Search results

The case will offer insight to the students regarding the idea generation and development of a viable sustainable venture. It will promote the understanding of students regarding SDGs and how SMEs can contribute towards their attainment. They will learn to develop the action plan for a green business venture and understand how each of the business activity in each phase of value chain contributes towards environmental, economic and social sustainability.

Rana Waseem, a young business graduate started a small ecopreneurial venture to offer sustainable food from raw material till disposal in developing nation context named as Dhuaan ‘n’ Dukhaan (D ‘n’ D) in Sargodha, Pakistan. He had an aim to create a model of business that not only supports the local economy in terms of offering decent employment but also promotes a food business that generates nutritional self-sufficiency as per the triple bottom line concept. This case gives an exploratory insight into the actual sustainable operations that have survived eight months successfully and on the path of growth without profit being the sole aim. D ‘n’ D has benefited the lives of people in Sargodha by offering job opportunities, a decent wage, healthy food at affordable rates, reduction in diseases, reducing food wastage and efficient resource usage with a positive impact on the environment.

The case is suitable for undergraduate and post graduate students studying entrepreneurship and small business management.

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 3: Entrepreneurship

The learning outcomes are as follows: How to establish credibility of data sources; measurement scales of data; the importance of descriptive statistics and generating the following based on the type of data: mean, median and standard deviation; graphical methods; and test for differences: t-test and analysis of variance.

The case is set during the COVID-19 pandemic and the South African Government’s response to the pandemic. A brief timeline is provided as part of the introduction to the case study, with the following being a timeline of the events: 14 March 2020, 114 South African citizens were repatriated from Wuhan the epicentre of the COVID-19 outbreak; 15 March 2020, South Africa’s President, Cyril Ramaphosa declares a National State of Disaster, and this includes various measures to protect against the spread of COVID-19, while the health-care system is geared up to deal with the pandemic. Among the measures implemented, travel bans from high-risk countries and closing of air-traffic, closing of land ports and banning of gatherings of more than 100 people; 23 March 2020, President Cyril Ramaphosa announced a national lockdown beginning on 27 March 2020 for three weeks; 9 April 2020, President Ramaphosa extends the national lockdown by a further two weeks. The World Health Organisation (WHO) had commended South Africa on the swift action taken to curb the spread of the virus. Individuals and organisational leaders are grappling to make sense of the spread of the virus, and the barrage of the information that is being communicated through multiple channels, formal and informal. To make sense of the information, the case is premised on getting access to the raw data and conducting the analysis based on the publicly available data. The central requirement of the case is to compare the number of positive cases per million, based on the population data contained in the data set, of South Africa to a comparable country.

Post-graduate students learning statistics as part of a degree programme. The case assumes no prior statistics knowledge and therefore is aimed at teaching the importance of the basics of statistical analysis and then progressing to tests for differences.

CSS 7: Management Science

Teaching Notes are available for educators only.

The learning outcomes are as follows: identify and evaluate the impact of risk factors for health-care organizations during crisis; evaluate the role of different organizational factors in building resilient health-care organizations; define organizational resilience in a health-care context; and apply the effect-strategy-impact resilience framework.

September 2022 found Ranjan Thakur, the Hospital Director at Manipal Hospital, Jaipur (MHJ) reflecting on MHJ’s resilience toward future health-care crises. MHJ was established in the capital city Jaipur of the Indian state of Rajasthan in 2014, as a 225-bed multispecialty unit of the nationally renowned Manipal Health Enterprises Ltd. As the Hospital Director, Thakur had been responsible for navigating his team and the hospital through the multiple health-care related challenges exacerbated by the multiple waves of the Covid-19 pandemic in a large Indian state with a sizable rural and semiurban population. Though Thakur and his team of doctors had worked through the vulnerabilities of their health-care ecosystem, mapping the risks and mitigating the same, Thakur asked himself if they had done enough. He wondered how a health-care institution such as theirs could sustain effective health-care delivery during future crises situations to deliver high-quality health care to the vulnerable communities. Had they effectively mapped MHJ’s vulnerabilities and built resilience into the hospital’s functioning? The backdrop of the case is public health in the state of Rajasthan (Jaipur), and the case is rich in detailing social factors such as behavior issues of patients, doctors and nurses; operational factors such as standardization of treatment and standard operating procedures, availability of resources, clinical concerns; leadership and management of the hospital through the pandemic. This case can be used by instructors to teach organizational resilience building in the health-care context.

