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The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies in the words and actions of Dubey that have started to impact the work and motivation of her team. Her unsuccessful attempts to draw the attention of their boss Shekhar Sinha to these variances have left her unsure and demotivated. Sinha overlooks Dubey's fallacies and shows no signs of paying attention to the discrepancies and contradictions.

Crisis management.

Graduate and MBA.

This case analyzes the event of disappearing flight MH370 belonging to Malaysia Airlines which attracted worldwide attention from a third-party perspective. This case describes clearly the entire process of the crisis, mainly focusing on the decisions made and action taken by the Malaysian Government, and then illustrates the assessment and diagnosis of the crisis.

This case not only provides a sample for the teaching of strategic and crisis management but also supplies effective guidance for the measures a nation can take regarding a huge crisis.

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

Management Strategy.

Management Graduates and Post-Graduates.

Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP.

The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector.

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

The purpose of this study is to make students understand the logic behind and implications of the “Socio-Technical Imbrication Framework” that can help them understand the importance of aligning workforce motivation and capabilities with the modern technology deployed in the organization. Moreover, students will understand the essentiality and criticality of customer satisfaction for the organization.

The technical services operations team at Cotton Web Limited formerly relied on JS Node, e-coordination system, to address customer complaints. There were many bugs in that system as it did not carry along the complaint tracking protocol, was slow in response, fundamentally structured upon manual complaint record keeping that resulted in piling up un-resolved complaints for a longer period of time. The team under the leadership of Mr. Hasan Ali, a competent expert working as GM Research and Data Analytics, undertook detailed analysis of recurring glitches in this system and replaced it with a novel Web-based automated complaint management system at Cotton Web Limited. This entire diagnosis and intervention process took almost three months till completion. The case is written for use in courses in the curriculum of BBA, BBIS, BSIT and BSCS programs at undergraduate level. It is most suitable for the courses in leadership, change management, business process reengineering, soft engineering, team building and business communication.

The case is suitable for teaching at Undergraduate level to the students of BBIS, BBA, BSCS and BSIT students in the last year of their degree programs. Teaching faculty can use case-based methodology for student learning by putting them into a real-life situation faced by an organization and letting them think critically and identify following points for further discussion and clarity: individual or in groups; problem identification through discussion; the stakeholders involved in the company’s situation through presentation or one-pager presentation; case analysis with reaching best solution to prevailing issue at hand through group discussion; reaching a decision or solution with reasonable logic and justification through group discussions; and create further dilemma on the basis of questions unanswered within this case story.

Teaching notes are available for educators only.

CSS 7: Management Science.

Management: human resources management.

Undergraduate and postgraduate.

This case gives critical insights in the complex issues surrounding the management of employment relationship in Africa, specifically focusing on Botswana. It is set in the context of explosive industrial relations involving Debswana Diamond Mining Company and the Botswana Mine Workers Union over the contentious issues of pay bonus and collective bargaining. Failure to reach an amicable compromise by both parties' results in a debilitating strike which costs the company millions of funds and affected it's the corporate image contrary to its well crafted social responsibility. More painfully, the end game is a loss of employment and dreams shattered for 461 dismissed workers who depended solely on this work as their only source of income.

At the end of reading the case students are expected to: understand the limits of managerial prerogative and the right to manage; appreciate the inherent conflict of interests between labour and capital; consider more equitable compensation schemes in dealing with collective bargaining; and discuss the concept of social responsibility in the context internal customers-employees.

Teaching note.

The case helps learn various aspects of entrepreneurship, startups and startup-ecosystem in India. It also talks about challenges that a startup entrepreneur faces that others or people potential to enter business can learn. It develops one to identify diverse and holistic solutions for overcoming these challenges. Apply and explain strategies suitable to business management.

After facing lot of difficulties in personal life, Mr Mitesh Shethwala started an e-commerce business named Alagrand.com. This Ahmedabad city-based startup for selling apparels and accessories for all age group is doing so well that the valuation of company has gone beyond Rs. 20 crores. In spite of the high valuation, company is facing problem of funds and investments. The protagonist of the company has lot of plans for growing business and taking it to next level that can happen only if he gets funds for the business. The case talks about issue of investment and funding of this startup company. The company also has issues in the area of setting standard operating procedures and marketing.

Teachers can discuss this case study for various subjects like Strategic Management, Retail Management, Digital Marketing and Product and Brand Management that are taught to the students of management courses at graduate and post-graduate levels. Academicians and students should read current information and data regarding setting up startups, investment and capital budgeting related to startups and funding methods.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

Strategy.

The case study is intended for organization theory and strategic management courses at the undergraduate and postgraduate (MBA) levels.

The case describes a company located in a fictitious developing country. The main activity of the company is the exploitation and production of tin, which it has developed over its 40-year history (1971-2011). During the first 33 years, it developed three capabilities: namely, technical, productive and the generation of trust among employees. The case illustrates three characteristics of capabilities: problem solving and complexity, practicing and succeeding, and reliability over time. The case also illustrates a paradox related to capabilities and shows three of its causes: path dependency and lock-in to a given course of action, structural inertia, and the absence of a capability dynamization function. In 2009, the company was faced with the need to reshape its capabilities and the arrival of a new President to the company provided the appropriate occasion to analyse this option.

These include: understanding what an organizational capability is and what its main characteristics are; understanding the process by which an organizational capability emerges and develops, and how it may be eroded in a given scenario; understanding a paradox an organization faces when capabilities are developed; and understanding why the concept of dynamic capabilities does not add power to the concept of capabilities.

Teaching notes are available, please consult your librarian for access. Videos with interviews of employees of the case company are also available.

This case reviews the development of Dianping. After seeing Zagat's unique business model in the United States, founder Zhang Tao found that he could bring it to China and bring about local innovation. At the beginning of its establishment, the collection and promotion of comment content was the major challenge for Dianping. At the same time, Dianping faced legal issues. To solve these problems, the review mechanism of Dianping was designed to a certain extent to ensure the fairness of the review. With the advent of the mobile Internet era, Dianping began to develop a new business model. Relying on its high-quality “word-of-mouth” content and mass basis, Dianping launched group buying, online restaurant ordering, and other businesses. Dianping has always been open to strategic partners. Since 2015, Dianping has undergone historical changes, merging with Meituan. Since then, Dianping has continuously adjusted its business and organizational structure to maintain its competitiveness. Gradually, Dianping has changed from an independent business entity into a business unit of Meituan.

This telecommunications international business case study is the second in a series (A, B and C) of Vodafone cases.

This case is intended to be used in MBA graduate and undergraduate business courses in strategy, cross-cultural management and human resources.

This case examined organizational structures and human resource operating strategies of Vodafone Egypt from 2002 until 2007. Vodafone’s business model, how Vodafone addressed the differences in national culture between Britain and Egypt and how Vodafone fostered adoption of the Vodafone corporate culture are the main themes of this case. Further, this case examined business issues, products, processes and people systems that challenged Vodafone to grow quickly from zero local operations in 1998 to 4,000 employees and national mobile coverage in 2007.

The students who have used this case in the author’s classes have gained a clearer understanding of how international managers often have to develop a change culture and structure as a catalyst for firm growth in emerging markets. Adaptation to the local culture may not be an option for fast growth technology firms and may be ill-suited to meet corporate objectives.

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 5: International Business.