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Case study
Publication date: 1 October 2011

Joseph Khoury and Luciano Barin-Cruz

Sustainable development (in under-developed rural communities).

Abstract

Subject area

Sustainable development (in under-developed rural communities).

Study level/applicability

Bachelor's degree.

Case overview

The case follows six young adults from Quebec, who are mandated with a three-month agro-environmental project in the fight against desertification and poverty, in Kamaka, a village in the Sahel region of Mali. The project's central element is the development of a community garden that would ensure the diversification of the community's nutritional diet, and the rehabilitation of the environment. The mandate also consists of various environmental awareness workshops pertaining to efficient energy consumption, composting, and solar food drying techniques. The project, in its fourth year of collaboration between the Quebec organization and their local Malian partner, does not seem to have been yielding the desired results. The team is faced with the challenges of understanding the opportunities and limitations of the project so that they can try to succeed where previous teams have failed; while overcoming the organizational and logistical shortfalls that they faced prior to the start of their work, as they simultaneously struggled to adapt to their totally new context.

Expected learning outcomes

How to prepare for, approach, and carry out local community development projects – environmental and/or social – in under-developed regions such as Mali. Mainly, how to create a shared vision with the concerned community; build an effective multi-stakeholder network; and ultimately co-create sustainable value (as per the proposed Senge model).

Supplementary materials

Teaching notes and short documentary online link.

Case study
Publication date: 20 November 2023

Adrian David Saville, Mluleki Shongwe and Amy Fisher Moore

On completion of the case study, students will understand the following learning objectives: the characteristics of quantitative easing (QE) and when it may be appropriate to…

Abstract

Learning outcomes

On completion of the case study, students will understand the following learning objectives: the characteristics of quantitative easing (QE) and when it may be appropriate to implement QE; how QE differs from a conventional bond purchasing programme; the impact of direct financing of the fiscus by the central bank on its independence; how the macro-economic and political environments affect and influence national economic policy; the difference between traditional and unconventional monetary policies and potential implications for an economy like South Africa. The learnings from this case study can be used in other global economic environments, particularly in emerging markets. This case study provides valuable insights into decision-making, institutional independence, policy coordination, deficit financing, causes and consequences of price inflation, risks relating to monetary instability and the correct application of monetary policy.

Case overview/synopsis

After the announcement of the COVID-19-related lockdown in March 2020 and the subsequent slow-down of economic activity in South Africa, the South African Reserve Bank (SARB) had to consider appropriate macro-economic tools to ensure both price and financial stability in South Africa. The macro-economic policy tools had to be considered in light of the South African economic context, which included acknowledgement of South Africa’s debt crisis and slow economic growth. The central bank responded by introducing the following measures: reducing interest rates to a record low of 3.5% to give consumers financial relief and to promote spending in the economy; purchasing government bonds in the secondary markets to stabilise financial markets; facilitating the loan guarantee scheme that was aimed at providing financial relief to small- and medium-sized enterprises; relaxing the capital and liquidity adequacy requirements that commercial banks are required to meet; and ensuring availability of liquidity to banks through facilities such as the weekly repo auctions. However, despite introducing these interventions, the SARB faced calls from politicians, analysts and academics to do more. Various commentators argued that the SARB could introduce QE and directly finance government spending by purchasing government bonds. Some commentators argued that the reluctance of the SARB to pursue these suggestions was a result of the close alignment and relationship between the SARB and National Treasury. The dilemma faced by Governor Lesetja Kganyago of the SARB was threefold, namely, whether it was appropriate for the central bank to pursue the initiatives and, if so, whether the bank could pursue them without compromising its independence, and if the introduction of those initiatives would not adversely affect the ability of the central bank to fulfil its mandate of price stability and financial stability. In this regard, the governor and his executive team were required to consider the long-term implications of introducing the initiatives on consumer price inflation, independence of the SARB and the appropriate use of monetary policy tools to fulfil the central bank’s mandate. But the question was: What policies should the governor favour?

