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1 – 10 of 15The students should go through the concepts of motivation, leadership, organisational communication, organisational culture, organisational conflict, power and politics and…
Abstract
Research methodology
The students should go through the concepts of motivation, leadership, organisational communication, organisational culture, organisational conflict, power and politics and organisational change and development from their course on organisational behaviour.
In Business Communication, the students could review effective communication skills, the process of communication and barriers to communication to prescribe suitable recommendations for the organisation.
In Financial Accounting, the reader should revise the income statement and balance sheet. They can undertake financial analysis on the data presented in the case to analyse the performance of the organisation. The participants may be asked to identify future possible financial risks that may arise.
Case overview/synopsis
The Dattopant Thengadi National Board for Workers Education and Development (DTNBWED) was an autonomous body under the Ministry of Labour and Employment, Government of India. It had been responsible for creating a disciplined and skill-oriented workforce for the organised, unorganised and rural sectors in India. In the past, DTNBWED undertook training programmes to educate and improve the quality of life of workers. However, the objectives were far from being fulfilled because of challenges such as an acute shortage of education officers, a slow recruitment process, communication issues between the ministry and the DTNBWED and a large part of the budget being spent on salaries. The main challenges faced by DTNBWED were the implementation of the 7th Pay Commission and the higher contribution of the Government under a new pension scheme. The DTNBWED faced audit issues, including the absence of an inventory register, non-compliance with accounting rules and statutory norms and inadequate internal audit. The DTNBWED could not shift its headquarters from Nagpur to Delhi because of office politics and differences between the staff and the ministry. The organisation needed a complete reorganisation using principles of change management and agile management. It was recommended that departmental promotion committees review promotions immediately; recruitment of education officers should be done along with post-revival with the Ministry of Finance; rental of offices should be from Government departments only; and the administrative manual and recruitment rules should be revised. These measures would help to overcome the challenges faced by DTNBWED, such as low expenditure on training, poor communication between the ministry and headquarters, vacant top-level posts and low motivation levels among existing officers.
Complexity academic level
The case is appropriate for MBA students, executive MBAs, and those working in government organisations.
Peer review
The peer review history for this article is available at: https://publons.com/publon/10.1108/TCJ-04-2021-0056/
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Brian Vejrum Waehrens and Dmitrij Slepniov
Operations strategy/global operations/value chain.
Abstract
Subject area
Operations strategy/global operations/value chain.
Study level/applicability
BA/Master level – the case can be applied to support operations strategy discussions related to the link between context, configuration and capabilities, and particularly to discuss internationalization strategy and global operations.
Case overview
The case examines how Gabriel, a Danish textile company, transformed itself from being a traditional textile manufacturer to becoming an innovative virtual servi-manufacturer. The case covers the main milestones in Gabriel's recent history, explores the main reasons for the transformation that started in the late 1990s and studies how this transformation towards becoming a virtual servi-manufacturer was dealt with. The case closes with the sections examining the role of innovation activities in the newly transformed company.
Expected learning outcomes
The case is expected to build an understanding of the organisational and operational implications of the journey towards the virtual production company. While the case is broad in its scope, it provides an opportunity to go into details on a number of interrelated topics: operations strategy; global production networks; communication and coordination; interdependencies; and outsourcing and offshoring. The story of Gabriel illustrates a highly successful globalization journey and its underlying dynamics. The case highlights how the operations configuration and the relationships between key parties do not stay constant over time. They rather shift and adapt to internal and external stimuli. The case explores these stimuli in retrospect and describes how the company attempts to reconcile market requirements with its operations configurations and capabilities.
Supplementary materials
Teaching note.
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The expected learning outcomes are to understand the complexities involved in the integration of two carriers with different business strategies and approaches, the merger of two…
Abstract
Learning outcomes
The expected learning outcomes are to understand the complexities involved in the integration of two carriers with different business strategies and approaches, the merger of two brands with distinct personas and identities and the confluence of two different cultures; figure out the strategic options in front of the Tata Group and how it can deal with various macro- and micro-level business challenges, defy the financial hiccups and manoeuvre the operational complexities to accomplish mission Vihaan.AI; and develop a pragmatic approach to macro and micro business environmental scanning for making strategic business decisions.
Case overview/synopsis
In November 2022, Tata Group, the salt to software conglomerate, announced the merger of Air India (AI) and Vistara. This would lead to the formation of the full-service airline under the brand name “Air India”. The obvious reason behind this was the higher recognition, salience and recall of the brand AI as compared with Vistara in the global market. The Tata Group envisaged the brand AI to be a significant international aviation player with the heritage, persona and ethos of the brand Vistara in the renewed manifestation of AI. To realise these goals, Tata Group laid down an ambitious plan called “Vihaan.AI”, which was aimed at capturing a domestic market share of 30% by 2027.
