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Article
Publication date: 9 April 2019

Timothy Galpin

The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along…

3524

Abstract

Purpose

The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along with an application of the widely used VRIO framework, to contend that developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies.

Design/methodology/approach

A synthesis of empirical, theoretical and practice literature is presented, beginning with a discussion of why and how firms diversify; the relative performance of firms that pursue related and unrelated diversification; an application of the resource-based view, core competencies and the VRIO framework; a description of focused corporate parenting as a core competency; a prescription for how diversified firms can implement a focused corporate parenting approach; and implications for research.

Findings

Developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies.

Research limitations/implications

The synthesis of empirical, theoretical and practice literature presented provides a foundation for future research into the impact of focused corporate parenting on diversified firm performance.

Practical implications

The paper includes a prescription for how diversified firms can implement a focused corporate parenting approach.

Originality/value

The application of the resource-based view and core competency theories to corporate parenting provides managers with the rationale for and methodology to focus their corporate parenting activities.

Details

Journal of Business Strategy, vol. 40 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 6 September 2018

Timothy Galpin

Mergers and acquisitions (M&As) have become the preferred growth strategy for many executives. However, simply “doing deals” is not enough to create a competitive advantage for…

Abstract

Purpose

Mergers and acquisitions (M&As) have become the preferred growth strategy for many executives. However, simply “doing deals” is not enough to create a competitive advantage for their companies. Only focusing on M&A as a financial transaction is too narrow of an approach, which is easily duplicated across firms. Using Woodward, Inc. as a case example, this article shows how using an actionable, end-to-end process model, and embedding integrated capabilities within the organization, across the entire process, managers can make M&A a core competence to provide a valuable, rare, and inimitable advantage for their firms.

Design/methodology/approach

A mixed-methods approach, combining action research with a narrative synthesis of empirical and practice literature was used to develop a comprehensive M&A process model - the Deal Flow Model - consisting of ten stages across three phases. The resource-based view, core competencies, and the VRIO framework provide a theoretical foundation for the model. An application of the Deal Flow Model using Woodward Inc. as a case example is also presented.

Findings

Only focusing on M&A as a financial transaction is too narrow of an approach, which is easily duplicated across firms. Instead, using an actionable, end-to-end process model, and embedding integrated capabilities within the organization across the entire M&A process provides a valuable, rare, and inimitable advantage for firms.

Research limitations/implications

Researchers will find the Deal Flow Model useful as a structure to examine the M&A process as a whole or to frame single-stage, single-discipline research in the broader context of the overall M&A process.

Practical implications

A practice-oriented Deal Flow Model, providing a cross-disciplinary, end-to-end view of the M&A process is presented. The model is designed to be actionable by managers, who can apply the process to build the M&A competence of their organization.

Originality/value

The Deal Flow Model is unique as it is designed to be actionable by managers, who can apply the process to build the M&A competence of their organization. Likewise, researchers will find the model useful as a structure to examine the M&A process as a whole or to frame single-stage, single-discipline research in the broader context of the overall M&A process.

Details

Strategy & Leadership, vol. 46 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Case study
Publication date: 24 October 2022

Bala Subramanian R. and Munish Thakur

The case has the following learning objectives: to assess the importance of the business environment, its impact on the organization and how the organization responds to the…

Abstract

Learning outcomes

The case has the following learning objectives: to assess the importance of the business environment, its impact on the organization and how the organization responds to the changes in the business environment; to apply the resource-based view of the organization and resource dependence theory; and to apply and analyze the organization’s strategic initiatives within the framework of the political, economic, social and technological analysis model, Porter’s five forces of business analysis and to make recommendations based on the above analysis.

Case overview/synopsis

The paradigm shift in technology has an impact on business. With 155,015 Post Offices, India Post has the most widely distributed postal network in the world. This case captures the journey of India Post from inception to its current form. Over its life, the organization has evolved because of multiple changes. But the recent changes have threatened to disrupt the organization. These changes have been induced by three major forces: technology, the rise of competition, especially foreign players, and social changes in urban and rural India because of changing consumption patterns as incomes rise and online retail grows. The organization has reacted to this threat by leveraging its resources to offer new products according to customer tastes by entering more unique industries and product categories. They have started logistics services in association with Indian railways and started offering retail services such as bill collection and college application forms. Also, they have created a financial division, “Payment Bank.” Thus, they have evolved from being a single entity of postal-related services to various services. The case poses a dilemma if these product diversifications are thriving as the organization’s product portfolio has diversified, given its existing capabilities and ability to create newer capabilities, particularly the payment bank.

