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Case study
Publication date: 21 May 2021

Amy Fisher Moore and Verity Hawarden

Upon completion of the case discussion, students will be able to: identify the enablers of a mental skills coaching process and the broad outcomes as a result of a coaching…

Abstract

Learning outcomes

Upon completion of the case discussion, students will be able to: identify the enablers of a mental skills coaching process and the broad outcomes as a result of a coaching intervention; understand the contributing factors towards creating greater psychological safety in a team and the impact this has on team performance; and identify positive leadership strategies to create an environment in which meaningful work and goal achievement increase engagement.

Case overview/synopsis

Leanne Redding was the mental skills coach for Maccabi, a professional league soccer club in Johannesburg, South Africa. Redding had worked with the club’s players using mental techniques, the ultimate aim being to improve performance. Redding’s work was based on the premise of trust, lived values, self-respect and reflection. She believed that a strengths-based approach grounded in sports psychology and aligned with mental contrasting enabled resilience. Her process of holding individual and team sessions helped with sustaining motivation, overcoming limiting fears and encouraging focus on the greater good of the team. The result was Maccabi’s promotion to the professional league of soccer. However, not all of her broad stakeholder group had bought into the value of sports psychology coaching. The case explores Redding’s process and her belief of the importance and buy-in from all players of the team values which should inform behaviour. The case concludes with Redding contemplating what she should do to gain greater acceptance from the rest of the coaching staff for her work.

Complexity academic level

This case can be used in graduate and postgraduate level courses such as an MBA, in management development programmes or in short executive education courses focusing on organisational behaviour, leadership and human capital development and sports management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 December 2018

Stephanie Giamporcaro and David Leslie

To understand the motivations for adopting RI practices for institutional investors and asset managers; to understand the different RI strategies available to institutional…

Abstract

Learning outcomes

To understand the motivations for adopting RI practices for institutional investors and asset managers; to understand the different RI strategies available to institutional investors; to understand the impediments to adoption of RI at an organisational level; to debate how financial institutions can drive the growth and adoption of RI among the investment community; and to illustrate the complexities of organisational change and the strategies that institutional entrepreneurs can use to overcome resistance to change from key stakeholders.

Case overview/synopsis:

The case is set in October 2017 against the backdrop of the pending unbundling of Old Mutual plc into four new independent businesses, and the subsequent relisting of Old Mutual Ltd on the Johannesburg Stock Exchange in South Africa. The head of responsible investment at Old Mutual Investment Group and the main protagonist of the case, Jon Duncan, is considering what the subsequent relisting will mean for the responsible investing programmes that he has set up over the past six years. The case goes on to describe how responsible investment principles were supported through the implementation of ESG integration and active ownership strategies. It also examines recent developments in ESG product innovations and demonstrates another technique available to responsible investment practitioners in the form of best-in-class ESG screening. The case ends with Duncan contemplating the strategic priorities of the RI team moving forward, and how the managed separation might impact on the RI agenda. It provides prompts for students to discuss and formulate a strategy for advancing the aims of responsible investing.

Complexity academic level

The case is aimed at postgraduate-level students enrolled in a management-related degree programme such as an MBA, and covers both sustainable and responsible finance and institutional entrepreneurship theory.

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 1: Accounting and Finance

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Enterprise, Strategy.

Study level/applicability

This case study is about a used car retailer in an African country, specifically Ghana. Lessons drawn from the case could be applied in societies which are highly socialised; not individualistic.

Case overview

Ghana is one of the first African countries to be hooked up to the internet. However, there has been a very slow uptake of “traditional” e-commerce applications due to a number of critical factors including a legal framework, and electronic payment system. Despite these challenges, some firms are making strides to use the power of the internet to enhance their operations. For example, the case firm uses social relationships to sell its first stock of cars and to re-design its website. Other findings and lessons from this case could be applied to similar contexts.

Expected learning outcomes

An understanding of how society influences business operations, especially in an African or Ghanaian context. Learners can also draw lessons that could be applicable to enhancing and growing the e-commerce capabilities of offline firms.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 November 2023

Ubada Aqeel and Shikha Gera

This case study would enable students to understand the concept, process and advantages of mergers and acquisitions as a growth strategy with respect to 1mg. Also, the students…

Abstract

Learning outcomes

This case study would enable students to understand the concept, process and advantages of mergers and acquisitions as a growth strategy with respect to 1mg. Also, the students would be able to use the threats, opportunities, weaknesses and strengths matrix to map 1mg’s strengths, weaknesses, opportunities and threats.

Case overview/synopsis

This case study analyses the transformation journey of 1mg to Tata 1mg, one of the most trusted internet pharmacies in India. This case describes a small start-up that was launched in 2013 and had made many acquisitions since then. This case revolves around Tata Digital’s purchase of 1mg. The case starts out by explaining 1mg’s financial situation and why the company was acquired. This case study focuses on how the integration helped Tata Digital and 1mg realize their respective missions. Furthermore, the case study illustrates the benefits and difficulties of this integration.

