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Case study
Publication date: 20 January 2017

David Besanko and João Tenreiro Gonçalves

Rede Alta Velocidade, SA (RAVE), the state-owned company responsible for planning and developing a major high-speed rail project in Portugal, must persuade both public officials…

Abstract

Rede Alta Velocidade, SA (RAVE), the state-owned company responsible for planning and developing a major high-speed rail project in Portugal, must persuade both public officials and lenders that the project is worth undertaking. It must also make a recommendation on the appropriate organizational form for the enterprise. Specifically, it must determine the role of the Portuguese government in financing and operating the high-speed rail network, with options ranging from full development and management of the project by the public sector to completely private development and management. Lying in between these two polar cases were a variety of hybrid models, often referred to as public-private partnerships (PPPs). Using data in the case, students have the opportunity to perform a benefit-cost analysis of the project. They also must think carefully about the optimal role of the government in a major new infrastructure project.

After analyzing and discussing the case, students will be able to:

  • Understand the nature of a global public good

  • Perform a back-of-the-envelope benefit-cost analysis of polio eradication

  • Discuss the appropriate strategy for eradicating an infectious disease

  • Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication

  • Discuss the role of private organizations in the provision of global public goods

Understand the nature of a global public good

Perform a back-of-the-envelope benefit-cost analysis of polio eradication

Discuss the appropriate strategy for eradicating an infectious disease

Apply game theory to analyzing which countries would be likely to contribute funds toward global polio eradication

Discuss the role of private organizations in the provision of global public goods

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 1 March 2019

Jamie O’Brien

This case has two primary purposes. First, it allows students to examine how cognitive bias can affect decision making in stressful situations. Students explore why individuals…

Abstract

Theoretical basis

This case has two primary purposes. First, it allows students to examine how cognitive bias can affect decision making in stressful situations. Students explore why individuals make flawed choices. They learn about how managers shape the context and the process through which teams make decisions. For instance, automation can create a climate in which people then struggle to cope with the unexpected when it happens. Students examine why individuals make these systematic errors in judgment. The case demonstrates that leaders need to be aware of the traps that individuals and teams encounter when they make decisions in crisis situations, and it enables students to discuss the strategies that leaders can employ to avoid these traps. Second, the case provides an opportunity to examine a catastrophic failure in detail. Students discover that it can be nearly impossible to identify a single factor that caused the failure. Instead, they learn how to apply multiple theoretical perspectives to examine a serious organizational breakdown. They become familiar with important concepts from behavioral decision theory, such as complex systems theory and how it interacts with cognitive bias.

Research methodology

The technical report released by the French Aviation Authority along with the primary flight cockpit voice recorder data were used as the basis for this case. Other available public data such as news reports were used to round out the case study.

Case overview/synopsis

On June 9, 2009, on a routine flight from Rio de Janeiro to Paris, Air France 447 (AF 447), carrying 220 people crashed in the mid-Atlantic Ocean. Drawing from various first-hand accounts (cockpit voice recorder) and secondary evidence of the tragedy, the case provides a detailed account of the key events that took place leading up to the accident. The case describes how the pilots on AF447 were confronted with a scenario they had not faced before, and through the confusion made a series of errors. Through many of the quotes in the text, readers gain an understanding of the impressions and perceptions of the pilots, including how they felt about many of the critical decisions and incidents during the last minutes of the flight. The case concludes by highlighting the main findings of the BEA report.

Complexity academic level

This case study is appropriate for undergraduate students studying organizational behavior. It is also appropriate for MBA-level leadership and behavior classes.

Case study
Publication date: 1 January 2011

Zeenath Reza Khan

Ethics in IT, community informatics, management.

Abstract

Subject area

Ethics in IT, community informatics, management.

Study level/applicability

Undergraduate and postgraduate information technology and citizens' rights, strategic decision making.

Case overview

This case spotlights Athlete Sports in Dubai, United Arab Emirates (UAE). It focuses on the malfunction of the company's equipment that is rented from ABC Sports Equipment. Athlete Sports has been in the UAE over a decade and has positioned itself fairly at the top due to its qualified coaches and quality of facilities it provides. The case highlights the company's transition from owning equipment to leasing equipment that increases profits. However, it also sheds light on ABC Sports' venture into code reusability in order to upgrade equipments faster. The case looks closely at the ultimate consequences of ABC Sports' practice and the impact it has on Athlete's Sports' clients and the subsequent decisions the managers are expected to make.