Complexity academic level

The case is ideally suited for the discussion of resource-based view of the firm in the subject strategic management and organizational theory. The case can be used to discuss resource dependence theory as well. It is equally well suited to discuss the impact of environment in business in the subject organization theory and the impact of technology on change in the subject organizational change. The case is meant for MBA. The case can be used for executive audience as well.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 September 2018

Fawzeia Abdulla Al Marzooqi and Syed Zamberi Ahmad

Growth strategies, marketing strategy, resources-based value theory, alliance network model, logistic and supply chain.

Abstract

Subject area

Growth strategies, marketing strategy, resources-based value theory, alliance network model, logistic and supply chain.

Study level/applicability

This case can be used in undergraduate and graduate classes as well as development programmes for managers in small to medium-size enterprises. The case suits courses in business, strategy, marketing and freight forwarding.

Case overview

Union National Air, Land and Sea Shipping Co (LLC) (UNASCO) is a small to medium-sized freight forwarding company based in the United Arab Emirates (UAE). It has three offices, two in Dubai and one in Abu Dhabi. UNASCO handles commercial imports/exports from/to many destinations, including Europe, Asia, the USA, India, the Far East, Gulf Cooperation Council (GCC), the Middle East (ME) and Africa. UNASCO has been in business for more than 35 years and has run the business smoothly. Recently, the company has faced several internal and external challenges that impact business performance. These challenges are high operating expenses, stiff competition and low market demand. Due to these challenges, the sales staff is being pressured to generate more income to ensure that the company is not experiencing a loss. Now, UNASCO is uncertain how to sustain the business.

Expected learning outcomes

The learning outcomes are as follows: to learn about the freight forwarding industry, the competitive landscape and the challenges surrounding it; to enable the participant to generate a list of strengths, weaknesses, opportunities and threats (SWOT) for UNASCO and to gain skill at using SWOT analysis; to increase the participant’s ability to evaluate a situation and effectively communicate remedies about it both in writing and verbally; to enable the participant to analyse a problem using the Fishbone Diagram cause and effect tool; to enable the participant to use the Six Thinking Hats technique to make more reliable and sounder decisions; to gain skill at using Porters Five Forces tool, understand the competitiveness of UNASCO’s business environment, and identify the potential for business growth; and to gain skills at developing a marketing strategy using the 4Ps model.

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

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 November 2019

Jana Badran, Amale Kharrouby and Abdel-Maoula Chaar

The learning outcomes are as follows: identify how tools and frameworks of strategic management can be applied to understand the evolution of the timeline of a firm; analyse the…

Abstract

Learning outcomes

The learning outcomes are as follows: identify how tools and frameworks of strategic management can be applied to understand the evolution of the timeline of a firm; analyse the core competencies and weaknesses of a firm and understand their relevance in strengthening the competitive advantage of a firm; and design appropriate business models that are grounded in an integrated strategic analysis.

Case overview/synopsis

The case series traces the attempts of Nisrine Khalifeh to save her family’s ailing Lebanese artisan micro-enterprise that produces handmade glass blown jars, jugs and cups. Despite their unique traditional know-how in glassblowing, The Khalifeh struggle to survive since the early 2000s until today in a context of a growing concurrence by more competitive glass products. After each triggering event faced by the Khalifeh firm, Nisrine’s exploits opportunities offered to her in an archaic business model approach that provides short business solutions. Nisrine seems not to realize that her business approach is just keeping her family business from dying today instead of tomorrow while keeping it on the verge of going under. Facing an additional dilemma, she is challenged to realize how competitive and sustainable the Khalifeh business model is, and which actions she should take to withstand the competitive threats. More sustainable business options exist to this traditional micro-enterprise which carries a strong growth rate potential if sustainable business models are developed and deployed using key tools and frameworks of strategic management analysis.

Complexity academic level

Undergraduate Business Students,

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

Emerald Emerging Markets Case Studies, vol. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 October 2021

K. S. Manikandan

Corporate Strategy; Strategy.

Abstract

Subject area

Corporate Strategy; Strategy.

Study level/applicability

Post-graduate; Executive education; Under-graduate.

Case overview

The case is based on Titan Company Limited (Titan), one of India’s profitable diversified companies. Set in April 2020, the case presents the evolution of Titan’s growth strategy in the last three decades. The company had grown by continuously exploring adjacent categories in the personal lifestyle space. The case asks whether the strategy that has guided Titan for the past three decades would continue to provide growth. What changes, if any, should be made by C.K. Venkataraman—the new CEO who had taken charge a few months back in October 2019—and his team?

The case describes Titan’s evolution from 1987 to 2020. ‘Winning times’, the first section of the case, describes Titan’s early choices in the watches business that helped the company achieve market dominance and its successive choices to expand the scope of watches businesses by entering new adjacencies. The section also details the evolution of Titan’s design, manufacturing, marketing and retailing capabilities in early years. ‘Looking for another gem’ describes Titan’s venture into the jewellery business – the failure of its early attempts to export and its pivot to domestic market and the successful turnaround of the business. ‘On the fast track to growth’ deals with Titan’s accessories business. The section ‘Eyeing new businesses’ describes Titan’s foray into prescription eyewear and precision engineering businesses and the company’s performance in these businesses. ‘A new identity’ details Titan’s adoption of a distinct corporate identity in 2013. ‘New businesses’ provides information on Titan’s recent foray into fragrances and sarees business. The case ends with the section ‘Years ahead’ which asks what changes, if any, should be made by the leadership team.

