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1 – 10 of 41Ellenore Meyer, Leena Thomas, Selma Smith and Caren Scheepers
Public Health; Leadership; Organisational Development; Organisational Behaviour; Public Administration Management.
Abstract
Subject area
Public Health; Leadership; Organisational Development; Organisational Behaviour; Public Administration Management.
Study level/applicability
Postgraduate level for honours or masters programmes in courses on public health; executive leadership and management programmes; MBA level.
Case overview
The case unpacks decentralisation as a means to promote and improve local decision-making and accountability through community participation and engagements. Ayanda Nkele was a programme manager in a health district in South Africa. He was faced with many challenges when trying to implement his programme, most of which were related to local authority, responsibilities and decision-making abilities at his level. This case describes briefly the South African health system. and how it functions. It describes the proposed changes to the health system and its transformation towards Universal Health Coverage. The decision space analysis as discussed in the case illustrates the types of decentralisation in the country and how this also applies to Nkele’s level.
Expected learning outcomes
Understanding the concepts and principles of decentralisation within the context of strengthening district health services, the re-engineering of primary health care (PHC) and rolling out a National Health Insurance in South Africa. Applying the “decision space” approach to analyse the extent of decentralisation. Grasping the requirement of leaders to be “contextually intelligent” and identify the important contextual variables to take into account when analysing public health care.
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 7: Management Science.
Details
Keywords
The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event…
Abstract
Subject area
The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event planning and management.
Study level/applicability
The case is suitable for undergraduate and graduate students pursuing courses in the areas of strategic management, marketing, tourism planning and development, hospitality and tourism management, attraction management and special event planning and management.
Case overview
The Denbigh Showground located in the parish of Clarendon, Jamaica, is the venue of the annual Agricultural and Industrial Show. Three separate studies conducted indicated the need for its development to enable the use of the facility all year round and to contribute to the socio-economic development of the parish. Suggested development options from these studies included a fun and amusement park, a site for eco-tourism and a multi-purpose agri-cultural facility with linkages to the parish's cultural legacies and places of interest. The large land acreage could facilitate its development, making the property a leading “agri-cultural” attraction concept.
Expected learning outcomes
he students should be able to: identify the typology of the Denbigh Showground as an attraction; categorize the product offerings of the Denbigh Showground from a marketing perspective; explain the factors to consider regarding the development of the showground; analyze the socio-economic contributions of the facility to the parish of Clarendon and the community's attitude towards the development of the showground; discuss the potential uses of the Denbigh Showground that can make it a leading international “agri-cultural” attraction; synthesize the concept of sustainable tourism development and its importance to the development and viability of the attraction for future generations; and assess other tourism concepts such as community-based tourism, special interest tourism and alternative tourism and how they relate to the development of the Denbigh Showground.
Social implications
This case study will help students understand the concept of an agri-cultural attraction and its impact on the socio-economic development of the surrounding communities and the country as a whole. The case will contribute to the existing body of knowledge in the areas of community development and residents’ perception regarding tourism development. It offers insights to both potential and current investors; provides practical guidance to the government and other tourism planners to enable better planning for the areas’ future growth and development; and serves as a reference for academicians as well as undergraduate and graduate students.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail: support@emeraldinsight.com to request teaching notes.
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Keywords
The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer…
Abstract
Learning outcomes
The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification.
Case overview/synopsis
Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate?
Complexity academic level
The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies.
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 3: Entrepreneurship.
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Keywords
Aashish Mehra, Nidhi Mathur and Vaibhav Tripathi
The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine…
Abstract
Learning outcomes
The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine the value chain architecture of handicraft products; assess the role of the protagonist (Sanjay) as a social change agent in shaping a successful social enterprise; assess Sahaj Crafts' initiatives and analyze whether the key intervention/s planned/executed were required for skilling up of rural artisans and upgradation of handicraft business; know the marketing strategies for handicraft products; and understand the “strategies” which need to be applied for uplifting people's lives at the bottom of pyramid in general and for enlivening of artisans’ clusters in particular. The outcomes are as follows: examining the value chain architecture of handicraft product; understanding the difficulties and challenges of structuring a viable social business model; examining the role of Sanjay as a social change agent in shaping a successful social enterprise; and examining the model of Craft Incubation Center and design education proposed by Sahaj Crafts for improving rural artisans’ livelihood and skills upgradation.
