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Case study
Publication date: 3 March 2023

Anshuman Rath and Sumita Mishra

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business…

Abstract

Learning outcomes

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business that may require the company to formalise its HR practices; 3. create recruitment and selection-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals; 4. create training needs identification and evaluation practices for HR 2.0 using appropriate models and theory to aid the company meet its business goals; and 5. create performance planning and review-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals. The case helps students objectively assess HR practices related to three core verticals – recruitment and selection; training; and performance management systems. It also enables them to reassess these practices with the help of specific metrics and models.

Case overview/synopsis

Precision Engineering was a manufacturer of machined metal components in the Indian automotive components industry. It had been a family-run business since its inception in 1995. Precision was awarded the prestigious Automotive Component Manufacturers of India award in 2020 for excellence in HR. Ms Sakshi Kapoor, General Manager of Innovation, was ecstatic at the receipt of this award. She, however, was thoughtful about the informal human resource (HR) practices at the company. The top management had announced an aggressive growth plan and advised Ms Kapoor to leverage HR practices to facilitate these plans. Recruitment and selection, employee training and performance management systems needed to be formalised on a priority basis to strategically aid the future business agenda at Precision. Ms Kapoor faced the challenge of preparing the roadmap of HR 2.0 while preserving the employee-centric beliefs at Precision. The case initiates a discussion to achieve this goal by adopting suitable HR metrics and models.

Complexity academic level

It should be taught in the core course on Human Resource Management for first-year Masters in Business Administration (MBA) students. Alternatively, it could be used in elective courses such as Strategic Human Resource Management, Training and Development and Performance Management Systems for second-year MBA students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 November 2018

Baljeet Singh and Kushankur Dey

The paper aims to understand the process of transfer of agricultural technology, which comprises incubation of the technology business, valuation, evaluation, licensing and…

Abstract

Learning outcomes:

The paper aims to understand the process of transfer of agricultural technology, which comprises incubation of the technology business, valuation, evaluation, licensing and commercialization, to examine various dimensions of the process of technology transfer and the effectiveness of transfer object use criteria, to explore ways of sustaining incubation and commercialization through an autonomous unit responsible for technology transfer, to peruse the role of agribusiness incubators in creating an effective agri-entrepreneurship eco-system and to study the factors that promote or inhibit the sustainability of business incubators in an academic or research institution setting.

Case overview/synopsis:

An innovative technology for production of liquid bio-fertilizers was developed and nurtured to market levels by Anand Agricultural University (AAU), a State Agricultural University in Gujarat. The technology for production of liquid bio-fertilizers, developed during 2009-2010 to 2013-2014 was licensed to some of the state public and private sector undertakings under the World Bank-financed National Agricultural Innovation Project (NAIP) implemented through Indian Council of Agricultural Research (ICAR). For commercializing the technologies from the University, a Business Planning and Development (BPD) Unit was set up at AAU along the lines of a technology transfer office, under the aegis of NAIP during later part of 2009. The NAIP funding from World Bank for BPD Units ceased in June 2014 with closure of the project. With funding no more available, Rajababu V. Vyas, a research scientist at the Microbiology and Bio-fertilizer Department of the University and Head of the BPD Unit, had serious concerns about the BPD unit’s sustainability, as well as sustaining the process of technology transfer from the University.

Complexity academic level:

Anand Agricultural University (AAU), a state-run university in Gujarat, developed and incubated a technology to produce liquid biofertilizer, licensed the technology and marketed its product through a few state-run and private fertilizer firms. The technology was developed between 2009/2010 and 2013/2014 as part of the National Agricultural Innovation Project of the Indian Council of Agricultural Research with funds from the World Bank. A unit to incubate agri-businesses, referred to as Business Planning and Development Unit (BPDU), was set up in late 2009 to expedite the process of technology transfer from AAU to agribusiness firms. Rajababu V. Vyas, a research scientist at the Microbiology and Bio-fertilizer Department of the university, was concerned about the unit’s sustainability, because funding from the World Bank had ceased from June 2014, and wondered how to sustain the transfer of technology from the laboratory to the field in the light of the data available to him.

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

Entrepreneurship

Details

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

Keywords

Case study
Publication date: 19 October 2012

Dorota Joanna Bourne

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

Abstract

Subject area

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

Study level/applicability

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.

Case overview

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.

Expected learning outcomes

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.

Supplementary materials

Teaching notes are available.

Case study
Publication date: 15 February 2024

Efe Ünsal

Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is…

Abstract

Learning outcomes

Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is an ongoing debate between scholars on whether leaders are lonely at the top or not. Leaders might feel lonely because of the great responsibility and exhaustion related to the role. Social support from the leader’s network helps to cope with the loneliness. Thirdly, work motivation and job satisfaction have an impact on employee performance. A leader should pay attention to these concepts for higher organizational performance.

Case overview/synopsis

In the early 2020s, the world of Turkish football met a new leader: Hakan Karaahmet, the club president who led Giresunspor’s rise to the Turkish Super League. In the summer of 2020, Karaahmet was elected as the president of Giresunspor, which is the most popular football club in Giresun, a small city in Turkey on the Black Sea coast. The club was founded in 1925 and re-formed in 1967 as three other small clubs merged. It played in Turkish Super League (Turkish first league) between 1971 and 1977 and was back in the top flight after a 44-year absence, with the leadership of Karaahmet in the 2020–2021 football season. Even though it was quite a difficult task, the president ensured that the club was not relegated from the super league in the 2021–2022 season. Although Giresunspor made a promising start to the 2022–2023 football season with two wins out of three matches, the team fell behind its rivals regarding squad depth because of financial difficulties. As of 1 February, the consecutive crushing losses pushed the team into the relegation zone. The team, fans and the president were devastated. Karaahmet was faced with the dilemma of resigning from the club or not.

