Search results
1 – 10 of 742Victor Quiñones, Maria M. Feliciano-Cestero and Alec Cruz-Cruz
In writing this case, the research team used secondary resources such as academic journals, trade magazines and websites to inform and verify the information.
Abstract
Research methodology
In writing this case, the research team used secondary resources such as academic journals, trade magazines and websites to inform and verify the information.
Case overview/synopsis
January 7, 2021, was not a good day for Goya Foods CEO Robert Bob Unanue, who has been at the helm of Goya since 2004. On that day, the nine-member board of directors of Goya censured Unanue for publicly questioning the legitimacy of the 2021 United States Presidential election. A day before, on January 6, a mob “trapped lawmakers and vandalized the home of Congress in the worst desecration of the complex since British forces burned it in 1814” (Hockstein, 2021).
Unanue was considered a follower of former president Trump and has expressed that “the country was […] blessed to have a leader like President Trump, who is a builder” (Hawkins, 2020). In January 2021, Unanue appeared on Fox News and said a “ war was coming,” as Joe Biden’s election was “unverified.” These, among other words, motivated the censured by the board of Goya Foods, Inc. (Santana and Isidore, 2021).
Students are asked the following questions for discussion: Did the board of directors of Goya Foods carry its role too far by openly censuring Unanue? Did Unanue go too far by openly expressing subjective opinions and thus influencing how people view the election results? Should he have remained as CEO of Goya Foods after his words on Joe Biden’s election?
Complexity academic level
One of the authors has taught the case in the Strategic Management course for MBA students. In addition, graduate students of corporate governance, business ethics, social responsibility and leadership, among other classes, will be the target segments for the case.
Learning objectives
1. Recognize the effects on brand image and sales when CEOs participate in political arenas and publicly discuss social issues.
2. Understand the dynamics behind ethnic family businesses, such as their governance and conflict resolution approach.
3. Assess the value of the corporate board’s management of corporations.
Subject code
CCS11: Strategy
Details
Keywords
Raul Beal Partyka, Marina Gama, Jeferson Lana and Rosilene Marcon
By the end of the case study discussion, it is expected that students will have learned to assess what makes it likely that firms will respond to episodes of stakeholder activism;…
Abstract
Learning outcomes
By the end of the case study discussion, it is expected that students will have learned to assess what makes it likely that firms will respond to episodes of stakeholder activism; establish the interplay between nonmarket strategies and corporate governance mechanisms in assessing shareholder activism; explain about the board of directors as a corporate governance mechanism; evaluate the threats of nonmarket dimensions as a strategic response from the board; and understand the impact and increasing power of shareholders over board decisions.
Case overview/synopsis
In April 2019, to pressure Rumo S.A. regarding the duplication of the Itirapina–Cubatão railroad, indigenous peoples from 12 São Paulo villages bought six Rumo shares, which were quoted on Tuesday, April 23, 2019, at around BRL17 each. Duplication of the railroad started in 2011 and affected the lives of the Indians. The company promised to implement more than 100 improvements to the villages, but as of 2019, half of the improvements were at a standstill. After buying enough shares to entitle them to participate in the annual general meeting (AGM) of shareholders, the Indians went to Rumo’s AGM to voice their concerns and show how the villages had been affected. It was the audit committee that needed to discuss and solve the case of the indigenous peoples. What steps would Rumo take next? What was the best thing to do with regard to the claims of the Indians? This case shows the start of corporate activism in Brazil. This case reports the dilemma that Rumo faced with the indigenous activism at the beginning of 2019 because of the expansion of their railroad network across indigenous lands.
Complexity academic level
This case is suited for a class in which the students are exposed to a corporate governance framework and internal and external governance mechanisms. The case can be applied at the graduate and executive levels in relevant courses such as corporate governance, corporate responsibility, strategic management, and the stock market.
Supplementary material
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Mayank Jaiswal and Robert Maxwell
The theoretical linkages are with dynamic nature of PESTEL analysis, Porter’s five forces, resource-based view of the firm and characteristics of an entrepreneur.
Abstract
Theoretical basis
The theoretical linkages are with dynamic nature of PESTEL analysis, Porter’s five forces, resource-based view of the firm and characteristics of an entrepreneur.
Research methodology
The names of the institutions and individuals involved have been disguised. However, the material facts of the case are authentic.
Case overview/synopsis
This case discusses strategy in the context of a crisis situation in a small business. JTH Inc. was a computer subcontract manufacturing (SCM) firm serving the New England region of the USA. The influx of international competition (mainly from China) due to recession led to significant challenges for JTH and the SCM industry. JTH was struggling and the situation was further complicated by the founder’s (Robert Maxwell) personal and emotional situation. Robert had to decide whether to keep the business running, close it down, merge with/be acquired by a competitor, innovate the business model or do something else.
