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Case study
Publication date: 1 May 2008

Karl A. Hickerson, David J. O’Connell and Arun K. Pillutla

This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes…

Abstract

This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement.

The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor's Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.

Details

The CASE Journal, vol. 4 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 September 2021

Mokhalles Mohammad Mehdi, Sandip Rakshit and Jelena Zivkovic

• Identify challenges of operating a start-up business. • Understand the social enterprise and role of gender (women entrepreneurship). • Assess the responsibility of unskilled…

Abstract

Learning outcomes

• Identify challenges of operating a start-up business. • Understand the social enterprise and role of gender (women entrepreneurship). • Assess the responsibility of unskilled women entrepreneurs and the challenges faced by them. • Describe business and marketing strategies adopted in market segmentation and product promotion. • Discuss strategies adopted to sustain a small business.

Case overview/synopsis

Yola EcoSentials (YES) was a social enterprise originated from the American University of Nigeria, Yola, capital city of Adamawa, Nigeria. It was established in September, 2012. It started with the mission to improve the environment, reduce waste and empower women. It engaged in production of hand bags, wallets, table mats and iPad bags from the recycled waste items such as nylons. YES was founded and spearheaded by Charles Reith (Chief Executive Officer). YES faced certain major challenges in expanding its business, namely, maintenance of quality products and accountability of business operations including personal income savings plan and source of new customers. Moreover, YES was having a serious concern of project sustainability because of the availability and division of insufficient raw materials to operate their business. To overcome these challenges, in December 2016, YES planned to devise its growth strategy to operate their business run by local women in Yola, Nigeria.

Complexity academic level

Undergraduate and graduate early stage programme.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2011

John Luiz, Amanda Bowen and Claire Beswick

Sustainable development; business, government, and society.

Abstract

Subject area

Sustainable development; business, government, and society.

Study level/applicability

The case is designed to be taught to students at MBA and MA level.

Case overview

In February 2009, Justin Smith, manager of the good business journey at Woolworths, a leading South African department store, was a worried man. Woolworths had launched its five-year sustainability strategy just under two years before. After undertaking an impact assessment, Smith was concerned that the original targets – which covered transformation, social development, the environment and climate change – had been set without a clear understanding of exactly what it would take to achieve them. Woolworths had recently identified ten key risk areas that impacted on the achievement of its original goals. If the sustainability goals were not reached, Woolworths could lose credibility among its shareholders, staff, and consumers. What did Woolworths need to do to ensure that it achieved its sustainability goals? And had the company been too ambitious in the targets it had set initially, he wondered?

Expected learning outcomes

To examine the differences, if any, between sustainable development in South Africa and other developing nations and sustainable development in developed nations; to impart an understanding of sustainability in its broadest sense; to investigate the challenges in implementing sustainability strategies in business; to look at ways of measuring the success of sustainability strategies; and to explore whether and how sustainability strategies should differ across industry sectors and across companies.

Supplementary materials

Teaching notes.

Details

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

Keywords

Case study
Publication date: 15 December 2023

Minnette A. Bumpus

The case was developed from secondary sources. This descriptive case was classroom tested in undergraduate organizational behavior courses.

Abstract

Research methodology

The case was developed from secondary sources. This descriptive case was classroom tested in undergraduate organizational behavior courses.

Case overview/synopsis

The 94th Academy Awards ceremony, which honored movies released in 2021, was held on March 27, 2022, at the Dolby Theater in Hollywood. Prior to Chris Rock announcing the winner in the category of best documentary film, Rock was assaulted on stage by Will Smith. On April 8, 2022, the Academy’s board of governors met to discuss disciplinary actions for Smith’s behavior. The Academy’s board decided to ban Smith from all Academy events for the next 10 years. Theories of individual behaviors and social processes can provide explanations for behaviors of Chris Rock, Will Smith, the producers and the Academy.

