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Case study
Publication date: 29 June 2021

Nikhil K. Mehta, Shubham Chourasia and Aswini Devadas

This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes…

Abstract

Theoretical basis

This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes, prejudices and actions to explain the social phenomenon. In furtherance, the case presents Aristotle’s approach to creating a message for masses that include use of ethos, pathos and logos. Stood’s (2017) narrative, engagement and technology (NET) model of social leadership was used to analyse the characteristics of social leaders.

Research methodology

Prima facie the case was developed from primary sources i.e. interviewing with Ashish Thakur. Literature from secondary sources was obtained to make teaching notes. List of references is presented towards the end that depicts the use of textbooks, research papers, websites and blogs. This case was tested in the classroom with MBA students learning business communication.

Case overview/synopsis

The case dealt with the challenges of an NGO that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges, namely, volunteer induction, fundraising and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication and opportunity to assess faulty rationalizations and do critical thinking around the socio-religious practices.

Complexity academic level

This case is intended to be used for the students of the social leadership or social entrepreneurship, social psychology, business communication or communication skills, organizational behaviour, advertising and social media.

Case study
Publication date: 16 August 2021

Alan Fun-Foo Chan, Keng-Kok Tee, Thanuja Rathakrishnan, Jo Ann Ho and Siew-Imm Ng

After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre…

Abstract

Learning outcomes

After attempting the case, users are able to: analyse issues and problems faced by a call centre in Malaysia. Determine the root causes of the problems faced by call centre employees and generate alternative solutions to solve the problems faced by the company and to ensure the sustainability of the business.

Case overview/synopsis

This case was about the challenges faced by Daniel, the General Manager of an integrated security protection system company, Secure First (SF). Despite investing in the latest security technologies, conducting a major overhaul of the procedures, introducing an enhanced digital system at the call centre and providing training to the call agents, it was on the verge of losing its important long-term client due to its substandard performance. The client experienced major losses due to break-ins. After a thorough investigation, the problem surfaced in their call centre. Most of the staff were not familiar with the newly adopted system. The circumstances worsened when many of the call centre’s senior employees were tendering their resignations. The case discusses the aspect of employee satisfaction, staff performance that led to the turnover issue amongst employees in a call centre. The case explores what short-term and long-term strategies could Daniel suggest to change the call centre’s course to retain SF’s key account in times of desperation.

Complexity academic level

This case has a moderate level of difficulty and may be used in undergraduate students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 February 2019

Katina Williams Thompson and Susan Dustin

The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.

Abstract

Theoretical basis

The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case.

Research methodology

Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken.

Case overview/synopsis

Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives.

Complexity academic level

The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.

Details

The CASE Journal, vol. 15 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 September 2022

Sasmita Swain and Sri Krishna Sudheer Patoju

This paper aims to explain the theory of stakeholder, value chain analysis and triple bottom line sustainability approach.

Abstract

Theoretical basis

This paper aims to explain the theory of stakeholder, value chain analysis and triple bottom line sustainability approach.

Research methodology

The present case was developed from both primary and secondary data sources. The primary sources included visits to Global Enterprises and collected data through a structured interview. The secondary sources included enterprise annual reports and websites.

Case overview/synopsis

This case presents the innovative approach adopted by a for-profit social enterprise, utilizing locally available resources, changed products and an improved business model to deliver the desired social impact. It highlights the challenges social entrepreneurs face and how the people at the grass-root level are uplifted through the success of a social entrepreneurial venture. The case study is based on an interview conducted with the founder and managing director of Global Enterprises and other stakeholders (farmers, women artisans and employees). An interview schedule was used for conducting the interviews. The researchers tried to understand the business model deployed, stakeholders involved, challenges faced, competencies needed and strategic decisions made by the social entrepreneur that helped the enterprise become sustainable. The social problems identified by the entrepreneur include unavailability of quality raw material at a reasonable price on time; financial scarcity and massive dependence on non-institutional financial sources; lack of product development, market research and production; and the high price of handmade products compared to factory-made products. The case explains how the entrepreneur addressed the problems of cotton farmers, women artisans and local youths through his enterprise. The case also explains how he could make a social venture sustainable in the long run.

