Search results

1 – 10 of 82
Case study
Publication date: 1 May 2009

Stephanie Hurt and Marcus Hurt

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set…

Abstract

A Confrontation of Mindsets: French Retailers Operating in Poland traces the history of French retailers setting up operations in Poland in the mid 90s. The case, however, is set in 2006 when a top retailing executive recalls the important watershed period of 1996-97 when the expatriate managers in charge of setting up the first hypermarkets encountered great difficulties with their new Polish recruits. The managers were not succeeding in transferring the practices and routines that were an essential part of their business model on the home market in France: their Polish employees displayed work attitudes that were the contrary of the initiative and responsibility for enlarged jobs that characterized employees back home. This situation called into question the very viability of their business model in Poland. The case poses very clearly the question of what actions the expatriate managers should decide to take to ensure the store launchings in Poland and future growth. The issues raised concern global versus multi-domestic internationalization strategies, business models, paradigms, corporate culture, management of expats, knowledge transfer and the link between strategic implementation and organizational behavior.

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 15 June 2021

Satyanandini Arjunan, Prathima Bhat and Ganesh R. Kumar

This case can be used in the core course on entrepreneurship for Bachelor of Business Administration (BBA) and Master of Business Administration/Post Graduate Diploma in…

Abstract

Study level/applicability

This case can be used in the core course on entrepreneurship for Bachelor of Business Administration (BBA) and Master of Business Administration/Post Graduate Diploma in Management (MBA/PGDM) students. It will help them to understand the motivations and challenges of women entrepreneurs, strategies to manage challenges, interactive style of leadership and their contribution to the economic growth of the country.

Subject area

Entrepreneurship.

Case overview

Roopa Rani, co-founded a digital design company, DesignTheme Innoventics (DTI), with her husband Yoganand, in November 2007, on the first floor of their residence. Yoganand’s creativity and Roopa’s determination made them bootstrap, scale slow and steady. As a novice to the industry, the initial days posed many challenges. Roopa hired artists to be appointed as designers, which gave them a unique selling preposition. They progressed slowly from a team of 2 to 20, with a revenue of INR 0.3M per annum to INR 12M per annum. As the company grew, Roopa wanted Yoganand’s support in handling the responsibilities, and hence, converted DTI into a limited liability partnership in 2013 and the couple were directors. As the client base improved, the need for shifting to a bigger space became more evident. A calculative risk-taker, Roopa, was forced to move DTI to a bigger office space end 2017, with a rent of INR60,000 per month. Meanwhile, they became a team of 20, with revenue of INR12m. The shift from no rent to a rented space made DTI slip to break-even. However, after two years, they moved into a smaller space and it coincided with the COVID-19 outbreak. Although the backlog orders were processed during the first quarter of 2020–2021, the business for the next quarter was affected. Social distancing norms created a shift in the way of doing business, which was a boon for a designing company like DTI. Now, the task before this self-made woman entrepreneur was to formulate strategies to scale up the business.

Expected learning outcomes

After analysing the case, the students will be able to: i. Value the contribution of women entrepreneurs towards the economy. ii. Examine the motivational factors and challenges of women entrepreneurs. iii. Understand the importance of networking. iv. Appraise the socio-cultural factors in a patriarchal society and their impact on the work-life balance of a woman entrepreneur. v. Appreciate the interactive leadership style of women entrepreneurs. vi. Formulate strategies to scale up the business.