Expected learning outcomes

This case can be used to teach strategic decision making, and ethics in information technology.

Supplementary materials

A teaching note is available on request.

Details

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

Keywords

Case study
Publication date: 20 January 2017

Robert F. Bruner and Jessica Chan

In the late 1990s, the National Railroad Passenger Corporation (Amtrak) faced a rude awakening as Congress stipulated that it eliminate its reliance on federal subsidies by 2002…

Abstract

In the late 1990s, the National Railroad Passenger Corporation (Amtrak) faced a rude awakening as Congress stipulated that it eliminate its reliance on federal subsidies by 2002. In response, Amtrak drew up a plan for self-sufficiency, the centerpiece of which was a new high-speed passenger service that, it was hoped, would boost revenue enough to make Amtrak self-sufficient by 2002. To run this new service, Amtrak needed to purchase $750 million worth of new locomotives and train sets in 1999. Three alternatives were available for funding the purchase: debt financing, lease financing, or reliance on federal sources. The case opens with Amtrak's CFO instructing her staff in April 1999 to review a leveraged-lease proposal that has just been submitted by BNY Capital Funding LLC. The objectives of the case are to introduce students to financial leases as a financing alternative, explore the lease-versus-buy decision and the conditions under which financial lease arrangements make sense, and exercise skills in the valuation of financial leases.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Case study
Publication date: 20 January 2017

Sunil Chopra, Scott D. Flamm and Waikar Sachin

A midwest hospital purchases new CT Scanners which are much faster than the existing technology. Processes in the radiology department are optimized to the older, existing…

Abstract

A midwest hospital purchases new CT Scanners which are much faster than the existing technology. Processes in the radiology department are optimized to the older, existing scanners and technicians are unable to take full advantage of the new scanner speed. The hospital finds itself working to change the processes to suit the new scanners capabilities and take full advantage of their speed.

This case allows students to analyze process capacity and time performance in different settings and understand how process structure impacts both operational and financial performance.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2017

Morten Lie and James G. Clawson

The Greenland case describes the experience of four young Norwegian men determined to set a world record for unsupported crossing of Greenland. The case describes the team, their…

Abstract

The Greenland case describes the experience of four young Norwegian men determined to set a world record for unsupported crossing of Greenland. The case describes the team, their preparations, and their experiences as they crossed in “good” weather that was often whiteout blizzard conditions with temperatures dropping as low as −78 degrees F. Throughout the case, one of the team members reflects on things he learned about himself, about the team, and about leadership from the experience (recorded in italics). The teaching note (available to registered faculty) is supplemented by a PowerPoint presentation that helps introduce the expedition to Greenland, other “risky recreation,” and the concepts related to resonance or flow. A video supplement is also available. The case lends itself to a profound discussion of leadership on its own and leads in nicely to a discussion of world-class performance and the purpose of life, which both startles and pleasantly surprises most students and participants.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Case study
Publication date: 27 February 2019

K. V. Sandhyavani, Arun Kumar, G. Taviti Naidu and Goutam Dutta

This is a case of a crisis project management which showcases the unpredictable nature of the project and the role of management in handling the crisis. It is the case of a very…

Abstract

This is a case of a crisis project management which showcases the unpredictable nature of the project and the role of management in handling the crisis. It is the case of a very severe cyclonic storm hitting the city of Visakhapatnam plant during October, 2014. The whole city was devastated and so was the situation in the Steel plant as it was under zero power conditions for around 10 days. This case gives need for managing an integrated steel plant in case of very severe cyclonic storm and documents the sequence of events and managing unforeseen uncertainty using NTCP concepts.

