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The case primarily deals with the HR issues confronted by a US telecom company entering India for software development.

The case can be used of MBA and BA level courses in human resource management and international management.

The focus of the case is on the international HR issues that emerge and how this company goes about solving its challenges of charting an international course. The telecom company establishes an Indian subsidiary, USTC-I, for this purpose and recruits fresh graduates and experienced professionals for USTC-I. The case describes the human resources challenges faced by Todd Johns, an HR Manager with the US company as the company attempts to recruit professional for USTC-I. This case deals with specific HR tools and techniques that can, and perhaps, should be used in identifying, recruiting, hiring and retaining employees.

Students should be able to: evaluate the current situation of the organization and offer possible remedies and solutions for improving future human resource practices in a global context, identify and analyze the effectiveness of how HR tools (recruiting methods, interviews, selection methods, orientation programs, reward systems) are implemented, develop a plan for improvement of HR recruiting and selection in an international context, explain the factors and problems that can undermine an interview's usefulness, and techniques for eliminating these problems in an international context, explain the pros and cons of background investigations, reference checks, and pre-employment information services in an international context.

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The case intends for students to delve into aspects related to changes in the business environment, dynamics of competition in the airline industry, factors responsible for the collapse of an airline that had once remained a highflyer, and aspects related to change management in reviving a business that has undergone a trauma of crisis.

Jet Airways was all set to fly by the July-September quarter of 2022. The protagonist, Sanjiv Kapoor, had recently joined as the CEO of Jet Airways. Jet Airways was founded in 1993 when the Indian Government decided to liberalize the Indian skies. Flying highs and lows in its journey of 25 years, Jet Airways got grounded on 17 April 2019 because of a lack of funds. There were unsettled claims of ₹370bn against financial creditors and employees. Though liquidation of assets would have been a route to settle claims, it was decided to sell assets of the defunct airline by means of a formal resolution process. On 17 October 2020, the Committee of Creditors (CoC) approved the resolution plan of the consortium of Jalan and Kalrock Capital, which were the new promoters of the airline and were working to bring Jet Airways to its glory. These promoters appointed Kapoor to share the responsibility of Jet 2.0. Kapoor had to lead the change at Jet 2.0. Kapoor examined the idea of “look forward and reason back” as multiple challenges existed amongst opportunities for the carrier in its second chance at life. The case documented the entire saga of the rise, fall and revival of Jet Airways.

Undergraduate and Post Graduate Students

Teaching notes are available for educators only.

CSS 11: Strategy.

This case provides an opportunity to develop criteria for the selection of a leader who would lead a well established conglomerate. It provides details about the initiatives of the predecessors, the changing environment of businesses, internal concerns and the challenges before the new leader. A list of the contenders for the top position in Tata Sons Ltd is given to facilitate evaluation. The participants are required to review the strategy and functioning of Tata Sons Ltd and develop their criteria for selection.

Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business.

Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for?

Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops.

www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

After completion of the case study, students will learn to use Lean Canvas to identify business opportunity. They will also learn the balancing of exploitation of profit-producing activities and exploring new opportunities according to the environmental dynamism.

WONK, a tutor discovery and booking app was launched by MyEdge in 2016 to search and book verified tutors in locations served by the company. Based on their requirements, parents and students could sort and book verified tutors in their area. Through the app, users could search for academic and hobby classes in the form of individual tuitions. The ease of use and the service offering made it a popular app with students enrolling every 6 min. Within a span of six years, WONK had provided services to thousands of students in 20+ countries and had 200,000+ tutors registered on their app from 15,000+ pin codes. Despite a plethora of Edtech companies in India, a different business model and services offered gave them an edge over other Edtech companies. To keep up with the customer needs, they were constantly making the upgrades to their technology and expanding their services. Vidhu Goyal, the founder of the company, was enjoying the progress when another development in the technology hit the world. With the launch of applications based on artificial intelligence, will it disrupt the business or not?

The case study is recommended to be taught in a 90-min class to Master of Business Administration students. The case study may be used in courses related to strategy, information systems management and entrepreneurship.

Teaching notes are available for educators only.

CSS 11: Strategy.

Firms that are selling a relatively new market offering have to create the need for that offering. House Wonders entered a market that was not that well-informed about their market offering, and thus, have experimented with several communication channels that had different cost, and naturally different results. The purpose of this case is to encourage the students to compare and contrast the different communication methods, discuss their usage by House Wonders and come up with the best communication strategy.

This case simulates the challenges faced by a department store that is specialized in home improvement and hardware that recently started operations in Egypt. The store heavily emphasizes the role of “do it yourself” products, which is relatively new to the Egyptian customers. The case study presents the current economic conditions in Egypt, the company profile of the store and its parent company. The following sections involve explaining the concept of “do it yourself,” and other competitive advantages the store, House Wonders, has and how the management team managed to make the best out of it. The case study is concluded by explaining that in spite of all their efforts, the team is still faced with a number of challenges that are yet to be resolved, the most important of which is how to better reach the targeted segment.

