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Human resources management, international human resources management.

The case is suitable for undergraduate or graduate/training programmes specialised in international dimensions of HRM.

The study aims to evaluate the experiences of hotel employees at the Mandarin Oriental Bangkok's new employee centre. This centre, called the “O-Zone”, is an example of the hotel's commitment to the well-being of its staff. On a larger scale, it is an illustration of a method to maintain employee motivation and commitment in the luxury hotel industry. The case is particularly useful to investigate as the hotel has created a unique approach to employee well-being in a large urban setting where employees experience a stressful living environment, including long commutes. This is supported by studies in the literature which reveal that burnout and stress are important factors to consider for hotel employees.

The case study allows students to discover the following key learning points: an example of a well-being initiative for employees of a luxury hotel in the Thai context; an investigation of the need for employers in luxury hotels in Thailand to attract and retain talent; and an understanding of the use of incentives at work for employee motivation in the Thai luxury hotel industry.

Teaching notes are available; please consult your librarian for access.

“Starting up a new company” and “development of technology-based venture”.

The target audiences for this study are advanced business or non-business undergraduate students and MBA students taking courses of entrepreneurship, management of innovation and organization theory and design.

Yeayyy.com was a private limited company based in Bandar Baru Bangi, Selangor, a township located about 30 km south of Kuala Lumpur. It was founded by Mr Hazmin in early 2010 with a seed funding of RM150,000 (about US$50,000). By the end of 2014, its core businesses include developing mobile application (app), software and website, as well as conducting information technology (IT) training. The company had developed its own animation cartoon, Oolat Oolit, and had commercialized several mobile app inventions. These mobile apps include a Jawi (traditional Malay writing system) app, mobile games and Facebook apps which were compatible with most mobile operating systems. Since its inception, Yeayyy.com had aspired to follow the footsteps of the internationally acclaimed Malaysian home-grown animation production house, Les’ Copaque, which had produced the popular Upin Ipin series. Similar to Les’ Copaque, Yeayyy.com also planned to commercialize its in-house characters into TV series and to market related merchandises, along with its collaborative partner, CikuTree Studio. However, by the end of 2014, the company’s seed funding had depleted, thus forcing Mr Hazmin to strategize for the company’s future.

Understanding the process of entrepreneurship and technology-based venture development enables case analysts to apply the concepts in many situations involving business opportunities and company development.

CSS:3 Entrepreneurship.

International business.

Undergraduate level course in international business.

Two fellow students at the Wharton School at the University of Pennsylvania, Wen-Szu Lin and Joseph Sze, reconnected after finishing their MBAs and decided to launch a franchise together in China. The franchise they decided upon was Auntie Anne’s Pretzels. The company had experienced strong growth in Asia with over 85 stores in Thailand, 30 stores in Korea, 25 stores in Malaysia and 8 stores in Japan. Because of these successes, Win and Sze had forecast smooth sailing for their franchise in Beijing. However, things were not as smooth as they had expected. The first challenge was the impounding of their second shipment of pretzel mix for a few weeks. Other problems that they faced had to do with Lin’s inability to write Chinese, although he could speak the language, the lack of regulation of food and ingredients in China which led to their producing some poisonous products, and problems they had with their own employees. Lin and Sze were searching for ways to overcome the cultural and other challenges they faced in Beijing with their franchise.

At the conclusion of the case discussion, students should be able to identify the appropriate global strategy for Auntie Anne’s in China; identify whether Lin and Szu were intending to use a production orientation or the marketing concept in introducing Auntie Anne’s Pretzels into China; list and describe challenges the two entrepreneurs encountered in China; develop a list of actions that American businesspeople should follow in anticipating setting up a business in China; and outline a strategy for Lin and Szu to use in attempting to save the Auntie Anne Pretzel franchise in China.

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 5: International Business.

Entrepreneurship, Corporate sustainability, CSR, Supply chain.

Master's courses: Entrepreneurship, Strategic management.

In 2002, potential risks deriving from emerging normative demands in the CSR debate prompted Axel Springer (AS) to rethink their supply chain strategy for Russian wood. Being one of the first movers in CSR in the publishing business, AS realized that current practices could spark future public discussion that might put pressure on AS, a key player in these supply chains. In early 2002, AS and one of their main suppliers, Stora Enso, started a joint initiative to redesign the supply chain processes in two of the major Russian logging regions to improve their social and ecological performance. Sometime later, other major players in the publishing sector as well as critical reviewers from several non-governmental organizations (NGOs) were invited to participate in the design of the new voluntary sustainability initiative called “Tikhvin Chalna project”, the second phase of which was accomplished by the end of 2006.

Learn that organizations (specifically high-brand owners) are responsible for practices within their entire supply chains (social as well as environmental performance).

