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Case study
Publication date: 20 June 2018

Nikunj Kumar Jain, Subhashis Sinha and N.S. Iyer

Human Resources Management (HRM), Industrial Relations and Strategic Management.

Abstract

Subject area

Human Resources Management (HRM), Industrial Relations and Strategic Management.

Study level/applicability

Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM.

Case overview

The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output.

Expected learning outcomes

The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment.

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. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 22 August 2017

Biju Varkkey and Nutan Samdani

Nokia India Pvt Ltd (NIPL) was part of Nokia Corporation, Finland. In March 2013, the Indian Income Tax department accused NIPL of evading taxes amounting to USD 3.5 billion…

Abstract

Nokia India Pvt Ltd (NIPL) was part of Nokia Corporation, Finland. In March 2013, the Indian Income Tax department accused NIPL of evading taxes amounting to USD 3.5 billion. Simultaneously, the market share of Nokia Corporation declined following increased competition from android devices. In September 2013, Nokia announced the sale of its global Devices and Services division to Microsoft Corporation. The Indian IT department freezed the assets of NIPL, disallowing transfer of assets and Microsoft excluded the Chennai plant of NIPL from the deal. In mid-April 2014, NIPL offered Voluntary Retirement Scheme (VRS) to its workers. Despite efforts by trade unions, the plant finally shut operations on November 1, 2014 leaving 30,000 direct and indirect employees jobless. The case discusses the labour relations impact in global manufacturing chains.

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: 20 January 2017

Robert Dewar

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to…

Abstract

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that “we deliver the paper reliably and give you the latest national and international news.” The value proposition to the advertisers is that “we print your ads accurately and runs them on time.” Both value propositions are outdated, and, even if they were what the customers wanted—which they are not—neither is executed well. The paper's key performance indicators—circulation, classified ads, and commercial advertising—are all in decline, despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management—a mix that may provoke an interesting class discussion.

Provide a realistic example of leading and managing change with successful transformation of a previously failing company while simultaneously illustrating key dimensions of implementation of strategy.

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

Robert F. Bruner, Robert E. Spekman, Petra Christmann, Brian Kannry and Melinda Davies

This case may be taught singly or used as a merger-negotiation exercise with “Chrysler Corporation: Negotiations between Daimler and Chrysler” (UVA-F-1240). Set in February 1998…

Abstract

This case may be taught singly or used as a merger-negotiation exercise with “Chrysler Corporation: Negotiations between Daimler and Chrysler” (UVA-F-1240). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.

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

Robert F. Bruner, Robert E. Spekman, Petra Christmann, Brian Kannry and Melinda Davies

This case may be taught singly or used as a merger-negotiation exercise with “Daimler-Benz A. G.: Negotiations between Daimler and Chrysler” (UVA-F-1241). Set in February 1998…

Abstract

This case may be taught singly or used as a merger-negotiation exercise with “Daimler-Benz A. G.: Negotiations between Daimler and Chrysler” (UVA-F-1241). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.

Details

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

Keywords

Abstract

Details

The CASE Journal, vol. 8 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 20 January 2017

Mark Jeffery and Saurabh Mishra

On April 6, 2005, Sony Corporation announced the signing of a global partnership program contract with the Federation Internationale de Football Association (FIFA) and the…

Abstract

On April 6, 2005, Sony Corporation announced the signing of a global partnership program contract with the Federation Internationale de Football Association (FIFA) and the organizer of the FIFA World Cup. The contract, which represented the first global marketing and communications platform for the Sony Group, would run from 2007 to 2014 with a contract value (excluding services and product leases) of 33.0 billion yen (approximately $305 million). This was a very significant marketing investment for Sony, since the cost of event sponsorship with advertising was typically two or three times the cost of the sponsorship rights; hence, Sony was potentially investing a billion dollars or more on FIFA-related marketing campaigns over the next several years. Many Sony senior executives were questioning the return on investment (ROI) of the FIFA sponsorship opportunity.