Complexity academic level
This case is designed to target undergraduate students of Strategic Management; it may also include Entrepreneurship students. It should most probably be taught in the first half of the course after concepts such as PESTEL, Porter and resource-based view of the firm have been taught.
Details
Keywords
Frederick Robert Buchanan and Syed Zamberi Ahmad
Business Management, Global Marketing Strategy, Strategic Management, International Business, International Management.
Abstract
Subject area
Business Management, Global Marketing Strategy, Strategic Management, International Business, International Management.
Study level/applicability
The case is suitable for undergraduate and post-graduate business and management students. The case is based on secondary data collection and all the facts are real.
Expected learning outcomes
The expected learning outcomes include the selection of a foreign market; the determinants of the foreign mode of entry strategy; the process of integrating an internationalization strategy; how to choose the most appropriate partner; and the monitoring of international markets. The case provides a space to think about practice and help learners, therefore, to connect theory and practice.
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.
Details
Keywords
Sandhya Bhatia, Gaurav Gupta and Arindam Tripathy
Recognize the interest groups of the business as stakeholders and shareholders. Understand the role of strategic corporate social responsibility (CSR) in attaining competitive…
Abstract
Learning outcomes
Recognize the interest groups of the business as stakeholders and shareholders. Understand the role of strategic corporate social responsibility (CSR) in attaining competitive advantage for the firm. Apply the techniques of financial statement analysis such as common-sized financial statements and ratio analysis. Analyze the overall financial position of the company such as its liquidity, solvency and profitability position. Evaluate the appropriateness of various CSR activities given the size of the company, its business model and financial position. Create a suitable CSR policy draft incorporating the critical elements of a CSR policy that enables the firm to operationalize it and fulfill the disclosure norms.
Case overview/synopsis
The management of Ball Industry Limited (BIL) had overlooked the mandatory requirement of CSR policy formulation. The company had not yet spent anything on CSR since the regulation had come into force. The company’s financial position was not healthy. Still, it fell under the regulatory clause as a borderline case and must spend 2% of its average three years’ profit on CSR activities. The company had previously ignored the requirement of formally drafting a CSR policy and deciding about the actions it might want to carry out. Now that the regulator had started sending show-cause notices to several companies who had not yet begun CSR, BIL was under immense time pressure to draft its CSR policy and initiate the relevant CSR activities. Emily, the chief operating officer of BIL, was assigned the task of preparing the blueprint of the CSR policy of the company and made it available for discussion in the upcoming meeting. The task at hand was to formulate a sound CSR policy under the constrained financial state considering its strategic planning, including the SWOT analysis, competitive environment and the overall general market and economic conditions. She submitted that rather than a vanilla CSR activity, strategic CSR would support the firm to differentiate itself from competitors. She was struggling to formulate a CSR strategy that could achieve both economic and social goals.
Complexity academic level
The case will be most suitable for use in undergraduate and graduate courses.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 1: Accounting and finance.
Details
Keywords
Sarah Holtzen, Aimee Williamson, Kimberly Sherman, Megan Douglas and Sinéad G. Ruane
The case and supporting teaching note were developed through the use of secondary sources such as company documents and archives, news articles and academic publications.
Abstract
Research methodology
The case and supporting teaching note were developed through the use of secondary sources such as company documents and archives, news articles and academic publications.
Case overview/synopsis
Jane Fraser, Citigroup CEO and the first woman to lead a major Wall Street bank, found herself at a crossroads. Weeks prior to the company’s 2022 annual shareholder meeting, Citigroup announced it would provide reproductive health-care benefits to employees traveling out of state for an abortion. Prompted by legal developments that hinted at the potential for a widespread ban on abortions, the announcement resulted in threats from Republican lawmakers to change course or suffer financial consequences. Through the case, students explore the role of business and corporate leadership in response to controversial political issues, including the potential opportunities and threats.
Complexity academic level
The case is best-suited for management or other business students at the undergraduate or graduate/MBA level. The learning objectives of the case would fit well within any of the following courses: Corporate Social Responsibility (CSR)/Business and Society; Business Ethics and Decision-Making; and Strategic Management. Instructors should position the case after students have been introduced to the topic of corporate social responsibility, ethical decision-making and/or CEO activism.
Details
Keywords
Nestor U. Salcedo, Miguel Garcia-Cestona and Katherina Kuschel
A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as…
Abstract
Learning outcomes
A student can evaluate the variables related to the corporate governance decision for the future of the companies while simultaneously facing other internal factors, such as understanding the owner's address style. In addition, the student will be able to balance and weigh current resources, understanding that the conceptual frameworks of agency theory, resource dependence theory, agency and transaction costs, as well as the types of leadership and power are useful to understand this type of companies, common in emerging markets.