Undergraduate/ MBA.

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CSS 8: Marketing.

The aim of this study is to make students understand the significance of strategy formulation and the impact of internal and external factors on the strategy adopted by the firm. Upon the completion of this case study, the students will be able to achieve the following: • map out relevant macro-environment strategical factors of an organization; • assessing organizations industry and competitive environment; • outline strategic group maps to assess positions of key competitors; • develop issues priority matrices; • testing competitive power of resources; and • identifying an organizations internal strengths and external threats.

Across the globe, the COVID-19 pandemic left few organizations untouched and many entrepreneurs fighting to stay afloat. Here we look at the survival dilemma faced by the founder of Little Birds Kindergarten, in Doha, Qatar. Founded by a local Qatari businesswoman, the kindergarten offered a British-style curriculum and an Early Years Foundation Stage structure; with her profound passion for technology, the founder (here called Fatma) has always believed that integrating technology into a child’s early learning opens the door to limitless opportunities and potential. Therefore, she ensured that the kindergarten consistently invested in advanced educational technology and the accompanying software. Yet, while the reputation of Little Birds Kindergarten stayed high, the COVID-19 pandemic stunted the growth in enrolments. Fatma stopped paying herself a salary and even drew on her own savings to keep the kindergarten going but it still did not earn enough to compensate for her initial investment. So, despite her passionate concern for the kindergarten, she worried about being unable to keep it afloat for much longer. The purpose of this case study is to shed light on the strategic posture, performance and market position of one kindergarten. From there, it surveys the opportunities in the education industry that are unique to student enrolment and highlights what a kindergarten can do to develop a survival strategy.

The case is suitable for teaching basic and advanced courses at the undergraduate and post-graduate levels.

Teaching notes are available for educators only.

CSS 11: Strategy.

After completing the case, the students shall be able to do the following:▪ explain the key features and roles associated with non-governmental organizations (NGOs; comprehension);▪ describe major activities/programs run by Kilkaari-Bachpan Ki (knowledge);▪ describe the challenges faced by not-for-profit, non-governmental and voluntary organizations operating at a local level (knowledge);▪ developing TOWS matrix for Kilkaari’s strengths, weaknesses, threats and opportunities to provide strategies for making the necessary change (analysis);▪ explain the change management strategies used by Kilkaari during COVID-19 using Kurt Lewin’s model (analysis); and▪ develop recommendations for the problems faced by Kilkaari (evaluation).

As a result of the global COVID-19 pandemic, the entire world was left in shambles. The epidemic has had a profound impact on the way organizations used to function. It compelled all sectors and companies to change their working methods and move closer to virtual conceptions. Organizations that were able to adapt to the new environment have thrived, while the rest have struggled and continue to struggle. In today’s world, embracing virtual scenarios is more about perseverance and consistency than it is about making a conscious decision. Organizations such as NGOs have limited financial and non-financial means to adapt to such changes, and some of them were unable to suffice during the tough times.Despite this, the current case study focuses on the NGOs’ path during the pandemic: Kilkaari-Bachpan Ki. The NGO’s primary objective is to provide underprivileged children with free access to education. The current scenario illustrates how the Kilkaarians (team members of Kilkaari) modified their behavior in response to the crisis. To be used in an organizational behavior course, the case is intended for management students. Kurt Lewin’s model of change, which includes unfreezing, mobility and refreezing, can be understood by students. For this research, the authors use a case-study approach to explore how the organization responded when faced with a crisis.

This case is suitable for undergraduate students learning organizational behavior course, strategic management and also relevant to social work courses (social entrepreneurship/NGOs).

Teaching notes are available for educators only.

CSS 6: Human resource management.

John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John's presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John's presentation. The body of the case describes the question and answer period immediately following John's presentation.

Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC's ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity

Strategy.

Undergraduate final year or MBA.

This teaching case describes the journey undertaken by Yoma Strategic Holdings (YSH) Ltd, a Singapore-listed company that operates predominately in Myanmar, to become a successful and highly profitable conglomerate business empire in Myanmar. The case provides a rich contextual description of how YSH leveraged upon its partnerships and capabilities, especially with its parent and sister companies, to pursue its conglomerate business model. To facilitate the discussion that this teaching case aims to generate among lecturers and students, we have provided a summary of the latest developments in Myanmar since the 2010 general election. This helps to give students an appreciation of the challenges involved in creating a successful business in Myanmar.

The learning outcomes that this teaching case hopes to achieve in students are as follows: Understand the concept of “economies of scope” in corporate strategy; identify and explain the various corporate strategies (i.e. diversification and vertical integration) that can be implemented to develop a conglomerate business model; recognize the organizational and managerial issues arising from implementing these corporate strategies and understand the circumstances that influence its success; and assess the relative advantages of managing a business in a conglomerate business model and advise a company on whether a particular activity should be undertaken internally or outsourced.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.