Supplementary materials

• Agarwal, S., & Lenka, U. (2015). Study on work-life balance of women entrepreneurs – review and research agenda. Industrial and Commercial Training, 47(7), 356–362. doi:10.1108/ict-01–2015-0006 • Amit, R., & Muller, E. (1995). “Push” And “Pull” Entrepreneurship. Journal of Small Business & Entrepreneurship, 12(4), 64–80. doi:10.1080/08276331.1995.10600505 • Buttner, E. H. (2001). Examining Female Entrepreneurs' Management Style: An Application of a Relational Frame. Journal of Business Ethics, 29(3), 253–269. doi:10.1023/a:1026460615436 • Carter, S.C. (1997). E. Holly Buttner and Dorothy P. Moore (1997), ‘Women’s Organisational Exodus to Entrepreneurship: Self-reported Motivations and Correlates with Success', Journal of Small Business Management, January, pp34-47. • Cohoon, J. McGrath and Wadhwa, Vivek and Mitchell, Lesa, Are Successful Women Entrepreneurs Different from Men? (May 11, 2010). Available at SSRN: https://ssrn.com/abstract = 1604653 or http://dx.doi.org/10.2139/ssrn.1604653 •Fletcher, J. (1998), Relational Practice: A Feminist Reconstruction of Work, Journal of Management Inquiry, 7(2), 163-186. • Kirkwood, J. (2009). Motivational factors in a push‐pull theory of entrepreneurship. Gender in Management: An International Journal, 24(5), 346–364. doi:10.1108/17542410910968805. • Malyadri, G., Dr. (2012). Role of women Entrepreneurs in the Economic Development of India. Paripex – Indian Journal of Research, 3(3), 104–105. doi: 10.15373/22501991/mar2014/36. Pal, N. (2016). Women Entrepreneurship in India: Important for Economic Growth. International Journal of Pure and Applied Researches, 4(1), 55–64. Pugazhendhi, D. P. (2019). Problems, Challenges and Development of Women Entrepreneurs. Emperor Journal of Economics and Social Science Research, 1(4), 48–53. doi:10.35338/ejessr.2019.1407. Shastri, S., Shastri, S., & Pareek, A. (2019). Motivations and challenges of women entrepreneurs. International Journal of Sociology and Social Policy, 39(5/6), 338–355. doi:10.1108/ijssp-09–2018-0146. Tende, S.B. (2016). The Impact of Women Entrepreneurs towards National Development: Selected Study on Taraba State. Information and Knowledge Management, 6, 30–43. Xheneti, M., Karki, S. T., & Madden, A. (2018). Negotiating business and family demands within a patriarchal society – the case of women entrepreneurs in the Nepalese context. Entrepreneurship & Regional Development, 31(3–4), 259–278. doi:10.1080/08985626.2018.1551792

Subject code

CSS 3: Entrepreneurship.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 18 April 2022

Satya Nandini Arjunan, Minu Zachariah and Mathew J. Manimala

Womenomics is the idea that women’s economic development will lead to improving the economy as a whole

Abstract

Theoretical basis

Womenomics is the idea that women’s economic development will lead to improving the economy as a whole

Research methodology

The case is a primary case. Gender equity is about treating men and women fairly, data for the case was collected through interviews with the protagonist Ms Kalpana Anand.

Case overview/synopsis

Although women are capable of writing their own destiny regardless of what they are and where they come from, Kalpana Anand, the Executive Director of Avaneetha Textiles, believes that education plays an essential role in empowering women. Accordingly she is determined to offer shop floor jobs to young underprivileged women aspiring dropouts that provides them an opportunity to learn while they earn. Established in the year 2004 in Coimbatore, Avaneetha Textiles is currently being managed by two sisters Uma (Managing Director) and Kalpana. Although this business model supports around 900 young women, not all have made the most of it. Only 25% of their employees benefitted from the “learn-while-you-earn” program promoted by the company. Kalpana realized that such a conduct would hinder the achievement of empowering women. Therefore, the challenge before her was to motivate more women to enroll for different courses and thereby improve the quality of their life.

Complexity and academic level

Graduate or post-graduate level of courses in management, commerce, sociology, social work and related subjects.

Case study
Publication date: 25 November 2019

Sergio Morales and Oswaldo Morales

The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when…

Abstract

Learning outcomes

The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when building a strong organizational culture in corrupt political environments.

Case overview/synopsis

The purpose of this case study is to explore the dilemma in which Marcelo Odebrecht, once CEO of Odebrecht, found/determined whether to continue with the business model established by the founders of Odebrecht or take a new path for the organization. After exploring the corrupt acts of Odebrecht and the scope of Operation Lava Jato, the reader can reflect on the importance of organizational culture (according to the three levels proposed by Schein) in the face of the emergence of corruption. By generating discussions about organizational culture, business ethics, political culture and corruption, the organizational culture of Odebrecht is problematized in relation to its real behavior.

Complexity academic level

Students of administration, business and international business undergraduates and graduates, as well as members of senior management in companies in the infrastructure sector. Also, given the plurality of possible readings, it is recommended that the case also be used in courses or specializations in organizational psychology, organizational sociology or organizational anthropology.

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 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 5 March 2013

Ujvala Rajadhyaksha, Neharika Vohra, Deepti Bhatnagar and Ravi Moorthy

This case is in four parts, highlighting the crossroads at which the protagonist Savita finds herself in and the difficulties she faces in balancing her career aspirations with…

Abstract

This case is in four parts, highlighting the crossroads at which the protagonist Savita finds herself in and the difficulties she faces in balancing her career aspirations with family responsibilities. A Fellow of Indian Institute of Management (IIM) Ahmedabad, Savita's dilemmas concern working in a prestigious management institute in Kolkata versus getting a job in Mumbai in order to psychologically and financially support her family and get married; joining her husband in China on his posting versus going to the US on a prestigious fellowship prioritizing her career, and finally, starting a family versus postponing the decision till the couple were together and reasonably settled in their respective careers.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Abstract

Subject area

Social entrepreneurship/innovation.

