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1 – 4 of 4This descriptive case study is written using factual case information was obtained from an employee of the firm with their consent. All names, including the firm name, have been…
Abstract
Research methodology
This descriptive case study is written using factual case information was obtained from an employee of the firm with their consent. All names, including the firm name, have been anonymized.
Case overview/synopsis
After being denied promotion, Vivienne began the first step to her long-term exit strategy by seeking another graduate degree. Her supervisor failed to supply the recommendation he’d promised for her graduate school application. Vivienne felt that his breach of trust was deliberate and now must decide what course of action to take. This case analyzes Vivienne’s organization, needs and ambition using management theories, laws and concepts. It also analyzes the phenomenon of trust, specifically vertical trust between managers and employees, and it leads to an important career crossroads for Vivienne.
Complexity academic level
Undergraduate. Courses: Organizational Behavior, Human Resource Management
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Keywords
This case is underpinned by multiple motivational theories, including Maslow’s Hierarchy, Alderfer’s existence relatedness growth, equity theory, expectancy theory and Herzberg’s…
Abstract
Theoretical basis
This case is underpinned by multiple motivational theories, including Maslow’s Hierarchy, Alderfer’s existence relatedness growth, equity theory, expectancy theory and Herzberg’s two-factor theory.
Research methodology
This data was gleaned from the protagonist and corporate documents. Names have been changed to conceal the identity of the firm and its employees.
Case overview/synopsis
Vivienne consistently earned high-performance ratings at her firm. She designed the internal firm university, a permanent learning program. She then noticed other employees being promoted based on her work. She was not offered a promotion, so she conducted a job analysis. Based on those findings, Vivienne decided to develop and present a retitling proposal for her promotion to a title better aligned with the level of work she performed. This case analyzes Vivienne’s organization, the firm university program, and her retitling proposal using management theories, human resources laws, and concepts, and it leads to an important career crossroads.
Complexity academic level
Undergraduate courses: organizational behavior and human resource management.
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Keywords
Jesse Lee Brown, III and Tyechia Veronica Paul
Case information was mainly acquired through interviews with Richard Gammans, chief operating officer. Dr Gammans was a visiting professor at Fayetteville State University for a…
Abstract
Research methodology
Case information was mainly acquired through interviews with Richard Gammans, chief operating officer. Dr Gammans was a visiting professor at Fayetteville State University for a year, and two of the case authors developed personal friendships with Richard. Interviews were conducted over a two-year period as the accelerator got started. In addition, one author conducted a team-building session with the management team and one of the bio-startup researchers. An interview was also conducted with Clayton Duncan, chief executive officer, to gain his agreement with developing the case.
The Accele website included a write-up on each of the pharmaceutical startup companies. The write-up included a company summary, description of the science (disease and cure), the size of the market, results from testing, regulatory considerations and intellectual property. A literature review was conducted as the basis for the information on the pharmaceutical industry.
Case overview/synopsis
This case is about a biopharmaceutical accelerator founded in 2011 by two senior executives with experience in both large pharmaceutical companies and running biotech startup companies. The founders were successful in raising capital to start their first venture capital fund which they used to invest in four biotech startups. All four startups were working in very different disease areas. For example, one developed a drug to help with hearing loss that the department of defense was funding. Another of the startups discovered drug candidates that attack antibiotic-resistant bacteria. Biopharmaceutical accelerators were relatively new. They differed from business incubators because they invest in the startups and provide operational support, but the degree of support provided varies across accelerators. The Accele BioPharma accelerator operated in virtual, network type of organization, and Accele BioPharma provided primary strategic and operational management for the startups. The challenge in this case is to identify how the leaders managed the virtual network, and what additional resources were needed so that the management team could expand their ability to assist startups to get drugs approved by the food and drug administration.
Complexity academic level
This case is suitable recommended for undergraduate/graduate strategy, undergraduate/graduate organizational behavior, entrepreneurship and health-care management courses.
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