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Upon reading, analyzing and participating in the classroom discussion of this case study, students will be able to use the blue ocean strategy (mainly the Strategy Canvas tool) to analyze how companies establish their products as viable and the go-to solution for consumers; perform a competitive analysis for competitive products; learn how to use data from the case, including industry trends, to predict the future market position of products; and learn how to develop strategies for new products in the market.

Abdishakur M. Afrah, who served as the Head of Business Development at Premier Bank, oversaw a substantial banking portfolio, which included Premier Wallet – the first digital wallet in Somalia. This case study outlines Premier Wallet’s journey and its transformative impact on the banking sector. Owing to the mobile wallet, consumers could, for the first time, engage in purchasing, withdrawing cash, shopping online and topping up without needing a bank account at Premier Bank. This allowed for the financial inclusion of the unbanked Somali population. This case study also highlights the Wallet Send feature, a disruptive feature that challenged the prevalent Hawala system in Somalia. This feature enabled customers to send money across 110 countries via their smartphones, facilitating direct deposits to the mobile or bank accounts of their family and friends or to cash withdrawal points nearby. Despite these advanced features, Premier Wallet struggled with broader acceptance, hindered by a mere 9% internet penetration, the absence of a national identification (ID) system and stiff competition from WAAFI, a fintech application supported by Hormuud Telecom, Somalia’s leading telecommunications company. The case study also delves into the strategic decisions Afrah had to make to position Premier Wallet as the top mobile money option for consumers in Somalia.

This case study is suited for undergraduate-level courses.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

The purpose of this paper is to assess the role of volunteerism during the digitisation project by the Office of the Premier in Mpumalanga with a view recommending the best practice.

The empirical data was collected through the semi-structured qualitative interviews with the records manager and ten volunteer archivists employed by the Office of the Premier.

Local pupils within the Mpumalanga province were recruited to participate in the digitisation project as a form of youth empowerment. The Mpumalanga Provincial Archives was not involved in the digitisation project to ensure that all digitisation specification was in line with the requirement of the provincial archives. Furthermore, a lack of resources to implement the digitisation project was cited as the main stamping block for the successful implementation of the project.

This paper is limited to the Office of the premier, in the Mpumalanga province.

Archivists interested in recruiting volunteers on a digitisation project can use this paper to understand the benefits and cost of volunteer labor before putting volunteer projects into practice.

The success of a digitisation project depends on the involvement of the Mpumalanga Provincial archives.

This paper presents a unique case study in South Africa of a digitisation project staffed with volunteers in the office of the Premier.

The objectives of this paper are threefold. First, the paper seeks to present principles of crisis management, and crisis preparation and recovery. Second, it aims to narrate the 2008 events to give context for this case study. Third, it seeks to present a conceptual framework for food industry crisis management in the context of food recalls. Finally, it sets out to present conclusions concerning the food recall, managerial changes, limitations, and future research directions.

The paper chose an exploratory case‐study design to guide the study, based on Yin's argument that case studies are the preferred strategy when “how” or “why” questions are being posed, and when the focus is on a modern phenomenon within a real‐life context. Such a design is particularly appropriate for understanding the details and complexity of a phenomenon. A survey study was focused on formal interviews onsite and at the Toronto plant where the recall occurred.

Differences in institutional and relational rules and subsequent management actions during the food recall are linked to the four axes represented in this study. Based on the findings, values played a key role in crisis management at Premiere Quality Foods during the recall.

The incident reported in this paper was not compared with any other recalls. The survey also had a limited number of respondents. Several areas of crisis management in the context of a food recall are opened to researchers who have developed a particular interest in the subject. Scholars could explore the conditions that enable or inhibit an organization in effectively detecting and interpreting early crisis warning signals that often lead to a food recall.

The mechanics of crisis management and food recalls are a dangerously under‐developed field. This paper proposes a way of identifying relevant principles for crisis management and discusses a communication problem that is prevalent in food recalls. The paper considers both internal and external causal factors of crisis management related to food recalls. Today's concepts of crisis and food recalls are no longer mainly externally oriented; they are systemic in nature.

