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The learning outcomes of this study are to identify and discuss ways in which energy consumption in a residential educational institute can be reduced by improving demand-side energy management for sustainable development; summarise the challenges that an institute faces in transitioning to a more environmentally friendly mode of operations concerning energy management; illustrate the difference between operating expense and capital expenditure methods used for solar rooftop projects from the perspective of Goa Institute of Management (GIM); and analyse different project proposals for solar rooftop power generation energy using capital budgeting techniques.

Dr Ajit Parulekar, director at GIM, was evaluating the steps taken over the past few years for sustainable energy management to understand their impact and consider ways in which to take the environmental sustainability agenda forward. One of the projects that he was considering was the rooftop solar power plant. GIM had received proposals from several different vendors and evaluated three proposals out of these. He needed to decide on the capacity of the rooftop solar power generation and the type of contract that he should get into for the implementation of the project. This case study describes the differences and highlights the advantages and disadvantages of all the mentioned models with respect to GIM.

This case study is suitable for post-graduate level management students, as well as for undergraduate-level finance and management students.

Teaching notes are available for educators only.

CSS4: Environmental management.

After completion of the case study, students will be able to describe the crisis types and the various phases in mapping a crisis and outline appropriate actions during each phase; identify stakeholders in the context of change management initiatives and map them through their power, influence and interest needs; identify the needs and resistance present in change management initiatives through the systems-thinking perspective; recognize the leadership competencies for an effective crisis management approach; and identify the way to conduct challenging conversations with important stakeholders whose support and influence are required.

Stella Fernandez, the vice president of human resources management in a family-managed business organization, was disturbed by the media reports on rising number of cases of COVID-19 infection in India during the first week of March 2020. She thought that a continued rise in the number of infection cases could affect the business continuity as well as the safety of the employees. In her opinion, a faster introduction of a work-from-home policy could help to reduce the impact of the potential crisis. Fernandez understood that without the senior management team’s consent, she could not drive the information technology team to implement the work-from-home measure. However, she felt that there could be challenges in convincing the senior management team, who did not treat this outbreak to be of grave importance. Anticipating the unfavourable reaction, Fernandez planned her approach carefully by identifying and convincing influential members to support this change management initiative; nevertheless, to her dismay, her meticulous plan failed to convince the powerful members of the team, who continued to resist the change proposed by her. Disappointed and surprised by their reaction, Fernandez wondered what she could have done to make the senior management team to accept her proposal.

This case study is designed for use in undergraduate- or graduate-level programmes.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The learning outcomes of this study are as follows:

▪ to bring the appreciation of the complexities involved in managing a mission-driven not-for-profit (NPO) institution;

▪ to highlight the pressures and tensions felt by a mission-driven not-for-profit organization from various stakeholders; and

▪ to appreciate the managerial challenge involved in making a not-for-profit organization financially sustainable while meeting its mission objectives.

The National Institute of Development Management (NIDM), established in 1980 by a group of development professionals, was a mission-driven high-performing knowledge institution focused on professionalizing the management of people’s institutions. From one long-term academic program in 1980 to three in 2019, NIDM came a long way in its journey. For the first five years, the institute offered a stipend to its students in the PGDM-DM program and placed them in village-based organizations. The next 15 years saw a general shift in attention toward the development sector, and NIDM started placing its students in other organizations beyond village-based development organizations. NIDM supported all its activities through funds generated on its own from program fees charged to the students, consulting and training activities. Prof. Sengupta, the Director, faced multiple challenges. He needed to decide what action he could take to keep the 40-year-old institution financially sustainable while remaining committed to the mission of its founders.

This case can be used in courses such a Managing Not-for-Profit Organizations and Management of Dual-Purpose Organizations. The case can be taught to the students of management, development management or agribusiness management programs. This case is also suitable for the faculty development programs participants to bring about the appreciation of managing an institution of higher education. The case requires about 70–90 min of class discussion time.

Teaching notes are available for educators only.

CSS 11: Strategy.

This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations.

Eroski is the largest of Mondragon Corporation’s coops. Since its founding, Eroski has faced numerous challenges. It has responded to each challenge with out-of-the-box thinking. In response to the pandemic, Eroski become an e-commerce supermarket as well as selectively continuing bricks and mortar stores. As the pandemic is winding down, Eroski is considering how to respond to the “new normal,” which is largely undefined. The question posited at the end of the case is, “Will Eroski be able to hold to its social principles, maintain its unusual governance model and other unusual practices, and survive this latest challenge?”

Eroski of Mondragon is a complex and unusual organization. To appreciate the challenges and how they were overcome by its unique business model, a student must have a minimum background in management, corporate finance and marketing. Thus, this case would fit well into a senior or graduate class on strategic human resource management. It is also recommended for the strategy capstone course usually offered during the last year of a business bachelor’s degree (senior level) to ensure that students are introduced to what Paul Adler refers to as an alternative business model. It can also be targeted for an advanced management course or a strategy course at the MBA and executive levels.

The case depicts an opportunity for undergraduate and postgraduate students to be exposed to the basic digitization of supply chain management, technology adoption, change management and cost-benefit analysis concepts. The study aims to encourage them to use the data given in the case and exhibits to compare and contrast physical and digital supply chains (SC); design the digitized version of the traditional SC; examine the nitty-gritty of technology adoption in the SC context; develop the change management plans for the successful adoption and implementation of SC digitization; design the risk register and Explore the business process management; and conduct the return on investment analysis.