Case overview/synopsis
Sanjay Joshi – the promoter and CEO of “Sahaj Crafts” (a social enterprise established in Western Rajasthan, India), an initiative to strengthen indigenous skills and mainstream rural craft products and artworks – is faced with the question of how to scale up his organization’s operations. Doing so requires that he address these fundamental challenges in terms of – how to deal with unorganized craft communities; match up product orientation to market demands; integrate modern technology / processes in craft business; combat restricted mobility of women artisans; and make effective interventions so that the artisans learn and enjoy working in the current model and solve the financial issues faced by the social enterprise. Providing effective and implementable answers to those questions is vital to Sahaj Craft’s development in attaining its mission to alleviate poverty in the region. Failing to expand operations above a critical scale may leave Sahaj Crafts vulnerable in meeting sufficient demand for contemporary craft products in the mainstream markets.
Complexity academic level
This case study is primarily suitable for post-graduate level management students to teach the concepts of designing and operationalizing a “social” business model in a social entrepreneurship module. This case study can also be used for highlighting business model innovations in the social sector of emerging markets. The case could be taught in the following academic domains: social entrepreneurship; bottom of the pyramid; social inclusion; supply chain consolidation (vertical integration in a value chain); marketing strategies for handicraft products; branding; brand positioning; cost and management accounting.
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 3: Entrepreneurship
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Keywords
Gaunette Marie Sinclair-Maragh
This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality…
Abstract
Subject area
This case study can be used in the following subject areas: tourism management; tourism policy; tourism planning and development; destination marketing and management; hospitality and tourism management; special event planning and management; and attraction management.
Study level/applicability
This case study is useful to both undergraduate and graduate students specializing in hospitality and tourism management.
Case overview
This case study explored the nature of two forms of tourism development; resort-based and resource-based, and aimed to determine which is the more viable and sustainable option for the future of tourism in Jamaica, an island destination in the Caribbean which depends highly on the tourism industry. The literature established that both forms of tourism are challenged by several and varying factors and so their synergistic integration appears to be the most functional option for sustainable tourism development in Jamaica along with the involvement of the relevant stakeholders.
Expected learning outcomes
The students should be able to:
Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.
Explain the usefulness and drawbacks of both types of tourism model.
Discuss the nature of culture and heritage tourism and eco-tourism.
Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.
Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.
Assess the role of the private sector in encouraging and facilitating resource-based tourism.
Distinguish between resort-based tourism and resource-based tourism by identifying the elements and attributes that make them different.
Explain the usefulness and drawbacks of both types of tourism model.
Discuss the nature of culture and heritage tourism and eco-tourism.
Analyze Jamaica's tourism model from the nineteenth to the twenty-firstst century by assessing the changes and developments.
Discuss the role of government in facilitating the development of a “wholisitic tourism model” that will facilitate the synergy of resort-based tourism and resource-based tourism.
Assess the role of the private sector in encouraging and facilitating resource-based tourism.
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.
Social implications
This case study conceptually and empirically analyzed the tourism model in Jamaica to ascertain whether or not the future of Jamaica's tourism should remain dependent on resort-based tourism or should it opt for resource-based tourism as a more viable and sustainable option. The discussion however, indicates that resort-based tourism can synergize with resource-based tourism to achieve sustainable development along with the involvement of all the relevant stakeholders including the government, hotel operators and the residents. The case synopsis likewise presented a concise summary of the literature reviewed regarding the concepts of resort-based tourism and resource-based tourism; and the case of Jamaica's tourism.
The learning outcomes are intended to guide the teaching- learning process and stimulate students' understanding of the concepts of resort-based tourism and resource-based tourism and their specific implications in terms of tourism development in Jamaica. This knowledge can also be generalized to other destinations with similar historical background and tourism resources. The applied questions will guide the discussions and provide additional resources for assessment purposes. They will also help the students to critically assess the dynamics of tourism development.
The case synopsis is consistent with the learning outcomes, corresponding applied questions and course recommendations. A total of two to three-hours teaching session can be used to discuss the constructs, analyze the case in point and answer the applied questions.
Details
Keywords
Marius Oosthuizen and Caren Scheepers
The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy…
Abstract
Subject area
The case study uses a strategic foresight method, scenario-planning, to examine the strategic options for a financial services firm. As such, it covers the fields of strategy, environment of business, innovation, digital disruption and organizational change as they relate to the firm’s ability to adapt to changes in the environment of business in an emerging market context.
Study level/applicability
The case was developed with master's-level students in mind, particularly those seeking a master of business administration, masters in strategic foresight or related management degrees.
Case overview
The case of NEDBANK, a longstanding and successful financial services firm based in South Africa is confronted with major challenges from competitors because of technological change in the industry as well as having to expand their market penetration across Africa. A rising regulatory burden, tough economic conditions and the need to access low income markets, provide a significant organizational development challenge as a decades-old bank, known for a relational approach to banking, has to navigate the new domains of “fintech”, micro-lending and public sector banking.