Complexity academic level

This descriptive case is most appropriate for undergraduate-level organizational behavior courses. The primary topics in this case align well with individual behaviors relative to emotional intelligence (EI) and motivation. The secondary topics in this case align well with social processes relative to decision-making, conflict and culture.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 2 January 2018

Christina Sue-Chan and Kelly Fisher

This case presents the leadership challenges that Chief Petty Officer Amanda Smith navigated as the first woman assigned to lead a Flight Line work center at NAS Ionian, an…

Abstract

Synopsis

This case presents the leadership challenges that Chief Petty Officer Amanda Smith navigated as the first woman assigned to lead a Flight Line work center at NAS Ionian, an organization that was characterized by a culture of “hegemonic masculinity.” Failure to effectively lead the work center could have catastrophic consequences, including death of service personnel. Flight Line work centers, located in naval air stations throughout the world, serviced the air operations of aircraft carriers of the US Navy and provided allied air support. The assignment was a test of Smith’s leadership because the NAS Ionian Flight Line had experienced a spate of misconduct by personnel and had failed important maintenance inspections. Chief Smith was tasked to improve the morale and performance of the work center’s sailors who had diverse personal and professional backgrounds. She was also directed to ensure that the work center passed important maintenance inspections despite the challenges of dealing with subordinates, rank peers, and senior officers who had never previously worked with a woman in her role.

Research methodology

The case study is based on primary data collected from the protagonist, a.k.a. Amanda Smith. The primary data are supplemented with secondary data from published sources. The names of the air station and the protagonist have been altered to protect the identity of individuals in the case.

Relevant courses and levels

The case is applicable to senior undergraduate courses in HRM performance or talent management, training and development as well as in MBA or other Master’s level courses in management, industrial-organizational psychology, organizational behavior and leadership.

Theoretical bases

The case deals with leadership style (e.g. Initiating structure – organizing work, giving structure to the work context, defining role responsibility, scheduling work activities; consideration – building camaraderie, respect, trust, and liking between leaders and followers); organizational culture; diversity management; power and influence; and performance management.

Details

The CASE Journal, vol. 14 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 1 May 2006

Susan K. Williams, Joe S. Anderson, Jack Dustman and Scott D. Roberts

TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of…

Abstract

TASER International, Inc. is one of the world's leading less-lethal weapons manufacturers and distributors. The case begins with a dramatic moment as the President and CEO of TASER International become aware of a highly critical article in Barron's. The article questions the legitimacy of their high stock price and casts doubt on their continued ability to grow. The case presents the company's counterarguments to the critical Barron's article, and asks for alternatives for TASER's next move into the relatively untapped consumer market with a new consumer-oriented product, the TASER X26C. The case resulted from lengthy in-person, email, and phone interviews with TASER's President, Tom Smith. In addition, the company and its products have been well publicized in the national business press and in the local newspapers. Further, product details and other information on TASERs and other less-lethal weapons has been published in numerous police and military sources. Finally, TASER International's website has been a rich source of supplemental information to support the writing of the case.

Details

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

Case study
Publication date: 1 January 2011

Harold Harlow

International strategy; finance; corporate innovation and technology management.

Abstract

Subject area

International strategy; finance; corporate innovation and technology management.

Study level/applicability

MBA/MA.

Case overview

This case's subject is global/international strategy and how investment decisions are made to enter new markets by global companies such as Vodafone Group Plc. The case follows the executive team that is assigned the task of recommending a course of action to invest in various mobile telephony businesses globally and how to set the criteria and strategy for investing.

Expected learning outcomes

The case targets graduate students in MBA and technology management programs and can be used in courses in Global Business, Strategy and Policy, Finance, Corporate Innovation and Technology Management. The learning outcomes are expected to be a clearer understanding of the broad political, technical, economic and socio-legal issues to be addressed as well as the firm level strategies employed by transnationals to expand into developing countries.

Supplementary materials

The case includes teaching materials as well as financial statements, explanations of technologies and demographic data for use in analysis.