Complexity academic level

This case study is basically aimed at postgraduate management students; it can be used in strategic management and health-care courses. Students can understand the concept of diversification and acquisition with the help of this case study. Students can also gain an insight into the organic and inorganic diversification as a growth strategy.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 November 2023

Parameswaran Iyer, Ajay Pandey, Mahima Vashisht and Daniel W. Smith

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the…

Abstract

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 21 May 2021

Efe Ünsal, Sanem Kaptanoğlu and Hayat Kabasakal

The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership…

Abstract

Learning outcomes

The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership positions, especially in male-dominated business contexts. Second, managers can show high performance and be effective leaders as long as they are aware of that all managers are evaluated according to a wide variety of criteria, and play many different managerial roles, such as interpersonal, informational and decisional roles. Finally, managers should pay attention to all stakeholders’ demands in decision-making process for sustainability and performing better in the long run.

Case overview/synopsis

Since football began gaining popularity in Turkey at the dawn of the 20th century, the sport remains the most popular national sport today. However, recently, a new name has shaken the world of Turkish football: Berna Gozbasi, the first female football manager in Turkish history. In the middle of 2019–2020 football season, Gozbasi became the first female club president after she assumed leadership of Kayserispor. Kayserispor was officially founded as a Turkish professional football club in 1966, and, as its name suggests, was based in Kayseri, a sizeable industrialised city located in Central Anatolia. The team competes in the “Turkish Super League”, Turkey’s top football competition. In this case, to discuss gender inequity, leadership, and management in the sport context, the authors explained the dilemma Gozbasi faced while she decided whether or not to accept this challenging role. Then, the authors examined the experiences she gained as a leader and the dilemma she faced to diminish the negative impact of the COVID-19 pandemic on the organisation she led.

Complexity academic level

Undergraduate and MBA 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 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 November 2023

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.”

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 11 December 2023

Padhmanabhan Vijayaraghavan and Frederick Sidney Correa

After completion of the case study, students will be able to describe the crisis types and the various phases in mapping a crisis and outline appropriate actions during each…

Abstract

Learning outcomes

After completion of the case study, students will be able to describe the crisis types and the various phases in mapping a crisis and outline appropriate actions during each phase; identify stakeholders in the context of change management initiatives and map them through their power, influence and interest needs; identify the needs and resistance present in change management initiatives through the systems-thinking perspective; recognize the leadership competencies for an effective crisis management approach; and identify the way to conduct challenging conversations with important stakeholders whose support and influence are required.

Case overview/synopsis

Stella Fernandez, the vice president of human resources management in a family-managed business organization, was disturbed by the media reports on rising number of cases of COVID-19 infection in India during the first week of March 2020. She thought that a continued rise in the number of infection cases could affect the business continuity as well as the safety of the employees. In her opinion, a faster introduction of a work-from-home policy could help to reduce the impact of the potential crisis. Fernandez understood that without the senior management team’s consent, she could not drive the information technology team to implement the work-from-home measure. However, she felt that there could be challenges in convincing the senior management team, who did not treat this outbreak to be of grave importance. Anticipating the unfavourable reaction, Fernandez planned her approach carefully by identifying and convincing influential members to support this change management initiative; nevertheless, to her dismay, her meticulous plan failed to convince the powerful members of the team, who continued to resist the change proposed by her. Disappointed and surprised by their reaction, Fernandez wondered what she could have done to make the senior management team to accept her proposal.

Complexity academic level

This case study is designed for use in undergraduate- or graduate-level programmes.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 December 2023

Chitra Singla and Bulbul Singh

Madan Mohanka set up Tega Industries Ltd in 1976 to manufacture abrasion-resistant rubber mill lining products used in the mining and mineral processing industries. In 2006, as…

Abstract

Madan Mohanka set up Tega Industries Ltd in 1976 to manufacture abrasion-resistant rubber mill lining products used in the mining and mineral processing industries. In 2006, as part of its inorganic expansion strategy, Tega bought a mill-liner company in South Africa. Buoyed by this growth, two acquisitions were made in Australia and Chile in the year 2011. However, post-acquisition, several managerial, legal and commercial problems crept up in its manufacturing facilities in Chile, leading to financial downturn in Tega's fortunes in 2016 and compelling it to either plan a revival or divest its interest in its Chilean Plant.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 14 September 2023

Pradyumana Khokle and Vaibhavi Kulkarni

The case captures the origin and initial years of two restaurants Mirchi & Mime and Madeira & Mime, which exclusively employed Speech and Hearing Impaired persons (SHI) as servers…

Abstract

The case captures the origin and initial years of two restaurants Mirchi & Mime and Madeira & Mime, which exclusively employed Speech and Hearing Impaired persons (SHI) as servers (often called “waiters” in India). It documents how the restaurants were set up, captures significant incidents during this initial period and the impact of these incidents on the working of the restaurants. Further, it describes the challenge of opening a fine dining restaurant and a gastropub staffed exclusively by SHI persons as servers. The case narrates the reactions and impact on the SHIs and their families, co-workers within the outlets and the customers visiting these outlets. Finally, the case lists the recognition received by the organisation and outlines plans for the immediate future.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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