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: 7 June 2021

Muralee Das and Susan Myrden

Resource-based view (RBV) theory (Barney, 1991; Barney and Mackey, 2016; Nagano, 2020) states that a firm’s tangible and intangible resources can represent a sustainable…

Abstract

Theoretical basis

Resource-based view (RBV) theory (Barney, 1991; Barney and Mackey, 2016; Nagano, 2020) states that a firm’s tangible and intangible resources can represent a sustainable competitive advantage (SCA), a long-term competitive advantage that is extremely difficult to duplicate by another firm, when it meets four criteria (i.e. not imitable, are rare, valuable and not substitutable). In the context of this case, we believe there are three sources of SCA to be discussed using RBV – the major league soccer (MLS) team player roster, the use of artificial intelligence (AI) technologies to exploit this roster and the league’s single-entity structure: • MLS players: it has been widely acknowledged that a firm’s human resource talent, which includes professional soccer players (Omondi-Ochieng, 2019), can be a source of SCA. For example, from an RBV perspective, a player on the Los Angeles Galaxy roster: > cannot play for any other team in any other league at the same time (not imitable and are rare), > would already be a competitive player, as he is acquired to play in the highest professional league in the country (valuable) and > it would be almost impossible to find a clone player matching his exact talent characteristic (not substitutable) anywhere else. Of course, the roster mix of players must be managed by a capable coach who is able to exploit these resources and win championships (Szymanski et al., 2019). Therefore, it is the strategic human resource or talent management strategies of the professional soccer team roster that will enable a team to have the potential for an SCA (Maqueira et al., 2019). • Technology: technology can also be considered a source of SCA. However, this has been a source of contention. The argument is that technology is accessible to any firm that can afford to purchase it. Logically, any MLS team (or for that matter any professional soccer team) can acquire or build an AI system. For many observers, the only obvious constraint is financial resources. As we discuss in other parts of the case study, there is a fan-based assumption that what transpired in major league baseball (MLB) may repeat in the MLS. The movie Moneyball promoted the use of sabermetrics in baseball when making talent selection (as opposed to relying exclusively on scouts), which has now evolved into the norm of using technology-centered sports analytics across all MLB teams. In short, where is the advantage when every team uses technology for talent management? However, if that is the case, why are the MLB teams continuing to use AI and now the National Basketball Association (NBA), National Football League (NFL) and National Hockey League are following suit? We believe RBV theorists have already provided early insights: > “the exploitation of physical technology in a firm often involves the use of socially complex firm resources. Several firms may all possess the same physical technology, but only one of these firms may possess the social relations, cultural traditions, etc., to fully exploit this technology to implementing strategies…. and obtain a sustained competitive advantage from exploiting their physical technology more completely than other firms” (Barney, 1991, p. 110). • MLS League Single-Entity Structure: In contrast to other professional soccer leagues, the MLS has one distinct in-built edge – its ownership structure as a single entity, that is as one legal organization. All of the MLS teams are owned by the MLS, but with franchise operators. The centralization of operations provides the MLS with formidable economies of scale such as when investing in AI technologies for teams. Additionally, this ownership structure accords it leverage in negotiations for its inputs such as for player contracts. The MLS is the single employer of all its players, fully paying all salaries except those of the three marquees “designated players.” Collectively, this edge offers the MLS unparalleled fluidity and speed as a league when implementing changes, securing stakeholder buy-ins and adjusting for tailwinds. The “socially complex firm resources” is the unique talent composition of the professional soccer team and most critically its single entity structure. While every team can theoretically purchase an AI technology talent management system, its application entails use across 30 teams with a very different, complex and unique set of player talents. The MLS single-entity structure though is the resource that supplies the stability required for this human-machine (technology) symbioses to be fully accepted by stakeholders such as players and implemented with precision and speed across the entire league. So, there exists the potential for each MLS team (and the MLS as a league) to acquire SCA even when using “generic” AI technology, as long as other complex firm factors come into play.

Research methodology

This case relied on information that was widely reported within media, press interviews by MLS officials, announcements by various organizations, journal articles and publicly available information on MLS. All of the names and positions, in this case, are actual persons.