Expected learning outcomes
Students will gain comprehensive insight into the industry environment in emerging markets, understand the strategic management challenge before financial services firms in this environment and be able to consider the alternative strategic interventions that may be used to ensure corporate sustainability amid these challenges. Simultaneously, the case provides a comprehensive view into the use and application of scenario-planning for strategic management.
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
Details
Keywords
Mark Jeffery, Nancy Kulick, Tim Riitters, Scott Abbott, Douglas Papp, Tiffany Schad, Jed Wallace and Jeff Wiemann
This case focuses on the challenge of quantifying the return on investment (ROI) of a large technology project, enterprise resource planning (ERP), in the nonprofit environment of…
Abstract
This case focuses on the challenge of quantifying the return on investment (ROI) of a large technology project, enterprise resource planning (ERP), in the nonprofit environment of the San Diego City Schools. The school district does not generate a profit, so traditional revenue enhancement arguments do not work. Instead, the case discusses the internal processes re-design and system consolidation enabled by the new ERP system. The system ROI is composed of two major components: cost savings from removal of legacy applications and productivity improvements. The cost containment benefits are relatively straightforward to quantify, but do not justify the system. The productivity improvements are harder to quantify, and many can be categorized as soft benefits. Furthermore, many of the productivity and cost-saving benefits will not be realized without personnel reductions, which are especially difficult in school districts and government agencies. The case debrief therefore discusses the tradeoffs quantifying soft benefits and productivity improvements, best practices for management decision making, and the organizational change necessary to realize the ROI.
The case teaches students how to analyze ROI for a large enterprise IT system in nonprofit or government organizations. Financial ROI is applicable for the hard cost benefits but some benefits are more difficult to quantify, and students learn how to factor these into the decision making as well. In addition, organizational change can be particularly challenging in the government or nonprofit context; the case enables a discussion of strategies for workforce re-deployment in these settings.
Details
Keywords
Kenneth M. Mathu and Caren Scheepers
The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable…
Abstract
Subject area
The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable supply chain, corporate social responsibility and sustainability courses.
Study level/applicability
The target audience is includes post-graduate diploma-level or master’s level students, such as in Masters in Business Administration.
Case overview
The case focuses on the dilemma that Phiwokuhle Mhlangu in Mpumalanga, South Africa, faced when his company’s board had not signed off on capital expenditure to improve his colliery’s clean coal technology initiatives. He had to influence his colleagues’ mindsets to adapt to changes in the environment. The case highlights the global coal landscape and South African mining industry’s challenges in terms of infrastructure and strained labour relations, as well as the focus of the South African Government to enhance alternative energy resources. Although a clear business case for investment in clean coal technologies was evident, Mhlangu could still not persuade his colleagues to support these initiatives. A different approach was required […]
Expected learning outcomes
The learning objectives in this case are: gaining insight into the dilemmas of sustainability in coal mining by exploring various interest groups in difficult sustainability situations and enhancing understanding of getting a buy-in from various stakeholders when leading change in the coal-mining sector.
Supplementary materials
A teaching plan and particular teaching methodologies is included. The two learning outcomes are posed as questions for groups to discuss and model answers are provided and to relevant literature.
Subject code
CSS 7: Management Science
Details
Keywords
This case reviews different varieties of currency crises and two in particular: United Kingdom in 1992 and Hong Kong in 1998. These were two very different types of crises, and…
Abstract
This case reviews different varieties of currency crises and two in particular: United Kingdom in 1992 and Hong Kong in 1998. These were two very different types of crises, and understanding them could serve the protagonist well when future crises occurred.
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Keywords
The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all…
Abstract
Learning outcomes
The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all organisational levels, understand the importance of adopting a proactive approach to change perceptions and discriminatory behaviours and processes and appreciate the role that an inclusive culture within an organisation can play in advancing and championing women’s progression to senior management roles.
Case overview/synopsis
The case highlights the challenges facing women in leadership positions in emerging economies and societies in transition like South Africa and explores the role that gender plays in the world of work. It focuses on the dilemmas faced by Alison Bourne, newly promoted to the CEO role at Bergmann Engineering Works (SA).The case shows that, despite the positive contribution resulting from the inclusion of women in organisations, women experience a multitude of obstacles. Some of the limitations highlight that women must work even harder to be perceived as legitimate leaders. These challenges come about despite research showing that the inclusion of women in the workforce improves company performance, enriches the knowledge base and improves the decision-making quality of company boards.
Complexity academic level
Postgraduate business students at the master’s level.
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
Details