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1 – 10 of 95Huining Jia, Justin Y. Jin and Benjamin Lindsay
This paper uses financial report information to analyze the accounting results of the COVID-19 vaccine development for Johnson & Johnson (J&J). This paper also uses stock price…
Abstract
Research methodology
This paper uses financial report information to analyze the accounting results of the COVID-19 vaccine development for Johnson & Johnson (J&J). This paper also uses stock price information to analyze the market reactions to the COVID-19 vaccine development and the state of clinical trials for J&J.
Case overview/synopsis
This instructional case investigates the interaction between J&J and the COVID-19 vaccine. This paper uses information from financial reports to analyze the accounting results of the COVID-19 vaccine development for J&J. This paper also uses stock price information to analyze the market’s reactions to the COVID-19 vaccine development and the state of clinical trials for J&J.
Complexity academic level
This case has been used in both undergraduate and graduate levels to highlight the application of accounting theories to practice and improve the understanding of financial statements, especially when Covid-19 has affected the global economy. Under this new context, students could explore new ideas from accounting aspect.
Learning objectives
The case aims to investigate the interaction between J&J as a pharmaceutical company and COVID-19. It provides a context in which to discuss the consequences of COVID-19 vaccines from several financial perspectives, such as stock prices, accounting policies, earnings and cash flows:
LO1: Understand the responses of stakeholders to J&J’s COVID-19 vaccines.
LO2: Understand the accounting policies that J&J and its competitors follow regarding COVID-19 vaccines related to revenues, R&D expenditures and government funds.
LO3: Apply Ball and Brown’s theory to the impact of COVID-19 vaccine development on earnings quality of J&J and its competitors.
LO4: Assess the importance of COVID-19 vaccines in management decision-making through dividend policy and management compensation structure.
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This case reviews the financial performance of the Fidelity Magellan Fund up to mid-1995. In essence, the Magellan Fund has managed to “beat the market” over time under three…
Abstract
This case reviews the financial performance of the Fidelity Magellan Fund up to mid-1995. In essence, the Magellan Fund has managed to “beat the market” over time under three different fund managers despite its enormous size ($51 billion at the date of the case). The tasks for the student are to assess the adequacy of this performance, evaluate its likely sources, and opine on its sustainability. The case affords the opportunity to consider the appropriateness of various possible benchmarks in a risk-return framework and to assess the reasonableness of the efficient-markets hypothesis. The case can be used in an introductory finance course to present general information about equity markets and the behavior of large, sophisticated money managers.
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This case is suitable for graduate-level quantitative analysis, business and government, environment and sustainability, and global economics courses. Students must consider the…
Abstract
This case is suitable for graduate-level quantitative analysis, business and government, environment and sustainability, and global economics courses. Students must consider the tradeoffs between continuing to run an old coal-burning plant and purchasing emissions allowances (EAs) versus upgrading to emissions-reducing wet or dry scrubbers. Reducing emissions creates the possibility of selling the plant's surplus EAs (which are likely to increase in price). Choosing a wet or dry scrubber requires considering installation cost and construction time, variable cost, and SO2 removal efficiency. Ideally, the investment should pay back over time, but management believes some net investment could also be justified. For that, however, complete analyses from both economic and environmental perspectives are required. A supplemental spreadsheet is available to accompany the case (UVA-QA-0726X).
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Shane Greenstein and Michelle Devereux
By 2006, Wikipedia had achieved the type of success that only a handful of young organizations could ever dream of reaching. It had grown from almost nothing in 2001 to become one…
Abstract
By 2006, Wikipedia had achieved the type of success that only a handful of young organizations could ever dream of reaching. It had grown from almost nothing in 2001 to become one of the consistently highest ranked and most visited sites on the Internet. This success brought new problems at a scale that no organization of this type had ever before faced. Exposes students to Wikipedia's brief history, the causes of its success, and the issues it faced going forward. Two topics form the focus: The first concerns the rules and norms for submission and editing, which raise questions about the ambiguity of Wikipedia's authority and the virtual cycle that keeps the site going; The second concerns the need to alter its practices as it gains in popularity, raising questions about what any wiki site, profit-oriented or open source, must do to scale to large numbers of participants and entries. These issues arise as part of a discussion about the site's priorities going forward.
To teach the factors that shape Wikipedia and wikis in general. Students will become familiar with the internal operations of wikis, open-source programs for developing text from many users. Also to facilitate teaching about factors that shape reference sites on the Internet, dividing discussion into three sub-topics: defining what Wikipedia is and what it is not, analyzing how it works, and understanding why it generates controversy in some circles.
