Search results

1 – 10 of over 1000
Case study
Publication date: 5 June 2018

John L. Ward

As founders of First Interstate BancSystem, which held $8.6 billion in assets and had recently become a public company, and Padlock Ranch, which had over 11,000 head of cattle…

Abstract

As founders of First Interstate BancSystem, which held $8.6 billion in assets and had recently become a public company, and Padlock Ranch, which had over 11,000 head of cattle, the Scott family had to think carefully about business and family governance. Now entering its fifth generation, the family had over 80 shareholders across the US. In early 2016, the nine-member Scott Family Council (FC) and other family and business leaders considered the effectiveness of the Family Governance Leadership Development Initiative launched two years earlier. The initiative's aim was to ensure a pipeline of capable family leaders for the business boards, two foundation boards, and FC.

Seven family members had self-nominated for governance roles in mid-2015. As part of the development initiative, each was undergoing a leadership development process that included rigorous assessment and creation of a comprehensive development plan. As the nominees made their way through the process and other family members considered nominating themselves for future development, questions remained around several interrelated areas, including how to foster family engagement with governance roles while guarding against damaging competition among members; how to manage possible conflicts of interest around dual employee and governance roles; and how to extend the development process to governance for the foundations and FC. The FC considered how best to answer these and other questions, and whether the answers indicated the need to modify the fledgling initiative.

This case illustrates the challenges multigenerational family-owned enterprises face in developing governance leaders within the family. It serves as a good example of governance for a large group of cousins within a multienterprise portfolio. Students can learn and apply insights from this valuable illustration of family values, vision, and mission statement.

Case study
Publication date: 20 November 2023

Krishnaveni Ramiah and Amy Fisher Moore

After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around…

Abstract

Learning outcomes

After reading and discussing the case study, students should be able to identify the reasons why the company needed to digitise and how this links to the company’s strategy around technology and innovation, analyse the digitalisation implementation process followed in the case study by using an organisational change management model and make recommendations and propose a solution for the protagonist to consider for the successful roll-out of the digitalisation project.

Case overview/synopsis

DRA Projects is part of the DRA Global business based in South Africa. The company is known locally in the mining and engineering industry for its project development, delivery, execution and operations capabilities. Digital transformation is a key strategic focus in the industry, as clients seek digitised integrated systems. For this client offering, J.C. Heslinga, managing director of DRA Projects, was tasked with leading the digitalisation of the project delivery system. From July 2020 until July 2022, Heslinga led the implementation team through different organisational change stages. As the next phase included rolling out digitalisation to pilot projects and engaging employees and clients in the new process, Heslinga wondered if enough was done to ready the business for this change. The end users would be executing the changes, so their adoption will be imperative for successfully rolling out digitalisation. The case study concludes with Heslinga pondering the approach needed for the next phase. The case study focuses on the digitalisation implementation process through the lens of organisational change. The case study presents an opportunity to analyse and identify the theories and models used in organisational change within a real-life business context. The organisational change learnings can be adapted to help students with any transformation changes in similar business scenarios.

Complexity academic level

Postgraduate- and master’s-level students and business executives attending short courses will benefit from the learnings. The learnings can be applied to improve decision-making, organisational behaviour and strategic implementation using the fundamental principles of organisational change.

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. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 January 2018

Karen E. Boroff and Alexander Boroff

Captain Joseph Brunetti was given the assignment to provide his superior officer an analysis of what to expect when the US Army implemented its new process to evaluate the…

Abstract

Synopsis

Captain Joseph Brunetti was given the assignment to provide his superior officer an analysis of what to expect when the US Army implemented its new process to evaluate the performance of noncommissioned officers (NCOs), called sergeants. Brunetti had about 104 sergeants in his unit. The US Army created a new process in 2015 to evaluate sergeants to overcome the deficiencies in the Army’s old process, now 28 years old. Under the old process, almost every sergeant was rated at the highest levels, making it nearly impossible for the US Army to know whom to promote to higher ranks. Under the old process, very little counseling took place, so NCOs were not given guidance on how to develop themselves. Raters and senior raters (SRs) were not held accountable for their work in performance management, either. Under the new process, which included a forced distribution form of ranking, SRs had to offer counselings as well as options for future assignments. Brunetti, who had only limited experience in rating sergeants anyway, had to prepare for his boss what was called an “operations report” outlining what the organization could expect with the changeover to the new process and what may need attention as the process would continue in subsequent years.

