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Strategic decision making in cooperation projects. The decision deals with the process of generating a strategy for R&D and technological innovation in developing countries, through international cooperation.

Students of programs of strategic management, business policy and management of international cooperation. Target courses include: strategic management seminars, international cooperation seminars, MBA.

The case shows the process carried out by a team led by Braulio Perez Astray, manager of the innovation department of the Foundation University of A Coruna (Spain) and Radhames Mejia, executive vice-rector of the Pontifical Catholic University Madre y Maestra (Dominican Republic) to design the strategy for R&D and Technological Innovation of the Dominican Republic. It describes the tasks and responsibilities undertaken in the INPOLTEC Project, the result of the international cooperation between Spain and the Dominican Republic. It included the involvement of the Administration of Government of both countries, the contributions of the scientific community and a significant sample of Dominican companies, as well as the advice of Spanish experts and technologists in the field of innovation and technology policy. The case arises from the position of Braulio Perez Astray, leader of the project. The objective of this case is to analyze the potential transfer of this experience to other countries in Central America and Caribbean.

The learning objective is to facilitate students to investigate the decisions in the strategic process in the field of innovation and to reinforce the focus of international cooperation as a mechanism for strategic support in stimulating the flow of knowledge in science and technology.

Teaching notes are available. Please consult the librarian for access.

Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.

ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.

Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.

Teaching notes.

The case is presented as descriptive in nature and primarily involves exploratory research.

Ashraf, a young graduate from Bangalore, India, started a chain of lifestyle shops, his family business in Khartoum, Sudan. To modernize the shops, Ashraf approached a small finance bank for financial assistance. However, after submitting the required documents and with a good credit score, he was denied a loan. The bank officials had mentioned that the loan automation software did not approve the application. Hence, the bank personnel said that they could not do anything further. Disappointed, Ashraf sought the help of his professor, John, to understand why the software rejected his application. Professor John explained to Ashraf the advantages and disadvantages of automation. In the process, Ashraf understood the significance and compelling need to address “Algorithm Bias,” a situation in which specific attributes of an algorithm cause unfair outcomes. The case place students in Ashraf’s position to help them understand the advantages and issues of applying automation through artificial intelligence.

The case suits graduate-level courses like business analytics, financial analytics and business intelligence.

Through the case, the students will be able to: Understand the role of algorithms in business and society. Understand the causes, effects and methods of reducing algorithm bias. Demonstrate the ability to detect algorithm bias. Define policies to mitigate algorithm bias.

The Performance Management at IRD Corporation case series is designed to be an in-depth study of performance appraisal in the R&D context. The case series can be used as a platform for discussing the rationale of performance appraisal system, system design and implementation, the differences between R&D and other work contexts (manufacturing, services, etc.), and the challenges involved in R&D management. This case revolves around the Chairman of IRD Corp and his dilemmas, providing an insight to the participants into the challenges of performance management and also R&D management. The series highlights the complex dilemmas associated with managing performance and the necessity of having a new performance evaluation system.

This case was based on both primary and secondary data. In-depth semidirected interviews were conducted in 2021–2022 after receiving the institutional research board approval. The interviews took an approximate time ranging from 90 to 120 min. They were recorded and transcribed. A thematic analysis was undertaken to identify the most relevant themes for the case. The secondary sources used included various websites, scholarly and trade journals, as well as specific databases, such as Statista.

