizing HR functions with the help of digitalization. It can also be elaborated further to include the challenges that a company has to face after it decides to establish IT software based on operations. This case is an evolutionary story of a large-scale Pakistani company, Pak Electron Ltd. (PEL) which has been in operation for almost 60 years. The top management decided to move from a traditional administrative system towards setting up an HR department for the first time. The case states the salient features of the traditional administrative system, issues faced by the company in the setup of a new HR system and digital HR system along with the employees’ views and perceptions on these systems.

Students are expected to learn the following: the various characteristics of a paper-file based traditional administrative system; the various features of an IT-based modern HR system; the decision background and basis for making the switch to the new contemporary HR system; and the reaction of employees against changes in organizational systems.

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: 6: Human Resource Management.