Case overview/synopsis

MLS started as a story of dreaming large and of quixotic adventure. Back in 1990, the founders of the MLS “sold” the league in exchange for the biggest prize in world soccer – the rights to host the 1994 Fédération Internationale de Football Association World Cup before they even wrote up the business plan. Today, the MLS is the highest-level professional men’s soccer league competition in the USA. That is a major achievement in just over 25-years, as the US hosts a large professional sports market. However, MLS has been unable to attract higher broadcasting value for its matches and break into the highest tier of international professional soccer. The key reason is that MLS matches are not deemed high quality content by broadcasters. To achieve higher quality matches requires many inputs such as soccer specific stadiums, growing the fan base, attracting key investors, league integrity and strong governance, all of which MLS has successfully achieved since its inception. However, attracting high quality playing talent is a critical input the MLS does not have because the league has repeatedly cautioned that it cannot afford them yet to ensure long-term financial sustainability. In fact, to guarantee this trade-off, the MLS is one of the only professional soccer leagues with an annual salary cap. So, the question is: how does MLS increase the quality of its matches (content) using relatively low cost (low quality) talent and still be able to demand higher broadcast revenues? One strategy is for the MLS to use AI playing technology to extract higher quality playing performance from its existing talent like other sports leagues have demonstrated, such as the NFL and NBA. To implement such a radical technology-centric strategy with its players requires the MLS to navigate associated issues such as human-machine symbioses, risking fan acceptance and even altering brand valuation.

Complexity academic level

The case is written and designed for a graduate-level (MBA) class or an upper-level undergraduate class in areas such as contemporary issues in management, human resource management, talent management, strategic management, sports management and sports marketing. The case is suitable for courses that discuss strategy, talent management, human resource management and brand strategy.

Details

The CASE Journal, vol. 17 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 6 February 2018

Andries Maritz and Fatima Hamdulay

Agile software development, Knowledge workers and Lean thinking as a management system

Abstract

Subject area

Agile software development, Knowledge workers and Lean thinking as a management system

Study level/applicability

The case lends itself to students of business management, or aspiring consultants, who have been exposed to operations management in general and Lean thinking specifically. It is an advanced case study, assuming prior knowledge in these subjects and approaches the subject matter from an organisational development point of view, rather than a pure operations point of view. It is thus well suited to an elective on operational excellence on an MBA or in executive education courses in Lean thinking

Case overview

The case starts with Mark, manager of a software development team, hearing that he will have budget for two new developers who will join his team in the coming year. While the extra help could be useful, he was considering what the impact of new people would be on the productivity of the team, which he felt was already stretched. Mark continues to consider the entire development chain and how code changes were implemented to ACSESim’s (the company’s primary product) graphical user interfaces. Having recently been acquired by an American company, he was also under pressure to start to adopt some of the parent company’s systems, which would constitute a fairly disruptive, but necessary, change, particularly for future collaborations with other developers in the parent company. With two new developers, experience taught Mark that development could slow down owing to training efforts. To minimise disruption, he was wondering about how to get the new developers up-to-speed quickly and streamline their operations within a changing corporate environment. The case highlights the different mechanisms that were in place at ACSESim, including the use of issue trackers; Kanban boards; version control software; automated systems; stand-up meetings, etc. Each of these mechanisms is discussed briefly and shows the value they added to the development practices that were in place. This also allows students to understand Agile practices and what Lean thinking might mean in a knowledge work environment and then to consider what the proposed changes might mean and how they could be deployed.

Expected learning outcomes

To gain an understanding of how Lean and Agile principles can be applied in a software development environment and Lean knowledge work in general To consider the best way to manage new hires so that they can become productive in a Lean or Agile software development environment, whilst dealing with pressures to migrate to new systems.

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: 9: Operations and Logistics.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 May 2014

G Raghuram

Delhi Metro Airport Express Line (AEL) from New Delhi Metro Station to Dwarka Sector 21 linked the Indira Gandhi International Airport. The line was operated by the Delhi Airport…

Abstract

Delhi Metro Airport Express Line (AEL) from New Delhi Metro Station to Dwarka Sector 21 linked the Indira Gandhi International Airport. The line was operated by the Delhi Airport Metro Express Pvt Limited (DAMEPL), a subsidiary of Reliance Infrastructure (RInfra), the concessionaire of the line. The AEL was opened on February 23, 2011. Due to defects with the civil structure on the elevated section of the line, it was temporarily shut down on July 8, 2012. DAMEPL had been unable to run the AEL profitably ever since it started operations due to poor ridership and high operating costs. After three months in October, 2012 with the repairs nearly completed, RInfra had to take a call on the way forward.

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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