Case overview/synopsis
This case describes the actions of Nestor Salcedo Guevara, founding partner of Industrial Andina S.A. and owner of NSG Service Stations, companies focused on industrial manufacturing and retail fuel sales, respectively. The case covers a period of 40 years, from the founding of Industrial Andina S.A. in 1978, its restructuring into a family business in 1982, the strategic decisions concerning the political and economic situations from the eighties to the new millennium, and the creation of NSG Service Stations in the year 2000, until August 2018, when Nestor faced the decision to expand NSG Service Stations and reactivate Industrial Andina SA with new projects. Therefore, Nestor must decide the next steps for the future of both companies. This case study highlights several challenges of business economics and administrative strategy facing entrepreneurs or experienced managers and allows to discuss in class concepts of corporate governance such as ownership structure, incomplete contracts, management styles and defensive strategies associated with the power of the CEO - Owner.
Complexity academic level
Undergraduate students in Business Administration or Economics and post-graduate MBA. Business Economics courses, Strategic Management, Corporate Governance courses.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Ameet Morjaria and Charlotte Snyder
Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the…
Abstract
Roger Cagle, the co-founder and deputy CEO of SOCO International, watched the dreary London rain outside his office window one February morning in 2015. Never had SOCO, the oil-and-gas exploration and production player that ranked among Britain’s top 200 companies, experienced such a public backlash against its operations. For nearly 20 years, Cagle had helped steer his company’s projects around the world—often in volatile regions where others feared to tread, such as Vietnam, Russia, and Yemen—while delivering significant returns to investors. But the international uproar surrounding SOCO during the past year had been nothing short of mind-boggling.
Details
Keywords
Pratigya Kwatra, Nimisha Singh, Akhil Pandey and Arunaditya Sahay
The subject area is corporate social responsibility (CSR).
Abstract
Subject area
The subject area is corporate social responsibility (CSR).
Study level/applicability
The study is applicable to undergraduate- and graduate-level courses on CSR.
Case overview
The case discusses the issue of integrating CSR in TPDDL’s (TPDDL – Tata Power Delhi Distribution Limited) business model. TPDDL was formed as the result of a joint venture between Delhi Vidyut Board and Tata Power. At the time of the joint venture, a large number of users of electricity in Jhuggi-Jhopdi (JJ) clusters were not paying for electricity usage. A huge number of residents were not even in the system where they could be billed. The ones who were in the system had strong political banking as they were huge vote banks and hence would not pay. Only 40 per cent of electricity that was going to JJ cluster was billed due to this TPDDL was incurring huge commercial losses. As residents had very low income, TPDDL decided to invest in CSR activities to train the residents so that they could secure a job and pay the bills as well. Mr Praveer Sinha, MD and chief executive officer (CEO), urged his team to bring 100 per cent JJ clusters under the billing net without any coercive measures. TPDDL adopted parent company Tata’s CSR code and came up with innovative ways of engaging with these communities.
Expected learning outcomes
The outcomes are: strategic CSR initiatives for business excellence; incorporating CSR in existing business Model 3; role of stakeholders in CSR implementation; and benefits accruing from CSR activities.
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 11: Strategy.
Details
Keywords
Peter Jones, David Hillier and Daphne Comfort
Corporate social responsibility, sustainability and business ethics.
Abstract
Subject area
Corporate social responsibility, sustainability and business ethics.
Study level/applicability
This case has been designed for undergraduate students, with two target audiences. The first is business and management students following modules in corporate social responsibility (CSR), sustainability and business ethics. Here the accent is on allowing the students to explore and debate how CSR agendas are emerging within a specific sector of the retail economy. The second is students pursuing fashion, clothing, textile, retailing and consumer studies degrees and here the focus is on how some of the leading fashion goods retailers are addressing CSR. More generally the case can also be used on “Contemporary Issues” modules within general business and management programmes.
Case overview
This small case offers an exploratory review of the emerging CSR issues currently being publicly addressed by the world's leading fashion goods retailers. It includes a brief introduction to CSR; a brief thumbnail sketch of the fashion goods industry; details of the method of enquiry; a description of the CSR issues currently being publicly addressed by the top ten fashion good retailers on their corporate web sites; and some critical reflections on the CSR agendas being pursued by these retailers. The case study is novel in two ways. First, it focuses upon what is an emerging market issue rather than on emerging markets per se though a number of the issues raised in the case have major implications for emerging economies. Second, it addresses the CSR issues being addressed by a number of the leading fashion goods retailers and as such it a not a case which relates to individual decision making. While the case is principally focussed upon the retail sector it ranges across the whole of the supply chain.
Expected learning outcomes
The paper provides an accessible review of the CSR issues and agendas currently being pursued by the leading fashion goods retailers and as such it will be of interest to academics, students and practitioners who are interested in both the fashion industry and corporate sustainability.
Supplementary materials
Teaching notes are available, please consult your librarian for access.
Details