The case exposes students in multiple disciplines to the challenges created by the COVID-19 crisis at Yale School of Medicine (YSM). It describes its remarkable effects on organizational and community members as they struggled to reimagine more inclusive and supportive spaces. As one of the most severe crises humanity has ever witnessed, COVID-19 exacerbated the existing struggles of the underrepresented communities, creating a double pandemic. It has also amplified inequities among marginalized groups including black, indigenous and people of color; women; immigrants; lesbian, gay, bisexual, transgender, queer/questioning; people with different abilities; working parents; single parents; religious minorities; and people with low income. When COVID-19 hit in 2020, Yale University School of Medicine (YSM), like other pioneering schools in the field of health care, doubled their efforts to face both the public health crisis and the substantial social turmoil (racial tensions after the death of George Floyd, food insecurity, vaccine resistance, social inequalities, etc.). Professor Marietta Vazquez, MD, who was the first Latina to be named Associate Dean for Medical Students Diversity at YSM, launched with Dr Latimore (Chief Diversity Officer) and her other colleagues many strategic initiatives aiming at improving the diversity, equity and inclusion of organizational and community members.

The case is an invitation to graduate students and students in executive education programs to reflect on the grand challenges leaders faced at YSM as well as in other institutions across the nation and the globe. It is also a call to reimagine ways leaders can accelerate the pace of change in their organizational ecosystems.

This case was written for use in graduate-level courses, including executive education dealing with Diversity, Equity, Inclusion and Belonging, Leadership and Change, Health-Care Equity/Policy, Health Sciences, Human Resource Management, Organizational Behavior, Crisis Management, Sustainability, Business and Society, Social Issues in Management, Strategy, etc. Faculty members can easily adapt the case to fit the content of the course they teach, the students’ context as well as the specific learning outcomes to be achieved.

This case aims to study the growth, evolution, and social innovation of iThrive Games, a socially minded initiative that aims to create meaningful opportunities using technology for teens to enhance the knowledge, mindsets, and skills they need to thrive through development and across the continuum of mental disorder to wellness. iThrive's focus has been on creating “meaningful games”—that is, games that promote health and well-being of teen players. Founded in 2014 by Dorothy Batten, President of DN Batten Foundation, the organization's mission was to collaborate with game developers, partner with teens across the game development cycle (ideation to testing), and provide resources to foster teen thriving through gameplay. To do so, the organization took a unique social entrepreneurial approach. Drawing on a positive psychology framework and building the brand among key stakeholders including game developers, researchers, funders, youth, educators, and parents, the organization orchestrated a community dedicated to advancing the meaningful games field, and in doing so, have widespread impact.

The case is structured to achieve the following learning objectives: ■ to assess how an intuitive response to social need can be complemented with a methodical approach to social entrepreneurship; ■ to analyse the importance of business model canvas from the social sector lens; ■ to evaluate the value created by a small NPO 17000 ft Foundation; ■ to analyse the core elements of a business model for success in the social sector; and ■ to assess and evaluate the options for an early-stage NPO to engage in scaling for a systemic impact.

17000 ft Foundation (hereafter referred to as 17000 ft) is a not-for-profit (NPO) organisation incepted in 2012 by Sujata Sahu, with the objective of supporting education of children living at high altitudes in remote villages of Ladakh, India. It is an effort that contributes toward objectives of clause 6.1 on educational inclusivity in the new National Education Policy 2020 of India. The case study is set in the context of Indian education, with all its challenges. It describes how Sujata Sahu was motivated to start the Foundation and how it developed to become a complex organisation working on different education-related projects simultaneously. The Foundation’s business model is interesting and unique. It leverages digital technologies to develop a network of interconnected activities, involves local communities and uses an extensive network of different kinds of stakeholders to impact a change in the quality of education in government schools in these remote villages. The case provides a solid basis for the discussion of the vital role of NPOs such as 17000 ft (in emerging economy) which is creating social and economic value for the remote villages of Ladakh, India. The new NEP 2020 argues for equity and inclusivity in education for all, but it failed to provide a blueprint for the implementation process. On the other hand, 17000 ft with its small team was invested and experimental in its approach. It had been working on the same cause of educational inclusivity. They had piloted a quality education business model for the harshest and remote Indian terrains and proven its positive impact. What were some of the core elements that had led them to success so far? The announcement of NEP 2020 provided a new ray of hope. How could they contribute and work together with the government to impact inclusive education and development in India? What collaborative mechanisms could possibly help them replicate their proven business model across the 1,000 schools of Ladakh and beyond? How could they scale for a systemic impact? After all, a nation as big as India required multiple strategies and multiple stakeholders from NPOs, private companies, government agencies, educational institutions, etc. to work collaboratively to bridge the inclusion and equity gaps in education.