Expected learning outcomes:

Upon completion of the case study discussion, participants will be able to: understand the concept of the ‘core competence’ and the three tests of core competence; how core competencies evolve in an organization over time; diversification (growth) strategy based on core competencies and adjacencies; and key managerial choices and organizational processes required to ensure effectiveness of diversification strategy based on core competencies.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

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

Keywords

Case study
Publication date: 22 July 2020

Jonathan Marks

The main learning outcomes that can develop from this case are as follows. These have been articulated for an approximately 90-min class discussion. Opportunity identification in…

Abstract

Learning outcomes

The main learning outcomes that can develop from this case are as follows. These have been articulated for an approximately 90-min class discussion. Opportunity identification in times of crisis: at a macro-level, the case serves to illustrate the nature of identifying and exploiting opportunities in times of crisis. In particular, it shows how an agile small team and quickly respond to need and develop a sustainable and scalable business. Pivoting the business model: the case raises an interesting and important debate as regards what constitutes a “pivot”. While the classical interpretation would be a change in direction without a change in strategy, this case within the context of Covid-19 challenges this definition. Resource use and allocation: The case illustrates well how existing resources, networks and skills can be used in a very different business venture to alleviate immediate cash flow needs and potentially build another business venture.

Case overview/synopsis

This case study explores how two Cape Town-based entrepreneurs, Josh Meltz and Adam Duxbury, responded to the Covid-19 crisis and the subsequent lockdown in South Africa. The pair had built a successful swimwear brand – Granadilla Swimwear – and two other businesses: a function venue and a kombucha brand sold at a well-known food market. As the Covid-19 lockdown tool effect, the entrepreneurs saw not only declining revenue in their food and function venue business but were about to enter a six-month period of negative cash flow on their seasonal swimwear business. The entrepreneurs saw an opportunity to deliver food boxes of fresh fruit, vegetables, bread and other staples within the Cape Town metropolitan area. Their kombucha brand had a ready-made food processing and handling facility (including cold storage) and existing relationships with customers, suppliers and other vendors at the food market gave them ready access to a range of locally produced food products available immediately and on consignment. Meltz & Duxbury quickly launched an online shop and started marketing via Instagram. Within 48 h, they were delivering food boxes, with little risk and upfront capital investment. As the lockdown continued and other competitors entered the market, the team wondered at the longevity of the pivot and whether this was a business that would sustain itself or whether it was just a short-term fix for their immediate cash flow problems.

Complexity academic level

Undergraduate and postgraduate

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 3 Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 31 July 2017

Gaunette Sinclair-Maragh, Noriel Jacobs-Gray and Norene Brown-Roomes

Food service management, human resource management, hospitality strategic management and, international business and management.

Abstract

Subject area

Food service management, human resource management, hospitality strategic management and, international business and management.

Study level/applicability

Graduate students.

Case overview

The purpose of this case study is to determine whether the practice of talent management serves to motivate fast food service employees. It aims to determine employees’ perceived level of awareness and importance of talent management practices; current practice of talent management within the fast food service sector; and to assess the level of motivation of employees from talent management practices. The survey method employing the use of questionnaires was used to ascertain data from a fast food service establishment in Jamaica, a developing island destination located in the Caribbean region (Sinclair-Maragh and Gursoy, 2015). Jamaica is chosen for the study, as there has been an increase in the number of both local and international fast food entities over the years (Collinder, 2014). The focus on fast food service is important, as they have been providing employment to a significant sector of the population. This type of business operation is classified as a tourism related hospitality area (Purcell, 1996) and as indicated by Christensen and Rog (2008), talent management presents an intriguing opportunity for hospitality organizations to attract employees with requisite skills and experience. The industry is also challenged in maintaining motivated employees (Baum, 2008). Talent management can assist organizations that have long-struggled with high turnover rates and the ability to attract and engage employees that are considered assets and not liabilities. Lockwood (2007) points out that engaged employees are loyal, hardworking and passionate about their work. Motivation theory is used to provide theoretical support for the findings of the study. This is because behavioral theorists such as Abraham Maslow suggested that survival, safety, belonging and self-esteem are factors that can be used to motivate employees and Sigmund Freud believes that people need to be rewarded to get work done (Nohria et al., 2008). This theory is plausible to the study, as it is postulated that talent management can enhance employee engagement, through highly motivated employees (Christensen and Rog, 2008). The study finds that majority of the employees understood the meaning of the term “talent management”. In terms of their personal and professional development, the employees believe that these are highly influenced by the organization’s culture. They pointed out that skills are usually developed through training, cross-training and succession planning. Financial assistance is given for further training and skill development. The performance evaluation process is used to identify employees’ specific skill. Although this is done, the majority has not been placed in other departments that would benefit more from their skills. Only 7.6 per cent reported that this was ever done. Employees’ emotional wellbeing is also important. Although majority of the employees (44.7 per cent) are happy about their work, they indicated that they could be motivated by coaching, mentorship and empowerment initiatives. Overall, the employees’ sense of belonging through their engagement and development, and self-esteem through their morale and competence are important to their motivation levels. They are also motivated when support is provided for training and skill development as explained by the motivation theory.