Complexity academic level

This case study can be taught to undergraduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 March 2017

Sajjan Singhvi, Gaurav Sharma and Rajat Gera

Rural Marketing, Sales and Distribution Management, Salesperson Motivation, Channel Management.

Abstract

Subject area

Rural Marketing, Sales and Distribution Management, Salesperson Motivation, Channel Management.

Study level/applicability

The case can be used in sales management, channel management and rural marketing courses offered to graduate students of MBA degrees. In the sales management courses, the emphasis is on understanding the typical tasks that the rural salesperson is required to conduct. The case can be used to design a suitable motivation-mix for a rural salesperson after analysing their approach towards work. In a rural marketing course, the case can be used to understand the sales and distribution management of fast-moving consumer good products in rural India. The case can be used in channel management courses to design an appropriate channel structure in the rural market in India and utilized for managing the distributors’ salesforce for effective and improved market coverage in rural areas.

Case overview

Candy Confectioneries Private Limited started its operations in 1995, and was one of the largest confectionery players in India with a market share of 20 per cent. The company had achieved sales of Rs 20bn in 2014 and had 15 confectionery brands in the market. The company was also trying hard to establish itself in the snacks category. The company had nationwide operations, and it was important for the company to expand into the rural market. It served its markets through a comprehensive urban and rural distribution setup. In the rural distribution network, the rural sales representatives (RSRs) played a key role and perhaps were one of the most critical factors in covering the rural market. The RSR system was typical to suit the requirement of product-market coverage with its limitations. The case broadly profiles eight RSRs who were engaged to cover a specific territory in the State of Bihar in India. It also describes their approaches to work and complexities emerging thereof in achieving the best results for the organization.

Expected learning outcomes

The case has the following learning objectives: Understanding the design of sales and distribution channel structure followed for distribution and selling of confectionery products in rural India. Examining whether the existing system is adequate to achieve the goals of the firm. Evaluating the performance of each salesperson and identifying common factors to formulate the salesforce policies. Arriving at a suitable motivation-mix for the rural salesperson.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 31 July 2018

Shilpee Aggarwal, Maharaja Agrasen and Vishal Gupta

The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few…

Abstract

The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few days before she has to leave for her maternity break. In a small team, how does she deal with this unanticipated resignation? She wonders if this is ethical. Kumar, the protagonist of the case had to handle multiple crisis situations along her journey. How will she overcome challenges of managing the new gen workforce?

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Abstract

Subject area

Leadership.

Study level/applicability

The case is suitable for MBA, Executive level courses.

Case overview

Yongye Group is a biotechnological enterprise in Inner Mongolia, China. In China, people lack trust in economic transactions due to the transitional state of the economy, especially regarding food safety. To respond to this situation, Wu Zishen, the chairman of the Board of Directors of Yongye Group, was determined to build trust among employees, distributors, farmers, and consumers towards the company. To this end, he started using a creative incentive system with employees and stakeholders: the pay-before-performance incentive system. According to this system, the reward is delivered in advance, contrary to be paid after the fulfillment of the task. This practice is meant to transform employees' work attitude from a passive “being told to work” to a more proactive “I want to work” mentality. When such an incentive system is practiced with customers and external distributors, it sends a message that the company is “treating customers as company employees”, which means that they are trusted as if they were part of the company itself. Wu Zishen also introduced a coherent series of leadership practices that generate a truly proactive culture in the organization.

Expected learning outcomes

From this case, students will learn how to create a proactive culture in business organizations and the effect of pay-before-performance on employees' work motivation.

Supplementary materials

Teaching notes and an exercise for class-based discussion are available.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 May 2009

Stephanie Hurt and Marcus Hurt

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set…

Abstract

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 20 January 2017

Robert D. Dewar, Hayagreeva Rao and Jeff Schumacher

Describes the career transfer and development system at UPS, showing incentives and policies that move managers across countries and functions, and how this movement develops high…

Abstract

Describes the career transfer and development system at UPS, showing incentives and policies that move managers across countries and functions, and how this movement develops high quality general managers.

To demonstrate the way in which a cross-functional, cross-cultural career transfer program can break down silo and national barriers and achieve cost effective integration.

Details

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

Keywords

Case study
Publication date: 25 November 2014

Subhadip Roy and Sakshi Goenka

The case is aimed at pointing out the basic nuances of entrepreneurship without a profit motive and the challenges faced in the course of achieving the same.

Abstract

Subject area

The case is aimed at pointing out the basic nuances of entrepreneurship without a profit motive and the challenges faced in the course of achieving the same.

Study level/applicability

This case could be a part of the Entrepreneurship course in a Post-Graduate Program in Business Management. In case of an Executive Education Program, this case can be used to facilitate issues in Entrepreneurship Development and Non-Profit Marketing.

Case overview

The present case is a field-based illustrative study on Xplant, a unit set up by Xavier Research Foundation to promote production and selling of seasonal and ornamental plants with accessories to prospective buyers. The uniqueness about the organization was that it was solely governed and run by the students of Biotechnology Course at Xaviers College, Ahmedabad, India. However, in early 2012, it was found that the organization was facing a lot of issues such as competition, lesser demand and lack of motivation of the employees (students). All of which were taking the unit away from achieving sustainability.

Expected learning outcomes

Understanding the basics of a new venture and entrepreneurship; understanding the role of the team members in promoting the entrepreneurship venture; role of leadership in entrepreneurship; impact of independence of the entrepreneur and transference of business vision on long-term success of the venture; role of environment in success/failure or entrepreneurial ventures; and problems faced by entrepreneurship ventures.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email subhadip.roy@iimu.ac.in to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 6
Type: Case Study
ISSN: 2045-0621

Keywords

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