Graduate- and executive-level courses in managing change during crisis in health-care context; health-care management/leadership.

Teaching notes are available for educators only.

CSS 7: Management Science.

The learning outcomes of this study are as follows:

1. comprehending foundational dimensions of brand equity and criteria to compare the use of traditional and new media in leading brand communication appropriateness and performance;

2. understanding and evaluating implications of leading brand communications during times of crises; and

3. creating recommendations for leading brand communication preparedness and response to crises.

On 16 August 2020, Dr Barbara Jensen Vorster, Senior Executive Manager, Communications and Marketing of the Gautrain Management Agency (GMA), in Midrand South Africa, considered her dilemma of adapting their communication approach during COVID-19 and beyond the current crisis. The GMA relied on traditional media and the crisis created an opportunity to rethink their entire communications approach. It was important to the GMA communications team to keep the Gautrain commuters connected even though they might not be using the Gautrain during the lockdown of COVID-19. Jensen Vorster believed that a brand should be adaptive and continue even when a service is not running. Jensen Vorster had to lead her communications team when they were all working from home, and they had to keep commuters informed of the requirements during the different levels of lockdown in South Africa. Their various campaigns during this time purposefully communicated with commuters and the various “staying home” initiatives with the intention of lifting spirits. The communication outreach during the COVID-19 pandemic switched over to social media communications out of necessity; however, was that ideal communication during a crisis? While most of the case focuses on this external communication, the case pays attention to some internal communication initiatives by Jensen Vorster with her own team and for the Gautrain’s staff. The question is whether brands should shift from traditional media to new media campaigns during the 21st-century crises? Students will get the opportunity to compare the use of traditional and new media during crisis times. How might they approach their brand communications during COVID-19 and in preparation for future crises?

Marketing and Business Communications and Leadership courses for MBA or executive education programs.

Masters level MBA.

The team of authors conducted face-to-face interviews prior to and during the lockdown in South Africa; the interviews were conducted online through Zoom. Interviews included Dr Barbara Jensen Vorster, Senior Executive Manager, Communications and Marketing of the Gautrain Management Agency and Kesagee Nayager, the Marketing and Communications Executive Manager at Bombela Concession Company. Viwe Mgedzi, Executive Manager for Knowledge Management, provided documents supporting the case. The researchers also conducted desktop research of secondary data, including media and press articles on the companies. The @Gautrain Twitter feed was very important for the researchers to investigate as part of the secondary data research, to triangulate the interview data.

For example, see one of the Twitter feeds on 17 March 2020, 5:37 pm.

The following Twitter feed on the Gautrain’s status confirmed the interview data: https://twitter.com/TheGautrain/status/1239938937885466633

The main resources of this case study were the interviews and the media articles to offer objective references. The authors used the following two newspaper articles to triangulate the information they gained from the interviews:

BusinessTech, March 18, 2020, accessed March 8, 2021 at https://businesstech.co.za/news/lifestyle/382707/south-african-coronavirus-cases-jumps-to-116-as-a-gautrain-exec-tests-positive/

Timeslive, www.timeslive.co.za/news/south-africa/2020-03-17-staff-in-self-isolation-after-executive-tests-positive-two-gautrain-stations-chemically-decontaminated/

Teaching notes are available for educators only.

CSS 7: Management science; CSS 8: Marketing.

The value of the DeLone & McLean model for planning actions before IS design and implementation can guarantee its success.The value of the DeLone & McLean model for IS auditing in critical dimensions of project success, including both hard and soft elements.Information and information systems are essential organizational resources that must be viewed in an interconnected way with the rest of the organization's resources and capabilities that systemically guarantee the achievement of the export objectives.The role of management commitment in the success of voluntary Information Systems.

The case deals with Luis's decision to continue a Competitive Information System project. For his PhD research project, Luis designed and implemented an information system to support the export goals of the business school for which he worked. Three months later, the System obtained positive feedback and user satisfaction but deficient System usage levels. Luis does not know whether to continue with the project or not. If he decides to continue, further steps are needed to increase the System's use for contributing to the export goals.

The case is suitable for use with MBA students and executive education short courses.

Teaching notes are available for educators only.

CSS 5: International Business.