Research methodology

This case has been developed from actual experiences and the assignment given to Brunetti also happened as described in the case. Since many of the individuals in the case are still employed by the US Army, the names of the individuals and the company units in this case have been disguised. Even so, the events of the protagonist’s tours of duty prior to the assignment described in this case did occur, but some of the locations within the USA have been changed. The other persons quoted from public documents or otherwise referenced in the articles are the actual persons so identified. The old NCOERs in Exhibit 3 are as these were written but the personally identifiable data about the individuals have been blackened out.

Relevant courses and levels

This case is suitable for both undergraduate and graduate courses in human resource management and especially on the topical material on performance management and performance appraisal. The case can also be used in both undergraduate and graduate courses in general management, for modules on human resource management. The Relevant Theory section below is centered on human resource management.

Theoretical bases

This relevant theory which undergirds this case centers on the broad concept of performance management and on performance appraisal instruments. The case underscores the important concept that performance management has to be more than “completing the appraisal form.”

Case study
Publication date: 23 June 2015

Rajesh Chandwani and Biju Varkkey

The case describes the dilemma of Mr Mehta, Regional Head HR of AXZ, a large IT company in India. Mr Mehta had received an appeal from an employee Mr Rajesh Kumar who alleged that…

Abstract

The case describes the dilemma of Mr Mehta, Regional Head HR of AXZ, a large IT company in India. Mr Mehta had received an appeal from an employee Mr Rajesh Kumar who alleged that he was wrongly appraised by his manager Mr Yogesh Desai. Both Desai and Kumar have presented their perspectives to Mr Mehta. While Mr Mehta understands Mr Desai's challenges in performance appraisal process, he also is concerned about Rajesh, who is a talented employee with rare skill sets. Apart from the case specific issues related to the two employees, Mr Mehta is also concerned about the problems arising from the current performance appraisal system, especially after AXZ acquired UTVC, which had a very different performance appraisal system. The case also provides an opportunity to discuss the challenges associated with bell curve implementation and discrimination in performance appraisal processes in organizations.

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 2021

Abhinava S. Singh and Mayur Dashrathlal Shah

The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic…

Abstract

Theoretical basis

The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case.

Research methodology

The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources.

Case overview/synopsis

This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings.

Complexity academic level

Course: Strategic Management Level: Post Graduate Level.

Details

The CASE Journal, vol. 17 no. 2
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 1 September 2014

Rahul Thakurta and Mayank Gupta

The case “Evaluating Business Value of IT Requirements” addresses a software/information technology (IT) project management concern of assessing value of specified project…

Abstract

Subject area

The case “Evaluating Business Value of IT Requirements” addresses a software/information technology (IT) project management concern of assessing value of specified project requirements upfront.

Study level/applicability

This newly designed case is suitable for the students of an undergraduate programme, an MBA programme and practitioners. Assignment questions are designed from the perspective of teaching this case to a business student audience. The case is ideally suited for the IT strategy course where approaches to identifying business value of software investments are discussed.

Case overview

Set in November 2011, the case begins with the dilemmas facing Mr Suneel as he tries to come up with an approach that could facilitate evaluation of business value of software at a relatively early stage of its development. Based on a review of available literary sources, he proposed a six-step approach that incorporates responses of both the project representatives and business representatives. The final result is a quantitative representation of business value that is expected to facilitate both the business and the project organisation to finalise on software features that contribute significantly in realising the intended business objectives.

Expected learning outcomes

To introduce the concept of business value and its associated dimensions; to introduce the concept of project scenarios and its constituents; to highlight the benefits of an early assessment of the business value; and to demonstrate how one can link software requirements to business value and the difficulties associated with the estimation process.