Complexity academic level
This case study can be taught as part of undergraduate- and postgraduate-level management programmes.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
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Rajesh Panda, Pooja Gupta and Madhvi Sethi
The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by…
Abstract
Theoretical basis
The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by Gersick et al. (1997). After understanding the family business system, the case delves into making the students understand the circumplex model of the marital and family system. This matrix talks about the flexibility in the business structure along with cohesion in the family unit. The case then gets into the discussion about succession and the new generation joining the family business and the conflicts that may arise due to the same. It might be imperative to bring out the different forms of conflict that may arise in the family and business system. Researchers have identified three forms of conflict – task, process and relationship (Mckee, Madden, Kellermans and Eddleston, 2014). As passing the baton would take place next for this business in the case, the current generation needs to look at the future growth strategy for the business. Here, the discussion refers to the exploitation and exploration matrix given by Bergfeld and Weber (2011).
Research methodology
This is a primary data case. The data has been collected from SK Enterprises. Interviews were conducted to arrive at the issues and challenges discussed in the case.
Case overview/synopsis
This case talks about the dilemma of a first-generation entrepreneur. Jatinder Agarwal was the owner of SK Enterprises, a light-engineering firm manufacturing bright bars, engine parts and ceiling fan shafts. He had set up the business in 1984. His brother, Ramesh was helping him in the business. The business had prospered and grown from a single product manufacturing workshop in 1984 to two factories manufacturing multiple light engineering products. In 2015, the business was doing well and both Jatinder and Ramesh were excited to involve their respective sons, Pranav and Sanidh in the business after completion of their education. The case is about the challenges faced by Jatinder and Ramesh with the entry of a new generation. Jatinder and Ramesh were working in the family business with an implied structure where the business was a sole proprietorship in the name of Jatinder but the decisions were taken by both the brothers collectively. With the entry of the new generation, Jatinder had to decide how to re-organize the business and avoid conflicts in the family. He also had to take a decision regarding the future course of strategy, which would help the business grow further.
Complexity academic level
This case is about the dilemmas faced by a first-generation entrepreneur. The case can be taught in an “entrepreneurship” course, in a post-graduate MBA program. This case can also be taught in a family business program as part of the course on “Understanding Family Business – Managing Paradoxes” or “Building Lasting Family Business – Synergy in Vision, Values and Strategy.” This case can also be taught as part of a “business strategy” or “human resource management” in MBA or executive MBA program in the first year.
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The case provides valuable insights on challenges faced by otherwise-protected organisations which are made to face the global onslaught. What happens to an organisation when its…
Abstract
Subject area
The case provides valuable insights on challenges faced by otherwise-protected organisations which are made to face the global onslaught. What happens to an organisation when its own collaborators become competitors overnight? What happens when market leaders refuse to share their technology or dictate their own terms? In addition, this case study looks at the strategy of diversification desired in the business portfolio and the cost of non-diversifications. The case evaluates the environment in which a capital-intensive industry has to operate. It evaluates the combination of all the variables required for undertaking a comprehensive analysis and aims at identifying the best possible level to which the business can be expanded to maximise profits under the known constraints in which the business has to operate.
Study level/applicability
Target audience is corporate executives, students of MBA/postgraduate programme in management in strategic management and/or workshops for understanding the concept of SWOT (strengths, weaknesses, opportunities and threats) analysis, competitor analysis, Porter's Five Forces Model, Boston Consulting Group (BCG) Matrix, business environment analysis and growth strategies for future.
Case overview
A combination of global competition and open access in the domestic market is putting pressure on the margins, as new players are likely to move towards gaining market share by bidding aggressively. This is threatening the competitive intensity for Bharat Heavy Electricals Limited (BHEL) in the long-term. Raw materials, such as steel products, that are critical to production process are subject to substantial pricing cyclicality and periodic shortages of supply in India. The margins are thus continuously being impacted by movement in raw material prices, especially steel and copper. How BHEL hopes to sustain its growth story? Whether Chinese competition will kill BHEL? These are some of the pertinent questions the authors will try to answer in this case study.
Expected learning outcomes
Use of SWOT analysis to identify the strengths, weaknesses, opportunities and threats to a company and use it as a tool to strategic decision-making. Highlighting the importance of strategic tools such as Porter Model and BCG Matrix within an emerging economy backdrop; to illustrate the alternatives and difficulties/complexities involved in a strategic planning process of growth and cost cutting; and to analyse the financial statements of BHEL.
Social implications
Analysing public sector undertakings (PSUs)/government companies involved in infrastructure build up/projects of strategic nature in the country, their performance, challenges and efficiency in pre-liberalisation era and post-liberalisation era, and identifying how many are visible today, including the reasons for their growth/decline in generating revenues and profits, has multiple social implications especially for an emerging economy like India. A look at the performance trends of such companies over the past years too would help them in their quest by assisting them to get an idea of business and the industry profile in which BHEL is operating.
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.
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Management control system, corporate performance management, budgeting, planning, multinational organization.