This case aims to study the growth, evolution, and social innovation of iThrive Games, a socially minded initiative that aims to create meaningful opportunities using technology for teens to enhance the knowledge, mindsets, and skills they need to thrive through development and across the continuum of mental disorder to wellness. iThrive's focus has been on creating “meaningful games”—that is, games that promote health and well-being of teen players. Founded in 2014 by Dorothy Batten, President of DN Batten Foundation, the organization's mission was to collaborate with game developers, partner with teens across the game development cycle (ideation to testing), and provide resources to foster teen thriving through gameplay. To do so, the organization took a unique social entrepreneurial approach. Drawing on a positive psychology framework and building the brand among key stakeholders including game developers, researchers, funders, youth, educators, and parents, the organization orchestrated a community dedicated to advancing the meaningful games field, and in doing so, have widespread impact.

Management, Information technologies.

Courses at the senior university level in social and organizational sciences.

This case aims to observe modes, levels and specific problems in application of information technologies in informing, information sharing and collaboration as important aspects in ensuring quality in control of the processes that occur at school. Some deficiencies in application of information technology within these processes have been identified and alternatives to solving them have been offered. The discussion concerning the solutions was performed according to the parameters that were singled out as important in the analysis of the problems. A school that is recognized in Zlatibor region and elsewhere in Serbia for its advanced development tendencies was selected for the case study. The proposed solutions are practically applicable in any work collective.

Modern management strategy in education; the importance of process management in insuring quality of whole management system; the importance of implementation of modern information technologies in school management system.

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

Describes Myriad Genetics and its struggle to develop a genetic testing service while facing challenges from competitors and activist organizations. After Myriad's discovery of the BRCA gene, capable of genetic testing for breast cancer in women, Myriad needed to choose a strategy to provide this service to the public. With several major competitors offering similar services, intense media scrutiny, and a charged activist and political climate, a poor Myriad decision could have major repercussions.

The learning outcome is to understand the difference between correlation and causation.

The case is set during the period of the COVID-19 pandemic, globally a search for effective treatments were underway. An initial forerunner that was being considered was Bacille Calmette-Guerin (BCG), given its effectiveness in the treatment of tuberculosis and other pulmonary-related infections. While there were a lack of randomised controlled trials, initial data from publicly related secondary data sources indicated that, in countries with BCG inoculation policies, the severity of the spread and mortality of COVID-19 was muted. The case is centered around the available information on BCG and COVID-19.

Post-graduate students learning statistics as part of a degree programme. The case assumes no prior statistics knowledge and therefore is aimed at teaching the difference between correlation and causation.

CSS 7: Management Science

Teaching Notes are available for educators only.

The case is designed for students with prior knowledge of principles of management, particularly leadership theories. The case would also benefit bachelor students who already took an introductory course to leadership such as organizational behavior or graduate students who are familiar with the leadership and/or entrepreneurship literature. This case study may be used in the following academic courses: theories of leadership, leadership and leaders, organizational leaders’ roles, management skills, entrepreneurship, entrepreneurial management.

This case study may be used in the following academic programs: Bachelor’s in Business Administration Master of Science in Business Administration MBA Programs.

Kamal Reggad is a Moroccan entrepreneur who created the company Menaclick, an online business that aims to sell and promote various products and services nationally and internationally at discounted prices. Goods and services are posted on Menaclick’s website www.hmizate.ma, which means “good deals” in Moroccan Arabic. The Hmizate platform operates a daily-deals and group-buying website offering discounted deals to Moroccan customers. The deals are mainly on goods and services such as traveling, food, esthetics, shopping, high-tech gadgets and recreational events (Eco, 2013). Menaclick is based in Casablanca, Morocco, and its website www.hmizate.ma is one of the most popular websites in the country with over 40,000 visitors per day. In the past few years, Kamal has been significantly contributing to building the groundwork of the e-commerce industry in Morocco, a course that has been changing the way Moroccan customers shop for goods and services. In fact, it is because of the merits of group-buying sites such as Hmizate that over 16 million Moroccan internet users navigate the net daily to buy products and services online with ease and facility (Maroc Numeric Cluster, 2014). Kamal Reggad is a fitting example of an innate leader who introduced a new leadership style to Morocco. Kamal took a colossal risk by targeting a new and unexplored market in Morocco which is the e-commerce business; his risks have paid off. As the case explains, Kamal’s success is because of his passion, perseverance and positive attitude.

In general, the objective of the case study is to further enhance the understanding of leadership in general and entrepreneurial spirit in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience and propose an example of the importance of participative leadership during the launching phase of a business venture. The case is designed to provoke and stimulate students’ personal reflections about a particular management style, especially in entrepreneurship.

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 3: Entrepreneurship.