To define key metrics and articulate a methodology for campaign measurement pre- and post-campaign to quantify ROI. To design a new Sony marketing campaign to activate the FIFA sponsorship opportunity, define metrics for measurement, and learn to use a balanced scorecard approach. Since the FIFA sponsorship is a brand campaign, nonfinancial metrics are primarily used. The key to success is to have a clearly defined sponsorship marketing strategy and business objectives.

Case study
Publication date: 9 November 2016

Nahed Azab and Amira Nabil Mekkawy

This case shows an example of the opportunities opened by the internet that drove young entrepreneurs to start their business, in May 2011, as a premium beanbag supplier in Egypt.

Abstract

Subject area

This case shows an example of the opportunities opened by the internet that drove young entrepreneurs to start their business, in May 2011, as a premium beanbag supplier in Egypt.

Study level/applicability

Undergraduate students studying management.

Case overview

The case examines the use of information and communication technology (ICT) by young Egyptian entrepreneurs, and how technology could open for them a broad horizon for continuous development, creativity and innovation. It presents the experience of a group of four undergraduate students who established a virtual company producing and selling beanbags through their website. The main objective of the case is to highlight the business challenges faced by entrepreneurs and possible opportunities in emerging economies and the effective role of ICT in reacting to these business environment changes. The case also provides a strategic analysis of the various factors that may impact the organization and explains how technology can contribute to improving the company’s standing. Finally, recommendations are provided to serve as basis for any future strategic plans.

Expected learning outcomes

This study highlights the value of ICT in general and the internet in particular in driving young entrepreneurs to start their own business. It also presents the best practices in conducting a successful online business, and approaches undertaken by internet entrepreneurs to address rising challenges. It understands the variety of tools that could be used to market business online. It indicates the role of information technology in supporting business strategies at any organizational stage to improve different processes, to assist in decision-making, and to create new customer-centric services and products.

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 3: Entrepreneurship.

Case study
Publication date: 26 March 2018

Shumaila Naz and Shabnam Khan

Human resource management and organizational change.

Abstract

Subject area

Human resource management and organizational change.

Study level/applicability

Students on an introductory course on Human Resource Management or a specialization course of HRM such as change management and organizational development. This case study can be taught at the MBA level.

Case overview

This case study can serve as the base for understanding and identifying the various characteristics that relate to revolutionizing HR functions with the help of digitalization. It can also be elaborated further to include the challenges that a company has to face after it decides to establish IT software based on operations. This case is an evolutionary story of a large-scale Pakistani company, Pak Electron Ltd. (PEL) which has been in operation for almost 60 years. The top management decided to move from a traditional administrative system towards setting up an HR department for the first time. The case states the salient features of the traditional administrative system, issues faced by the company in the setup of a new HR system and digital HR system along with the employees’ views and perceptions on these systems.

Expected learning outcomes

Students are expected to learn the following: the various characteristics of a paper-file based traditional administrative system; the various features of an IT-based modern HR system; the decision background and basis for making the switch to the new contemporary HR system; and the reaction of employees against changes in organizational 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: 6: Human Resource Management.

Details

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

Keywords

Case study
Publication date: 1 January 2011

Rupert A. Brandmeier, Sebastian Hain and Florian Rupp

Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.

Abstract

Subject area

Entry of a service sector company based in Europe into the Middle East market with focus on Saudi Arabia.

Study level/applicability

The students should have some familiarity with case studies and should be able to successfully solve easy cases. This case can be used in all courses of general economics and management. It is best suited for courses on market entries, risk management in international business, intercultural management or developing and emerging markets.

Case overview

Two market entry options are discussed: joint venture set-up with partner and independent direct investment without local partner. A tangible real life experience of the Middle East market will enhance the theoretical presentation and help students to gain practical solutions.

Expected learning outcomes

The students should be aware of risks and opportunities in the Middle East and Saudi Arabian markets for western companies from the service sector. He/She should be able to prioritize relevant economic data and simultaneously discuss several different options by dealing with complex situations.

Supplementary materials

Teaching note.

Details

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

Keywords

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