Abstract
Subject area
Management control system, corporate performance management, budgeting, planning, multinational organization.
Study level/applicability
Graduate and executive education level management programs.
Case overview
General Motors India (GMI) operations established in 1994 and grew steadily, unlike her startling global performance. In 2007, GMI unveiled its new vision and mission for aggressive growth, expansion and establishing presence across all segments. With increased globalization of General Motors Corporation (GMC), the strategic importance of GMI for sourcing was envisaged. The case describes the organization structure and management control systems at GMI and the changes onto new strategy and vision. The case narrates the unique futures of its control systems such as dual reporting and matrix organization, business plan deployment (BPD), budgeting, performance measurement and compensation system.
Expected learning outcomes
The financial planning and control system in a large decentralized multinational subsidiary. Typical organizational responsibility structure and administrative and functional, dual-control mechanism. Appreciate strategic planning and budgeting process and how the strategy is cascaded through multiple key result areas and the BPD board. The business environment and strategy dynamics and its relationship with the prevalent control system. Opportunity for students to speculate the changes in control system in wake of radical changes in the business and company environment. Opportunity to introduce Simmons (1995) levers of controls and management control system package.
Supplementary materials
Teaching notes.
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John L. Ward and Carol Adler Zsolnay
A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This…
Abstract
A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This includes hiring professional nonfamily business unit managers as well as including nonfamily directors on the corporate board.
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Keywords
Subject areas are strategic management and marketing management.
Abstract
Subject area
Subject areas are strategic management and marketing management.
Study level/applicability
This case can be used in strategic management and marketing management courses for MBA students.
Case overview
This case discusses the future of petroleum business at Reliance Industries Limited (RIL) – whether to stay or exit. This scenario took place between 2001 and 2008. The volatility in the external environment was beyond their control. Or was it so? This case encapsulates the characteristics of innovative strategy formulation, leading to successful differentiation in a regulated and commoditized industry. This case portrays two significant aspects of business strategy by RIL. First is to comprehend the pioneering strategies formulation and implementation by RIL in the petroleum retailing business. Second is the severe impact of external forces on the company’s current and future prospects and what contingency plans could have been made.
Expected learning outcomes
This study enables to understand how innovative and differentiation strategies can be successfully applied in a commoditized business; to comprehend the effective application of forward integration and brand extension in a complex, scale-driven industry; and to understand the implication of external threats severely disrupting a growing business.
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 11: Strategy
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Keywords
Strategic and organisational change, adaptation responses under competitive pressure and uncertainty and transformational process.
Abstract
Subject area
Strategic and organisational change, adaptation responses under competitive pressure and uncertainty and transformational process.
Study level/applicability
For Executive MBAs or MBA programs.
Case overview
Founded in 1948 by Adrian Urquía, Aceitera General Deheza (AGD) transformed itself from a small oil-processing factory into the biggest indigenous firm in the industry. Nowadays AGD is a leading edible oil export company and also one of the frontrunners on the retail market for bottled oil with several successful brands. It ranked 40th among the 1,000 top companies in terms of turnover in Argentina in 1999 (Revista Mercado, 1999), and it is considered the fifth most important exporter in the country (Revista Mercado, 1999).After the changes the country went through in the 1990s, the company was able to adapt and thrive in an industry in which most indigenous businesses did not manage to survive. Nevertheless, the roots of AGD's success do not date from the 1990s but long before, in their thinking ahead about ways of improving technology, scale and cost-effective measures – a trio of decisions that would prove to be the right combination for survival and success.
Expected learning outcomes
An understanding of the process of business transformation: type and pace of change. The study of the transformation process of a firm will be complemented conceptually with the understanding of the adaptation process under the Argentinean context characterised by uncertainty. Students will also examine organisational flexibility. Defining organisational flexibility, the determinants of whether a firm is flexible or not and why we can consider AGD as a flexible firm.
Supplementary materials
Teaching note.
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Katri Kerem and Dietmar Sternad
This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011…
Abstract
Synopsis
This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011. A few years earlier the two founders had come up with an idea that in their opinion would revolutionize the process of media planning and buying for advertisers. They had noticed that the industry worked in an intransparent and inefficient way. Based on their own extensive experience in various internet ventures and following first consultations with key industry players they were confident that the market was ready for a self-service online media marketplace.
Research methodology
The (A) case focusses on the initial business idea and on the events before the launch of the internet platform. The case includes the entrepreneurs' concept, the main contents of the business plan, and the operational steps until the launch of the service on the market. The (B) case outlines the events after the launch of the online service, analyzes the possible reasons for the failure of the original business model and discusses potential strategic alternatives that are still open for the entrepreneurs.
Relevant courses and levels
The two-case sequence can be used for a 90-minutes session in marketing, entrepreneurship or strategic management courses in graduate and executive programs. The case is accompanied by an instructor's manual which also includes suggested assignment questions and proposed session plan.
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