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Jayanth R. Varma and Vineet Virmani
In September, 2011, to prevent its currency from appreciating after the Global Financial Crisis, the Swiss National Bank (SNB) decided to peg its currency to EUR and announced…
Abstract
In September, 2011, to prevent its currency from appreciating after the Global Financial Crisis, the Swiss National Bank (SNB) decided to peg its currency to EUR and announced that it would not let CHF go beyond 1/1.20 EUR. Maintaining the peg required the SNB to purchase foreign currency assets virtually endlessly in response to the worsening Eurozone crisis. By end of 2014, its foreign currency exchange reserves amounted to almost 80% of its GDP. In an attempt to deter capital flows and reduce its balance sheet size, in December, 2014, the SNB first bought the interest rate on commercial bank deposits to negative levels and then, facing impending quantitative easing by the European Central Bank, announced the removal of the peg on January 15, 2015. The case describes the backdrop and the circumstances leading up to removal of the peg.
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Saqib Sharif, Sarwat Ahson and Hina Noor
This case serves as a useful backdrop for discussing a few important conceptual frameworks in the field of finance. The dilemmas are still evolving for Sharīʿah-compliant asset…
Abstract
Learning outcomes
This case serves as a useful backdrop for discussing a few important conceptual frameworks in the field of finance. The dilemmas are still evolving for Sharīʿah-compliant asset management company (AMC); i.e. Al Meezan, and may seem complex to the students – particularly in the Pakistan’s financial structure – but framing the discussion from a market perspective ought to help the students of finance.
Case overview/synopsis
This case study focuses on Al Meezan Investment Management Limited (Al Meezan) journey since inception. Al Meezan is a full-fledged Sharīʿah-compliant AMC and one of the major players in the mutual funds industry of Pakistan. Al Meezan offers a comprehensive range of Sharīʿah-compliant investment solutions especially designed to meet the financial goals of their existing and potential clients. The case study covers all the key events before the inception of Al Meezan, from late 1990s till March 2020. The case is based on interview with chief executive officer (CEO) (the protagonist) of Al Meezan. The case also covers various challenges faced by Mohammad Shoaib, CEO and his senior team, to make Al Meezan a vibrant institution offering Islamic financial services.
Complexity academic level
This case is aimed at undergraduate students in their final year (i.e. taking electives in the field of Finance/Islamic Finance) or graduate students majoring in Finance/Islamic Finance.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS1: Accounting and Finance.
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Keywords
Entrepreneurship, Technology management and new product development.
Abstract
Subject area
Entrepreneurship, Technology management and new product development.
Study level/applicability
This class is useable for an EMBA or MBA audience, especially for modules relating to entrepreneurship, technology management and new product development.
Case overview
Mr Khaw Kheng Joo was a pioneer in Singapore's high–technology manufacturing industry. In the mid–1990s, Khaw was given the difficult task of establishing a presence for Hewlett–Packard (HP) in the handheld Personal Digital Assistant (PDA) market. However, he believed that the PDA was not the game–changing technology for consumers. Using his knowledge of the Bell Curve and years of entrepreneurial experience, Khaw sought to combine PDA functionalities with the Global System for Mobile Communication (GSM) technology, effectively creating a new generation of mobile device fondly known today as the “smartphone”. The journey towards the finished product was met with several obstacles and barriers. Many colleagues were uncertain of the future market and had difficulty agreeing on which features to focus on. However, through his determination, expertise and decision making in uncertainty, Khaw guided his team to eventually launch the impressive HP Jornada 928, the world's first smartphone, and heralded a new generation of mobile devices.
Expected learning outcomes
This case is designed to be useable in teaching three key knowledge disciplines: Decision–making biases and heuristics in entrepreneurs and innovators. Technology diffusion of new technology. Managing market uncertainty.
Supplementary materials
Teaching notes.
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Biju Varkkey and Bhumi Trivedi
Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the…
Abstract
Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”
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Phillip E. Pfeifer and Paul W. Farris
Five carefully constructed problems illustrate the concepts of second-market discounting, price skimming, limit pricing, random discounting, premium pricing, and bundling.
Abstract
Five carefully constructed problems illustrate the concepts of second-market discounting, price skimming, limit pricing, random discounting, premium pricing, and bundling.
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Keywords
Management.
Abstract
Subject area
Management.
Study level/applicability
Undergraduate and Post Graduate.
Case overview
Communication is a critical function of management, as it allows all stakeholders in an organization effectively and appropriately express their views in turn enabling the organization accurately execute its mandate and meet its objectives and those of its stakeholders.
Expected learning outcomes
The student should be able to describe communication as a function of management, evaluate the process of communication, differentiate forms of communication, identify the networks of communication, examine the barriers of communication and role of managers in using communication to achieve organizational change.
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 6: Human resource management.
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