Amber Yen, Chief Operating Officer Apparel Sourcing at Ransys Partners Ltd (RSL), was presented with the task of reducing physical sample production cost and time without impeding order pipeline. RSL was experiencing significant capacity constrain during the COVID-19 crisis, failing to deliver physical samples to international brands. To win large export orders, RSL had to adopt a new innovative way to reduce the sample approval process while meeting customer requirements. Ms Yen wanted to convert the entire sample approval process into a digital mode. She was facing multiple challenges related to the design, implementation and adoption of the digital sample approval process to coordinate the entire SC. She had limited time and was grappling with other impending constraints such as increasing cost, intense competition, demanding customers, shortage of labor due to COVID-19, reducing the bottom line. It was her time to test the idiom “necessity is the mother of innovation”.

The target audience for this case is management or business school students. This case can be used to teach digitization of SC, operations management, organization behavior, digitization of enterprises, IT for business, new service development, supplier management technology adoption, and change management in management or business schools.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The primary objectives of the case study are to get the participants exposed to the issues of working capital which even profitable companies face on a day-to-day basis; give the participants an understanding of how to balance the, at times, conflicting objectives of increasing profits and sales through favorable credit terms; and expose them to the impact of increase in inventory levels and average collection period on margins in a period of slow growth. They will also learn about the concept of factoring and its uses.

The case study is about a group of companies engaged in education, steel fabrication and oil businesses owned by a single proprietor. The company was based in Fatehnagar which was part of Hyderabad district in the state of Telangana, India, and the case study traces the origins of the group from 1960s to 2021. The group was invested the surplus cash flows from the oil business to initiate and expand other businesses during this period. The economic downturn due to the COVID-19 pandemic had hit the company, particularly its oldest business – Noble Chemical Agency. The oil business was facing issues related to its growth and profitability, and the uncertainty around COVID-19-related restrictions had only augmented the fears of the management. The case study looks at issues and the dilemma which the owner of the company faced. The case study highlights various issues related to working capital management, especially related to receivables management and inventory levels faced by businesses during the slow-growth phase. It demonstrates how working capital management issues, if not resolved in time, can lead to insolvency of even a successful company with a sound business model.

The case study is meant for teaching in postgraduate management programs (Master of Business Administration and Postgraduate Diploma in Management) in the following courses: corporate finance/financial management course in the first year (the case study should be taught towards the end of the course); and management accounting courses in first year (the case study should be positioned in the middle of these courses). The case study can also be used to highlight issues related to working capital and small business management in a Management Development Programme (MDP) course for “Finance fundamentals for non-finance executives”.

Teaching notes are available for educators only.

CSS 1: Accounting and finance.

Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team, during which the company's 5P principle, namely “Plan (think clearly before making promise), Perform (promise is to be fulfilled), Prioritize (company's interest is top priority), Practice (make progress every day in every year), Pioneering (venture any experiment to be a trailblazer), takes shape. After learning about Lenovo's recruitment of internationalized talents, cross-cultural coaches for senior leaders, cultural development in internationalization and risk aversion in international operations, we can understand what Lenovo's HR team does to avoid conflicts in corporate culture and ethnic culture in cross-border mergers and acquisitions and integration, and how to adjust and change the HR management system.

After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style.

The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in DM in the company, where the diversity, equity and inclusion programme and corporate values were applied only formally and had little attention from the leaders as well as non-managerial employees.▪ Employee resistance to change: The lack of positive communication from the top management level in the company regarding automation projects and the lack of support for Alex’s mission in the company resulted in steady resistance to executing projects, which endangered the company’s survival in the market. Also, one part of Alex’s problem with building a working relationship with the Indian engineering staff was based on the fact that others perceived him as the automation “change agent” – an advocate and catalyst of an undesirable change connected with adverse consequences on employment in the Indian community.

This case is intended for discussion in undergraduate management and business study programmes.

Teaching notes are available for educators only.

CSS 6: Human resource management.

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The learning outcomes are as follows: understanding the impact on company growth through identification and alignment of stakeholder priorities in a project for SME in an emerging market; analyzing the impact of stakeholder alignment and relationship management on the project outcome; and evaluating the importance of Stakeholder Management for effective Project Management.

The case of ‘Hospedia Medicare,’ a medical device manufacturing company based in India, was started by a family involved in the medical devices business for over two decades. The company began operations in a new avatar and focused on one medical device or product by 2013. The product was designed with quality features to solve customer problems, making the cost relatively high compared to other domestic peers. Creating new product lines or updating the existing product attributes was imperative for the company to attain its growth objectives. The protagonist was dealing with a dilemma involving managing various stakeholders, aligning the project scope to create a growth story for the company in line with its vision and managing the stakeholders by understanding and analyzing their needs, expectations and interest, thus influencing the project outcome. The case can be used by instructors to identify, understand and evaluate the importance of different stakeholders on project outcome or success. Furthermore, it can be used to analyze and critique the impact of stakeholders on project scope, which can affect the long-term sustainability of the company, as different stakeholders have different expectations and needs. The case also details how regular communication, collaboration and awareness became essential for the project's success. Lack of an effective engagement strategy at the project planning stage can have risks concerning cost and achieving the overall vision, which creates a positive outcome for all the stakeholders.

The case study can be introduced to graduate and undergraduate students to reflect on and critique the importance of Stakeholder Management in Project Management. It can be used for, entrepreneurship, project management, operations and strategy, particularly emphasizing for small and medium enterprises (SMEs).

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.