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Human resource management, Training and development, Competency development and team spirit.

The case is intended for MBA/PGDM level students as part of a human resource management curriculum. The case is more diagnostic in nature and should be discussed in the same spirit. The case is suitable for developing conceptual thinking and community orientation of professionals aspiring or pursuing a career in the area of human resource management.

The case examines the imperatives behind Sterling Tools Limited (STL), a leading fasteners manufacturing Indian company's decision and strategy adopted to inculcate team spirit through outdoor experiential training (OET). The case explores in detail the process undertaken to execute the OET at STL. The case also briefly mentions the tangible benefits of OEL. The case is structured to enable readers to: understand the basic objectives of OET; understand the innovative approach adopted by STL; and understand how an organization responds to changes and challenges in the external environment.

This case is structured to enable students to: understand the meaning and significance of outdoor experiential training (OET); analyze the challenges faced by HR managers in modern day organizations; learn the conceptual framework and understand the principles of OET; examine the measures that can be taken by management to ensure a smooth induction and socialization process of employees; and understand the need of inculcating team spirit among employees.

Teaching notes are available.

Gender Roles, Human Resource Management.

HRM-related courses at undergraduate and MBA level. Can be used in executive training.

Nida Akhtar, a 29-year-old factory unit supervisor and a labor union leader of one of the biggest private textile manufacturing companies of Pakistan, faces a crucial decision regarding her personal and professional life. She is getting married in a few months and may need to move to another city. She has been working at Shanza Textile Limited (STL) for the past nine years. In spite of several social pressures and sometimes unfavorable circumstances, she has continued working because of her determination and endurance. She has earned appreciation and respect from her organization as well as from her family and friends. She has an option of moving to STL’s female hostel if she wants to continue working. However, she will have to gain her husband’s consent to do this. Alternatively, she can look for another job in the new city, but in this way, she will not be able to enjoy the same rank and position which she currently enjoys. She is exploring possibilities, and she knows that this decision will not only affect her own future life but will also have a significant impact on her married life and on her future generation.

Introducing students to an important aspect of labor economics: determinants and demographics of female labor force participation rates, in the context of an emerging market like Pakistan. Enabling students and other participants to engage in a meaningful unbiased discussion regarding gender roles in workplaces of emerging markets. To make students familiar with related characteristics, issues and challenges faced by working women in developing and emerging economies. To devise and present policy suggestions for making work environment more conducive for the female workers.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 6: Human Resource Management.

On completion of analysis of this case, students would be able to: appreciate the context of a typical delisting decision of a public company that is part of a large business group; analyze the complex nature of the relationships among the promoter shareholders, minority shareholders, government-controlled financial institutions, independent directors and executive directors in such a situation of transfer of value; and develop the best possible course of action for the promoters, independent directors and public shareholders, keeping into consideration the principles of corporate governance and the objective of shareholders’ wealth maximization.

The case presents an opportunity to examine the corporate restructuring and governance issues associated with the delisting attempt of India-based mining company Vedanta Ltd., by its London-based parent company, Vedanta Resources. The case focuses on the conflict of interests between the promoters of a business group and the public shareholders of a subsidiary, and the pivotal roles independent directors and proxy advisory firms play in supporting the public shareholders.

The case can be discussed in a graduate-level corporate strategy course that deals with restructuring and governance issues in companies, especially large group companies. It can also be discussed in a course of corporate governance where students have the opportunity to understand the potential conflict between promoters and other shareholders, and the moderating roles the independent directors and institutions may play in resolving such conflicts.

Teaching notes are available for educators only.

CSS 11: Strategy.

The case describes the structure of Infrastructure Investment Trusts (InvITs) created and launched in Indian markets in 2017. Besides introducing InvITs and their potential role in relaxing the financing constraint created by the lack of an active corporate debt market in India, the case can help in analysing why the market is discounting the IndiGrid unit price relative to its issue price. It also offers an opportunity to value IndiGrid's Patran acquisition.

This case describes how eight entrepreneurs discover different opportunities for new businesses to exploit a single technological invention. The case focuses on the process of entrepreneurial discovery and its implications for the creation of new firms. Many of the teaching materials on entrepreneurship assume that entrepreneurs have already discovered an opportunity. While these materials provide useful information about the process of creating new enterprises, they miss the crucial first step in the entrepreneurial process: identifying an opportunity. The case illustrates the theoretical concept of the role of information in the discovery of entrepreneurial opportunities. It can be used in a class on entrepreneurship or management of technology.