Expected learning outcomes

The learning outcomes are intended to guide the teaching-learning process and stimulate students’ understanding of the concepts of talent management specific to fast food service employees’ motivation. The case study is a useful resource for graduate students to enable and develop their critical thinking and solution-oriented skills. Students should be able to critically analyze the case and respond to the questions to garner and improve their understanding of talent management and its applicability in the fast food service sector. Further understanding of the concept can be derived from developing dimensions and measures of talent management that can be generalized to the food service sector.

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.

Case study
Publication date: 24 May 2022

Amita Mital, Archana Panwar and Yuvaraj Jawalgi

Discussion of the case will enable students to identify the cornerstones of industry development using simple frameworks like PESTLE and five forces that shape strategy. They will…

Abstract

Learning outcomes

Discussion of the case will enable students to identify the cornerstones of industry development using simple frameworks like PESTLE and five forces that shape strategy. They will be able to identify critical success factors and evaluate how a firm gets competitive advantage. They will also be able to assess whether the advantage is sustainable for the firms and along which dimensions they have only competitive parity. The issues of contemporary firms growing through the use of network strategies is also highlighted and students will learn to appreciate the role of platforms and connectivity for gaining sustainable advantage.

Case overview/synopsis

This case describes the growth strategy of NoPaperForms, a start-up in the domain of enrolment automation for higher education in India. Naveen Goyal, the founder CEO sensed an opportunity in this growing industry segment and acquired it from the founder, Vishal Shah in 2017. The ultimate objective of an educational institute was to attract talent, Goyal evolved a comprehensive enrolment solution starting with the time a prospective student made an inquiry for enrolment till the time he/she paid for enrolment. It was a complete panel, bundled and packaged in a single system taking care of lead management, lead nurturing, application management, fee payment, post-application management and enrolment. He developed it into a unique blend of a customer relationship management (CRM), which was unique in the country. At this juncture, Goyal was exploring growth avenues. On the client side, he had the alternatives of focusing on the B2C segment or diversifying from B2B to B2C. Geographically, he had the options of expanding to tier II and tier III cities, which were the next growth hubs. The option of growing internationally was also on the cards. The purpose of the case is to analyse the opportunities in the education technology sector, specific to student enrolment and leverage the competencies of the firm to detail the future strategy of the firm.

Complexity academic level

The case can be used in a MBA program for a course in Strategic Management in the module of strategy formulation after fundamental concepts and theories of Strategic Management have been discussed.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Article
Publication date: 2 March 2015

Marko Kohtamäki and Petri Helo

The role of industrial services has increased in importance as product manufacturing oriented companies have been moving towards industrial services and integrated solutions…

1923

Abstract

Purpose

The role of industrial services has increased in importance as product manufacturing oriented companies have been moving towards industrial services and integrated solutions. While migrating towards solutions provision, manufacturing companies have been developing new Service offerings, service business models logics and methods of service delivery are developed by using new technologies for value co-production and co-creation. The purpose of this paper is to discuss the solution providers perspective by illustrating central approaches tapping into industrial services, such as environment-strategy-fit, scope of industrial service offering, industrial service business capabilities, and servitization process.

Design/methodology/approach

The paper reviews literature related to industrial service phenomenon providing a: framework for environment-strategy-fit in the context of Industrial Services taking Fit; defining industrial service business; defining industrial service business capabilities; and a critical perspective toward industrial service business research.

Findings

Where this paper provides a framework for environment-strategy-fit in the context of Industrial services, it also develops grounds to consider the maturity levels of servitization in a solution provider context. This paper recognizes the maturity levels of manufacturing companies providing a typology to analyze the level of servitization. Finally, this paper also serves as an introduction to an interesting special issue on industrial services.

Originality/value

The existing industrial service theory related industrial services can be strengthened by developing frameworks and typologies to better understand the transformation from products to industrial services and integrated solutions. technology digitalization and enable operational and outsourcing services, in addition to performance services.

Details

Benchmarking: An International Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1463-5771

Keywords

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