Study level/applicability

Basic to advanced level.

Case overview

This case introduces students to the context of social innovation and social entrepreneurship. Societies are facing new challenges that will require innovative solutions. In our society, social needs are addressed in a variety of different ways. Some of these needs are addressed mainly through public organizations, some in private spheres through associations or businesses, and others in informal organizations or maybe not at all. As changes occur in our society, the current practices we use to meet our needs will not necessarily be the same practices we use to meet our needs in the future. In response, a number of initiatives are emerging. This case describes the process of such a new initiative.

Expected learning outcomes

Students need to understand what social innovation is; in how many ways it manifests; and why it is a multi-disciplinary field. Students need to understand the difference between for-profit and not-for-profit organizations and which challenges they are effective in addressing (context dependency). Students need to understand, describe and discuss the process and methods of developing social entrepreneurship and social innovations using the House of Plenty Social Innovation Model as a case. Students need to understand and discuss the main challenges that not-for-profit social innovations face in securing financial sustainability and in scaling up using the House of Plenty Social Innovation Model as a case.

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.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 December 2007

Anil Nair and Maja Karweta

In 2005, LPP SA was one of the fastest growing firms in Poland’s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP’s…

Abstract

In 2005, LPP SA was one of the fastest growing firms in Poland’s apparel industry, with popular brands such as RESERVED and CROPP. This case focuses on the apparel industry, LPP’s business and international strategies, and its internal capabilities. The case also offers a background on the communist rule in Poland and how it led to economic malaise that sparked the strikes by Solidarity under the leadership of Lech Walesa. These strikes eventually cascaded into the demand for reforms and the collapse of the communist regime. Thus, the case tracks Poland’s transition into an “emerging market” and the environment within which LPP developed. The case concludes by asking readers whether LPP needs to reorient its strategies and develop new capabilities to sustain its growth.

Details

The CASE Journal, vol. 4 no. 1
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 2 January 2020

Arun Bhattacharyya, Sangeeth Varghese and Amit Gupta

Learning outcomes are as follows: understanding the importance of aligning an entrepreneur’s personal orientation and values (e.g. detachment from the enterprise) with business…

Abstract

Learning outcomes

Learning outcomes are as follows: understanding the importance of aligning an entrepreneur’s personal orientation and values (e.g. detachment from the enterprise) with business decisions related to enterprise development; appreciating how prior exposure to business settings can be a source of entrepreneurship pursuits for an entrepreneur; and understand whether a different type of leadership can be instrumental in the creation, running and growth of an entrepreneurial venture, especially in terms of introducing differentiated offerings in the target market.

Case overview/synopsis

The case is about an entrepreneur, Sangeeth Varghese, with a very humble and conservative background, who worked in various firms, small and large, and become a young global leader at World Economic Forum, before foraying into entrepreneurship. He is driven by the core values of detachment and democratization, which is reflected throughout his life course and has developed his own views on leadership. After running his first venture LeadCap Ventures with some measure of success, Sangeeth is about to launch his new venture LeadBurg, a web- and mobile-based application for behavioral rating and competency discovery for individuals. The predicament for Sangeeth is about the uncertainties related to the new launch from a business perspective, as well as the concern whether the core principles of democratization and detachment that he identified with, would stand the test in this launch.

Complexity academic level

Master level program (e.g. MBA).

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 March 2022

Yuliya Polozhentseva, Ulzhan Kazybekova, Madina Subalova and Anjan Ghosh

The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning…

Abstract

Learning Outcomes

The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning in the social media marketing process; to discover the importance of social media as a pinnacle of new communication mix tool; to make strategic decisions in managing a social media account; and to highlight how the team internal interactions could determine the success and profitability of the social media influencer.

Case overview/Synopsis

Case deals with the growth and managing issues faced by the social media influencers in Kazakhstan. The case shows the other side of social media marketing, where the main focus is shifted from the corporate clients, who use social media influencer, toward the influencers themselves and challenges faced by them. Hence, the case reveals the story of Jokeasses team, who are based in Kazakhstan with significant following both on Instagram and YouTube platforms. The decision-making dilemmas in the case focused upon not only the issues of brand formation but also how online brand could be transferred into profitable enterprise.

Complexity academic level

Bachelor

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.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 June 2018

Subrat Sarkar, Sanjay Mohapatra and Sarmistha Pattanayak

The case deals with project management principles that are required for implementing a social project in India.

Abstract

Subject area

The case deals with project management principles that are required for implementing a social project in India.

Study level/applicability

The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India.

Case overview

The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states.

Expected learning outcomes

Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program.

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 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of 82