Details

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

Keywords

Case study
Publication date: 27 May 2022

George L. De Feis and Donald Grunewald

Later in the discussion, the options for long run strategy in dealing with a possible takeover offer and other strategic options can be discussed by the class. Lack of familiarity…

Abstract

Theoretical basis

Later in the discussion, the options for long run strategy in dealing with a possible takeover offer and other strategic options can be discussed by the class. Lack of familiarity by students with the role of the outside potential acquirer of the camp (in this case, a hotel chain) and the lack of familiarity with the role of an investor who is a family investor, who may wish to sell stock and use the proceeds for another purpose, or a small investor who invests because he or she uses the camp and takes advantage of the stockholder’s discount will probably preclude role playing, except in executive MBA classes where students have sufficient experience in possible takeover situations or in investment management, Emphasis should probably be placed on discussing the major issues, such as social and cultural issues and on marketing and public relations issues and on financial issues, including the options available in the event of a possible takeover effort. All of these issues are impacted fully by the COVID-19 pandemic.

Research methodology

Instructors will need to play an active role in teaching this case. It is recommended that the instructor give a short lecture or discussion at the beginning as to how a camp such as Camp Teddy functions. The authors recommend that the instructor then begin the case discussion by asking students questions about such issues as social and cultural issues and marketing and public relations issues.

Case overview/synopsis

Camp Teddy is a seasonal camp for families in rural Connecticut adjacent to New York City and suburbs in New York and Connecticut. It is technically a for-profit organization but operates more like a nonprofit organization because many of the campers own shares and have used the camp sometimes for several generations. The camp has traditions that are liked by many of the shareholders and campers. Although net income has increased in the past year, there does not seem to be enough funds to support necessary capital expenditures to improve facilities for the future. The largest stockholder has recently died. His immediate heirs’ control 300 of the 1,000 shares and other family members control 400 shares with the remaining 300 shares in the hands of small shareholders, many of whom use the camp each summer. A large hotel chain is interested in possibly acquiring the camp through a buyout or perhaps a hostile takeover, with a potential large gain to shareholders. The board of directors must consider a number of issues to insure good occupancy of the camp in the future and must decide what to do about a potential takeover attempt.

Complexity academic level

This case can be used in several courses, including investment management, hospitality management, corporate finance and business strategy. There are ethical and societal issues in the case, so that the case might also be used in courses looking at business, environment or business ethics. The case is best used at the graduate level, but it might be suitable for some advanced undergraduate courses.

Details

The CASE Journal, vol. 18 no. 5
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 7 February 2019

Peter Moran, Daniel Han Ming Chng and Liman Zhao

Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in…

Abstract

Learning outcomes

Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations.

Case overview/synopsis

The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China.

Complexity academic level

It can be used with MBAs, EMBAs and senior executives.

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: 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

David Austen-Smith, Adam Galinsky, Katherine H. Chung and Christy LaVanway

Dove and Axe were two highly successful brands owned by Unilever, a portfolio company. Dove was a female-oriented beauty product brand that exhorted “real beauty” and not the…

Abstract

Dove and Axe were two highly successful brands owned by Unilever, a portfolio company. Dove was a female-oriented beauty product brand that exhorted “real beauty” and not the unachievable standards that the media portrayed. In contrast, Axe was a brand that purportedly “gives men the edge in the mating game.”□ Their risqué commercials always portrayed the supermodel-type beauty ideal that Dove was trying to change. Unilever had always been a company of brands where the consumer knew the brands but not the company, but recently there had been the idea to unify the company with an umbrella mission for all of its brands. This would turn Unilever into a company with brands, potentially increasing consumer awareness and encourage cross-purchases between the different brands. However, this raised questions about the conflicting messages between the brands' marketing campaigns, most notably between Unilever's two powerhouse brands, Dove and Axe. The case begins with COO Alan Jope anticipating an upcoming press meeting in New York City to discuss Unilever's current (i.e., 2005) performance and announce Unilever's decision to create an umbrella mission statement for the company. This case focuses on the central question of whether or not consistency between brand messages is necessary or inherently problematic.

The Unilever's Mission for Vitality case was created to help students and managers develop an appreciation for how the values underlying a marketing campaign can affect and alter an organization's culture. The case focuses on how two products and marketing campaigns that express conflicting underlying values (as reflected in the Dove Real Beauty and the Axe Effect campaigns) within the same corporation can give rise to a number of unintended organizational and marketing complications.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

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