Complexity academic level

This case study is based on various macro-economic theories. Therefore, it would be useful to teach this case study in macro-economic courses in the following programmes: master’s in business administration, bachelor of commerce, bachelor of economic sciences and business science studies, as well as on executive education programmes, which consider macro-economic policy. In general, students who undertake economics, business and general management, finance, legal, commerce and banking studies could learn from this case study.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 18 June 2019

Kavitha Ranganathan

This case chronicles the events in the life of a security guard who would like to enroll his five-year-old daughter in a private school under the Right to Education Act (RTE)…

Abstract

This case chronicles the events in the life of a security guard who would like to enroll his five-year-old daughter in a private school under the Right to Education Act (RTE). Section 12(1)(c) of the RTE Act mandates that private schools reserve at least 25% of their seats for children from marginalized and economically weaker sections of society. This case can be used for classroom discussion in a course that deals with e-governance, ICT for Development or Technology deployment/digital service delivery in developing countries. It helps students think of an evaluation framework for assessing an e-governance solution for the disadvantaged and use the framework to critically assess the Gujarat government's digital solution for the RTE programme.

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: 17 March 2021

Melissa S. Prosky

This case study draws on interviews conducted with officials from the Rhode Island Department of Environmental Management (DEM), City of Woonsocket and Town of North Smithfield…

Abstract

Research methodology

This case study draws on interviews conducted with officials from the Rhode Island Department of Environmental Management (DEM), City of Woonsocket and Town of North Smithfield. Additionally, it pulls from relevant legal documents, recordings and minutes from meetings of the Woonsocket City Council and North Smithfield Town Council, City Council resolutions, state legislation and local press coverage.

Case overview/synopsis

From 2012–2017, the communities of Woonsocket and North Smithfield engaged in a protracted dispute concerning wastewater disposal. For 30 years, the two jurisdictions had maintained a signed service agreement. Following its expiration; however, Woonsocket imposed a new host fee on North Smithfield. Woonsocket needed to upgrade the facility to comply with mandates from the RI DEM. Over the next five years, leaders from both jurisdictions vociferously fought over the new fee. At the same time, leaders within communities experienced their own divisions. This case study highlights the challenges that decision-makers faced in both communities.

Complexity academic level

This case is appropriate for graduate and executive level courses in environmental policy, communication and leadership.

Details

The CASE Journal, vol. 17 no. 1
Type: Case Study
ISSN:

Keywords

Abstract

Subject area

Project structuring.

Study level/applicability

The case can be used for MBA, Executive MBA, Faculty Development Program (FDP) and Management Development Program (MDP) to introduce them to the selection of procurement method, concept of value for money and project structuring in the context of the education sector.

Case overview

Saryu Secondary Schools of Excellence Samiti (SSSES) functioned under the chairmanship of the Minister of Human Resource Development and was running 584 Saryu Secondary School of Excellence (SSSE) as of March 15, 2013. SSSE were focused on providing quality education to poor children, primarily from rural areas. In January 2013, SSSES was given a mandate to open 75 additional schools within one year and 500 schools within five years in rural and semirural areas to meet the demands of secondary education in India.

The Managing Director of SSSES, was preparing for the meeting to be held on March 31, 2013 to discuss various options for development of the mandated schools including involvement of private player under the Private Finance Initiative (PFI) model.

Expected learning outcomes

The case introduces the participants to the challenges in the education sector including public delivery system, poor economic status of students, selection of appropriate procurement method (public delivery versus buying of service from private sector) and project structuring issues. Specific objectives are: introduce participants to the challenges of delivering education services; establish the benefit of PFI in social infrastructure domain and introduce the participants to the concept of value for money; identify risks and returns under various structures; and impress on importance of non-commercial issues which may shape a project.

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: 26 September 2023

Gaurav Kumar and Anjali Kaushik

After studying and analysing this case, students would be able to evaluate and understand the importance and need of an infrastructure sector in a country, its inherent risks and…

Abstract

Learning outcomes

After studying and analysing this case, students would be able to evaluate and understand the importance and need of an infrastructure sector in a country, its inherent risks and scope of infrastructure investment and financing in India – National Infrastructure Pipeline and the important role of Non-Banking Finance Company’s (NBFC) vis-à-vis banks in infrastructure financing in India; critically analyse and recommend alternative decisions in a business problem situation using multi-criteria decision analysis, which is a tool used for business portfolio analysis; understand and evaluate the corporate portfolio management (CPM) tools used for an optimum portfolio mix to turn around companies; identify and suggest an optimum portfolio mix to turn around a finance company using CPM assessment applied to Pidun matrix; and recommend operational and strategic levers for successful turnaround implementation by using the integrated canvas on turnaround.