Explore proactive corporate sustainability, CSR strategies are market but also institutional driven; Strategizing involves forming and transforming the rules, norms and standard models of customers as well as institutions such as NGOs or governmental bodies. Whether the initiator of such strategy is successful in increasing or manipulating demands is dependent on its resources and capabilities as well as on its network position. The case supports students in understanding resources being used to successfully transform or create institutional arrangements.

Discover that the value of a business' relationships and its network position.

Teaching note, Video files

Leadership development for strategic impact in high growth export driven organization.

The case is suitable for second and final year students of a two year post graduate management programme (Master's level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures.

In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures.

This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes.

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

Business ethics, sustainability and economic development.

This case is suitable for both advanced undergraduate and postgraduate levels.

The case presents a pioneering initiative run by the Egyptian General Authority for Investment (GAFI) to mitigate the implications of the 25th of January revolution on SMEs. The case describes the “Business Clinic” program that was designed to provide SMEs with world class consultancy services through the CSR programs of large local and multinational consultancy firms.

The case should help students in: defining corporate social responsibility and describing its importance; describing the role of SMEs in economic development; identifying the different growth obstacles that face SMEs; relating theories in different managerial fields that could be linked to CSR and development; investigating the Arab Spring and describing its repercussions on economic development and sustainability; and illustrating CSR role in solving SME problems.

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 central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.

This case is based upon a combination of interviews with the protagonist, her staff and secondary research.

This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.

This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.

After the completion of this case study, students will be able to understand the importance of being close to local people when embarking on social business; understand that clear purpose and good decision-making can lead to great outcomes; and learn that innovation is crucial to ensure sustainability of both business and impact.

The case highlights the journey of Laiterie du Berger (LDB), a social enterprise in the agribusiness industry and the challenges faced as it expands and innovates. LDB’s roots lie in its commitment to social impact, aiming to uplift the Fulani livestock farmers and address socioeconomic issues. The company’s business model prioritizes people over profits, focusing on sustainable development and poverty alleviation. The LDB case showcases the challenges and opportunities in the agribusiness industry. LDB’s commitment to social impact, demonstrated through its support for farmers and sustainable farming practices, has been integral to its success. As the company expands and innovates, it faces critical decisions that require balancing financial growth with social responsibility. By embracing development, innovation and collaboration, LDB can continue to be a catalyst for positive change in the agribusiness industry while staying true to its roots and the principles that have defined its journey.

This case study is designed for bachelor’s and master’s degree students in the field of entrepreneurship and innovation, as well as MBA students. The case focuses on social entrepreneurship with the example of an agribusiness company located in Senegal, prioritizing social impact and quality of life. The case study explores the dynamics of the sector, including expansion strategy, innovation initiatives and the dilemma of balancing social mission and profit that social entrepreneurs may be facing. By analyzing this real-world situation of LDB, students will have the opportunity to enhance their decision-making skills.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

Intergenerational transmission is a paramount managerial and patrimonial issue. Although planning and governance tools are being developed and spread in business, the handling of emotions often remains the key to a successful process. It is within the framework of the paternalistic Moroccan society that we are led to question the psychology and emotions of the stakeholders in the transmission of this small services business.

Masters students in Family Business, Management Science, Entrepreneurship, Small Business Management.

After 19 years of existence, Moroccan Shipping is confronted at the beginning of 2010 to the issue of the sustainability of the family business. The founder directs his affair with an iron fist, and his sons, who were educated abroad, are determined not to get fooled. The father claims he wishes to be relieved from daily operations and handover part of his responsibilities to his second son. At the same time, the youngest doesn't feel like he fits in the present firm's configuration and is ready to quit.

This case study will lead users to work on several managerial dimensions of small family businesses in emerging economies. At first, the entrepreneur's traits might be highlighted, as they deeply affect the way the succession process may be handled. However, as the Middle East and North Africa (MENA) specificity, the Moroccan family system will be taken into consideration to better analyse both the incumbent and the successor behaviours. Management tools may then be discussed to help with the transfer of both power and ownership in family businesses.

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

In February 1991, the managers of this multinational specialty publishing company proposed to take the company private in a leveraged buyout (LBO). In addition to the ordinarily interesting features of the typical LBO, this transaction was the first to be denominated in ECUs and one of the few in which the managers provided all the equity financing. The tasks for the student are to value the company and evaluate the attractiveness of the transaction from the standpoints of seller, senior lender, mezzanine lender, and equity investor/manager. The case can be used to (1) exercise students' skills in valuing a highly leveraged company, (2) illustrate how deal structuring can mitigate potential agency problems, and (3) explore the problems and possible solutions associated with financing a global firm.