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.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 31 March 2014

Neharika Vohra, Snigdha Patnaik and Niranjana Neelakantan

This case describes the talent management practices of Kaivalya Education Foundation (KEF), a social sector organization that works in the domain of school education. The two year…

Abstract

This case describes the talent management practices of Kaivalya Education Foundation (KEF), a social sector organization that works in the domain of school education. The two year Gandhi Fellowship (GF) program run by KEF takes urban youth from the best graduate colleges in the country and creates a cadre of change leaders that will work to bring about social change in the nation. The GFs undertake a rigorous, hands-on journey through the two years that is transformational in many ways.

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: 16 August 2021

Raj V. Amonkar, Tuhin Sengupta and Debasis Patnaik

This case introduces the context of seaport logistics supply chain management with a focus on the issues of risk management in handling and transportation of dangerous goods (DG)…

Abstract

Learning outcomes

This case introduces the context of seaport logistics supply chain management with a focus on the issues of risk management in handling and transportation of dangerous goods (DG). The authors present the following learning objectives under the overarching framework of Bloom’s Taxonomy as follows: To understand the severity of handling and transportation of DG in the export supply chain context. To understand the relevance of multi-criteria decision-making in risk assessment. To apply Delphi Technique to appropriately explain the process of risk assessment in a supply-chain context.

Case overview/synopsis

It was midnight on December 21, 2020, and Nishadh Amonkar, Chief Executive Officer, Yorokobi, was still awake recollecting his telecon with Tushar Rane, the Head-Materials, Western Maharashtra site of Crop Life Pvt Ltd. The organization was developing and manufacturing pesticides and other specialty chemicals for its clients worldwide. As new and diverse products were being manufactured in the organization, transportation of the products was becoming challenging. The case highlights the need for a data driven risk assessment approach to manage supply chains that were prone to product driven risks such as the handling and transportation of DG.

Complexity academic level

This course is suitable at the Master of Business Administration level for the following courses: Supply Chain Management (Focus/Session: Supply Chain Risk Management), Logistics Management (Focus/Session: Risks in Logistics and Supply Chain), Research Methodology (Focus/Session: Application of Delphi Technique).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 July 2020

Luz Maria Rivas and Stefania Correa

The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy…

Abstract

Learning outcomes

The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC.

Case overview/synopsis

Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize?

Complexity academic level

This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms).

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 January 2016

Mary Kuchta Foster

Laura Green, Director of Event Planning at the Nova Waterfront Hotel in Baltimore, had been through the hiring process many times. She was comfortable with Nova's selection and…

Abstract

Synopsis

Laura Green, Director of Event Planning at the Nova Waterfront Hotel in Baltimore, had been through the hiring process many times. She was comfortable with Nova's selection and behavioral interviewing processes. They had only interviewed two candidates for the open senior event manager position, yet they had been discussing what decision to make for two and a half hours. Normally, these kinds of meetings wrapped up in 30 minutes with a clear consensus. Today, they were gridlocked, unable to agree on a path forward. Green suggested that they all “sleep on it.” They would get together first thing in the morning, when they were fresh, and decide what to do.

Research methodology

The data for this case were collected via personal interviews with employees of the hotel and from information on the company's website, other company resources, and publicly available information about the company. Only the hotel's name, parent company's name, and people's names have been disguised to protect the confidentiality and anonymity of the individuals. The author has no relationship to the host organization or protagonist.

Relevant courses and levels

This case is appropriate for an undergraduate or graduate course in Human Resources Management, Organizational Behavior, or Recruiting and Selection.

Theoretical bases

This case may be used to illustrate, analyze, and evaluate the selection process and interviewing approaches (e.g. behavioral interviewing). The importance of selection, best practices for selection, candidate assessment methods, best practices for candidate interviews, and common biases which affect the fairness of selection processes are reviewed.

Details

The CASE Journal, vol. 12 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

1 – 10 of over 1000