The case can be used in graduate and executive education courses in entrepreneurship and strategic management. It can also be used for executive sessions at incubation centres for NPO start-ups and is aimed at early-phase social entrepreneurs.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Market development.

This case is intended to be used in strategic management, operations management for both undergraduate and graduate courses. It can also be used for value innovation and market development.

This case focuses on market development by Patanjali, a fast-growing organization crossing US$1bn of sales in five years of time span and declaring a target of doubling this figure in the financial year 2016-2017 (to reach US$1,500m). The prime focus of Patanjali is the health food segment based on herbal and Ayurveda science through the use of organically grown agricultural produce by integrating the associated value chains while radically benefitting all the stakeholders in a two-way process as suppliers as well as buyers/consumers. The fundamental context of the case is associated with the value chain development in terms of value addition on the basis of the organizational and leadership values in all the elements of the value chain of Patanjali products starting from suppliers to customers. The case emphasizes the role of the Patanjali Food & Herbal park in the value chain. Patanjali Food & Herbal Park is constantly striving for nation building more than profit accumulation. They have created a sustainable business benefiting all the stakeholders. The backbone of the Patanjali Food & Herbal Park lies in robust backward linkage and forward linkage. The context of the case presents an account of how the values based integration of the value chain is a strategic advantage and safeguards an organization from business environment threats.

The context of the case presents an account of how values based integration of the value chain is a strategic advantage and safeguard an organization from business environment threats. The case has a deep-rooted theoretical association with models like Porter’s Five Forces model on the one hand and also exemplifies how an organization can use blue ocean strategy through value-based value innovation. The context of the Black Swan perspective also emerges in the narration.

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 11: Strategy.

The case can be used to discuss leadership issues in young ventures. It also allows for a discussion of effective sales and marketing functions for a new product. The case also addresses the different challenges facing certain business models in the market, and finally the importance of having a supporting team.

The case traces the development of an Egyptian startup software venture and the challenges faced regarding the entrepreneurship ecosystem. The startup’s main dilemma is whether to continue in its existing market or to extend elsewhere. Launching the main services of the startup is another challenge, as the market needs to be educated to see its value. Despite the success story, as a young Egyptian entrepreneur, the founder is expected to face various challenges to excel in the Egyptian market, such as financing, marketing, teamwork and self-development of the entrepreneur himself.

The case can be used at all levels, from undergraduate and MBA classes to executive seminars, because the issues it addresses are of broad interest.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Kotter’s framework of change management adapted to the situation of public policy implementation under the leadership of a civil service officer in the rural areas of a developing economy in South Asia.

This case has been written using the primary data collected from the protagonist through personal and computer-based interviews. Some of the documents associated with the event shared by the protagonist are also reproduced as case exhibits. Secondary data from government official websites were also used to enrich the case.

Mahbubnagar, an arid agricultural district in central India faced the threat of a water crisis owing to the unscientific water extraction by the resident farmers. The government appointed a task force to investigate the problem. The team executed the idea to harvest excess water from the fields through a cheap and efficient method. Though it showed spectacular results in the initial months, the farmers gave up the innovation soon. When the team met two years later, they were shocked by the unenthusiastic response of the farmers. This case pertains to the failure of policy innovations and change management in government.

This case is useful for undergraduate-level courses in public management, public policy and governance with modules in change management, innovation management, rural development and programme implementation. Training modules for novice public service professionals and programme management personnel in government organisations. Elective courses on public policy, government relations and public sector management for undergraduate students of business administration.