Managerial cognition is a fundamental area informing all sub-fields in strategy, and therefore, a systematic review of the methodological choices of premier strategy publications aids cognition researchers in choosing methods. However, past studies have given little attention to the methods recently published in premier journals. This chapter both illustrates a common cognitive method – content analysis – and uses it to analyze the methodological content of 573 publications from two prominent management journals. Our findings provide cognition scholars with useful information about current methodological standards. Our findings also will help students choose methods courses and will spark a healthy debate about methodological expectations.

Hilary Wingfield, group head of organizational effectiveness at Premier Farnell, describes how the company used internal values to engage employees to become more customer‐focused and deliver sustainable, long‐term, profitable sales growth.

The current article is a research study examining user perception of the usability of an online information system used by business administration students. The online database which it aims to examine is Business Source Premier, which is incorporated in a larger platform of databases called EBSCO. The findings of this research will help with the efficient management of this information service as well as improve the application of this database in an academic library setting.

Convenience sampling procedure was used for recruiting participants. The entire class of 22 students taught at Medgar Evers College of CUNY participated in this survey. Users evaluated this database using Oulanov's usability tool, which entails the following eight criteria: Affect, Adaptability, Control, Helpfulness, Efficiency, User Effort, Measures of Effectiveness, and Retrieval Features.

Business Source Premier was rated highest in terms of efficiency. Some improvement might be necessary to increase the helpfulness of the system. User effort is another usability criterion that scored lower than the others. Other usability components, including affect, adaptability, control, measures of effectiveness, and retrieval features, were rated highly. The overall performance of Business Source Premier is high and possible paths for improvement are likewise offered.

This case study provided usability assessment of an online business information system used by business administration students, identifying its strong and weak points. This investigation showed that Business Source Premier is efficient and effective tool for conducting research in the field of business administration.

This longitudinal study aims to examine the extent to which football clubs in the Premier League communicate community activities in their annual reports through social disclosure. The research also seeks to examine the relevance and use of the annual report as a disclosure medium by football clubs. The need for social disclosure is examined in conjunction with media coverage of issues affecting Premier League clubs.

This study is deductive using three main hypotheses to test relevant underpinning theory used within the research. The study uses content analysis of annual report social disclosures of ten Premier League football clubs from 1993 to 2002, covering the first ten years of the Premier League. A questionnaire was used to evaluate the use of annual reports by those clubs. In addition, media reporting data from The Sunday Times is examined.

This study finds that there has been an increase in adverse media reporting concerning football, football clubs and their activities. One way in which clubs have responded to this increased attention and criticism is by expanding their community activities and associated social reporting, although reporting varies between clubs. The study finds that football clubs do value the annual report as an effective means of communication.

The authors acknowledge that some limitations inevitably affect the generalisabilty of this research. The use of content analysis, the precise methods adopted and the reliance on The Sunday Times constitute limitations. Nevertheless, the research has shown that clubs do engage with their local communities and have increased their reporting of such activities. The research has implications for those football clubs who fail to report their social activities. Further research could explore, why some clubs disclose more than others.

Football is a visible and important part of the UK economy. The study of social reporting by football clubs is in its infancy and this paper tests and applies relevant accounting theory to that sector. It shows that football clubs have begun to take social disclosure seriously within their annual reports.

Walking for transport can contribute significantly to population levels of physical activity. Health agencies are consequently seeking opportunities to influence transport policy to achieve co-benefits of increased physical activity and reduced congestion. This case study utilised Kingdon’s ‘Multiple Stream’ theory as a framework to examine the policy development process that led to the establishment of the first ever state walking target and subsequent state walking strategy in New South Wales (NSW), Australia. This chapter presents how evidence compilation was translated into various policy solutions across sectors before an opportune political environment provided a brief ‘policy window’ (the 2011 state election in NSW, Australia and change of Government). The advantages of a ‘policy entrepreneur’ formally empowered to engage policy makers across multiple agencies and identify forthcoming ‘policy windows’ to frame politically palatable walking policy solutions is highlighted. No data have been compiled to measure the impact of the finalised policy upon walking in NSW. The case study reinforces previous research findings that walking policy development, like other areas of public health, is often based more on politics and professional judgement than on research evidence alone. Differences in walking target measures in the health and transport sectors influence which policy solutions are prioritised. The chapter describes the policy development process of the first state walking strategy in NSW, Australia to better understand factors that may influence similar future policy decisions.