Case overview/synopsis

On 10 May 2020, in New Delhi, India, J. Ray took charge as a full-time director of an Indian Non-Banking Finance Company – Infrastructure Finance Company (NBFC-IFC). The NBFC-IFC of the Indian Government extended long-term financial assistance to infrastructure projects in India. During the financial year (FY) 2017–2018 till FY 2019–2020, the company suffered substantial losses to the tune of US$13.7bn, with profitability experiencing a notable decline – return on assets at a negligible 0.11% and return on equity of only 0.68%.

The NBFC-IFC had a declining yield on advances at 7.05%, net interest margins (NIMs) of 2.08% against a high cost of borrowing at 7.66%, a declining loan book (by 4.35%) of US$336.27bn and a fast-deteriorating asset quality with highest ever non-performing assets (NPAs) at 19.70% of its loan book. Such financial parameters, compared with that of the industry average of banks and finance companies, meant that the NBFC-IFC Ray had taken over was fast bleeding and was on the brink of being declared a sick company. In comparison, private and other government players had profitable and much healthier financials, and Ray felt that there was a need for improvement. To make things worse, Ray got to know that the Indian Government was in the final stages of setting up a new development finance institution focused on long-term infrastructure financing in India. Ray realized the question was not only of the NBFC-IFC remaining relevant but also of its existence in the fast-evolving sector. Ray wondered what could his his integrated canvas be for a turnaround strategy that could include effective management of an optimal portfolio mix.

With a healthy capital-to-risk (weighted) assets ratio of 30.85% and a satisfactorily improved net worth of US$103.1bn, in the given Reserve Bank of India regulatory provisions for the NBFC-IFC including restrictive exposure norms and NBFC-IFC’s operational mandate prescribed by the Indian Government, Ray had to shift the product and sectorial investment of the NBFC-IFC to reduce the NPAs, increase loan book size and improve the yield of advances and its NIM to effectively turn around the company’s profitability. Ray realized that he needed his team to evaluate and select a product and sector strategy for this change.

Complexity academic level

The present case of financing investment in infrastructure is interesting for implementation in developing economies because a lack of infrastructure is a common problem and there is a necessity of achieving a more developed infrastructure system to support accelerated economic growth in these countries. This case can be used in elective courses on corporate finance strategy and corporate portfolio management for infrastructure finance companies. This case can be taught in elective courses in post-graduate and MBA programs. This case can also be included in management development programs (MDP), executive MBA programs and executive-level courses that have subjects such as corporate finance strategy, corporate portfolio management and strategy management that focus on turnaround strategies including portfolio management for banks and finance companies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 9 May 2023

Cecilia Malila, Preeya Daya and Geoff Bick

This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:

Abstract

Subject area of the teaching case:

This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:

  • Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote

  • Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations

  • Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business

Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote

Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations

Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business

Student level:

The primary audience for this teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes.

Brief overview of the teaching case:

This case deals with a public-sector entity that collects taxation revenue for the South African government. In 2020, the operations of this public entity are severely affected by the Covid-19 pandemic. The mandatory shift of the workforce from in-office to a remote work-from-home set-up, results in the entity switching to a hybrid work model in order to achieve its goals as an essential service. Protagonist Dr Zanele Twazi, executive head of the public entity's research department, is tasked by the commissioner to conduct a review on the hybrid work model. As the commissioner is also in the process of reviving the organisational culture to regain public trust following multiple corruption scandals, the pandemic adds to this pressure. Dr Twazi must share employee feedback on the remote work option. Meanwhile, the leadership team has to decide if the work model will serve this public entity in achieving its strategy, and from an organisational culture viewpoint, if it is the best fit for the future.

Expected learning outcomes:

The key learnings from this case include the following:

  • Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.

  • Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.

  • Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.

Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.

Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

Details

The Case Writing Centre, University of Cape Town, Graduate School of Business, vol. no.
Type: Case Study
ISSN: 2633-8505
Published by: The Case Writing Centre, University of Cape Town, Graduate School of Business

Keywords

Case study
Publication date: 2 September 2011

Saral Mukherjee, G Raghuram and Chetan Soman

ACC Limited, under Project 30-30, had targeted to produce and sell 30 million tons (mt) of cement in the year 2011. In May 2011, the Head of Central Logistics had found the target…

Abstract

ACC Limited, under Project 30-30, had targeted to produce and sell 30 million tons (mt) of cement in the year 2011. In May 2011, the Head of Central Logistics had found the target of the project to have become increasingly difficult to achieve. He believed that to sell 30 mt of cement, 30 mt had to be transported, thereby, advancing the role of the logistics function from that of a mere facilitator to a critical actor. As possible opportunities to increase sales, issues at the Bulk Cement Corporation (India) Limited (BCCI), and the plant at Wadi are being discussed in the case. The head of BCCI had raised concerns about the decreased logistical capacity of BCCI post a mandate from the Indian Railways on transporting 58-wagon rakes against 41-wagon rakes. A common belief was that with more wagons per rake, the quantity transited from Wadi would be higher. However, this was not the case and a capacity addition was being proposed. The President of Wadi Cluster had expressed that as an effort to reduce the transit time between Wadi and BCCI, priority was given to loading for BCCI. Though an improvement was observed with the introduction of 58 wagons per rake, Wadi was facing issues. This had affected Wadi's ability to serve other markets. The focus of the case is on analysing the options being considered by ACC to increase market presence, logistics capacity at BCCI, and the overall throughput at Wadi.

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: 27 May 2011

Vijaya Sherry Chand

Dr. Narendran, Director, Indian Medicine (Siddha) College, has been requested by the Head of the College's Pharmacology Department to ensure intellectual protection for, and…

Abstract

Dr. Narendran, Director, Indian Medicine (Siddha) College, has been requested by the Head of the College's Pharmacology Department to ensure intellectual protection for, and commercialisation of, a formulation that he had developed for coronary atherosclerosis. Such a request has been made for the first time in the College, and the Director has to decide how it fits into the educational and research mandate of the College. He also has with him a brief market study of the formulation's potential.

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: 8 December 2023

Maya Vimal Pandey, Arunaditya Sahay and Abhijit Kumar Chattoraj

The objective of writing this case study is to allow management students to engage with the complexities of mergers and acquisitions (M&As) in the insurance sector in an emerging…

Abstract

Learning outcomes

The objective of writing this case study is to allow management students to engage with the complexities of mergers and acquisitions (M&As) in the insurance sector in an emerging economy like India. Upon completion of this case study, the students will be able to critically evaluate the business environment of the insurance sector of a developing economy like India, analyse the impact of M&As on the insurance industry of India, appraise the post-merger consequences and strategies to deal with these consequences, assess the applicability of market power and growth theories in the context of M&As and develop a strategic action plan for handling post-merger challenges.

Case overview/synopsis

On 3 September 2021, the Insurance Regulatory and Development Authority of India (IRDAI) approved the “Scheme” related to the merger of the non-life insurance division of Bharti AXA General Insurance Company Limited (“Bharti AXA”) with ICICI Lombard General Insurance Company Limited (“ICICI Lombard”). Earlier, on 21 August 2020, the boards of the companies had approved entering into definitive agreements through a scheme of arrangement. The merger received approvals from different regulatory bodies as mandated (Gandhi et al., 2023). Bhargav Dasgupta, managing director and Chief Executive Officer of ICICI Lombard, stated, “This is a landmark step in the journey of ICICI Lombard, and we are confident that this transaction would be value accretive for our shareholders” (FE Bureau, 2020). However, the merger posed a dilemma for Dasgupta and the management regarding crop insurance owing to its impact on profitability. Crop insurance historically had high claim ratios nearing 135% for ICICI Lombard for financial year 2018. The company ceased to underwrite this product from 2019 onwards (TNN, 2019). However, ICICI Lombard had to fulfil the three-year commitment made by Bharti AXA to the state governments of Maharashtra and Karnataka towards crop insurance. It was a scheme initiated by the Government of India, covering farmers against losses due to cyclonic rains, rainfall deficits and other unforeseen calamities. Dasgupta faced a challenge in managing the interests of the farmers and the company’s shareholders while balancing profitability, which had already been impacted by the COVID-19 pandemic. This case study delves into post-merger complexities in the financial sector non-life insurance industry in emerging countries like India.

Complexity academic level

This case study is suitable for undergraduate and post-graduate management students and executives from the insurance industry.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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