Complexity academic level

This case targets graduate-level students and is designed to be taught in Entrepreneurship, Social entrepreneurship, Rural entrepreneurship, Business administration and Entrepreneurship development. It can also be used for other programmes, where problem identification, opportunity recognition, stakeholder analysis and porter's value chain analysis are taught.

Details

The CASE Journal, vol. 18 no. 6
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 23 August 2019

Somnath Chakrabarti, Vijay Chadha and Rajiv Agarwal

This case provides insights about the importance of market research, market segmentation, distribution, product positioning, branding and advertising for a small but growing…

Abstract

Learning outcomes

This case provides insights about the importance of market research, market segmentation, distribution, product positioning, branding and advertising for a small but growing enterprise. This case provides insights into nuances about organizing and running a family-owned small business –Bhuira Jams has to objectively decide on its way-forward which can be a pure social enterprise or a pure commercial enterprise. This case provides understanding regarding the differences between the two models in terms of funding, accounting, legal, marketing and operational aspects.

Case overview/synopsis

In January 2017, Linnet Mushran had just won an award from the PHD Chamber of Commerce for her work in generating local employment for rural women in the village Bhuira, Himachal Pradesh, India. This award did make her feel happy. However, more than happiness, it got her thinking as to how would Bhuira Jams – the child born out of her passion for mountains and out of the desire to do something good survive in the coming years? Bhuira Jams was never designed like a formal business. Being a family run socially relevant business, Bhuira Jams faces the challenge of operational efficiency, along with an uphill task in marketing and distribution. Almost 35 per cent of its sales comes from Fabindia, which re-sells the Bhuira products under the Fabindia label. Thus, currently there is very little focus and expenditure in Bhuira on marketing and distribution. Another challenge faced by Bhuira Jams is driven by the health and lifestyle changes occurring in the Indian society. Consumer preferences are shifting towards low fat diets, and there is growing Americanization of the Indian society. This can be a double whammy for Bhuira’s main product line of preserves, which are high on calorie and are traditionally British.

Complexity academic level

Bhuira Jams conceptually is close to a family owned business due to the involvement of husband, daughter-in-law and son-in-law of Linnet. Thus, this case provides insights into nuances about organizing and running a family owned small business.

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

Emerald Emerging Markets Case Studies, vol. 9 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 21 May 2021

Amy Fisher Moore and Verity Hawarden

Upon completion of the case discussion, students will be able to: identify the enablers of a mental skills coaching process and the broad outcomes as a result of a coaching…

Abstract

Learning outcomes

Upon completion of the case discussion, students will be able to: identify the enablers of a mental skills coaching process and the broad outcomes as a result of a coaching intervention; understand the contributing factors towards creating greater psychological safety in a team and the impact this has on team performance; and identify positive leadership strategies to create an environment in which meaningful work and goal achievement increase engagement.

Case overview/synopsis

Leanne Redding was the mental skills coach for Maccabi, a professional league soccer club in Johannesburg, South Africa. Redding had worked with the club’s players using mental techniques, the ultimate aim being to improve performance. Redding’s work was based on the premise of trust, lived values, self-respect and reflection. She believed that a strengths-based approach grounded in sports psychology and aligned with mental contrasting enabled resilience. Her process of holding individual and team sessions helped with sustaining motivation, overcoming limiting fears and encouraging focus on the greater good of the team. The result was Maccabi’s promotion to the professional league of soccer. However, not all of her broad stakeholder group had bought into the value of sports psychology coaching. The case explores Redding’s process and her belief of the importance and buy-in from all players of the team values which should inform behaviour. The case concludes with Redding contemplating what she should do to gain greater acceptance from the rest of the coaching staff for her work.

Complexity academic level

This case can be used in graduate and postgraduate level courses such as an MBA, in management development programmes or in short executive education courses focusing on organisational behaviour, leadership and human capital development and sports management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 May 2017

Nita Paden, M. David Albritton, Jennie Mitchell and Douglas Staples

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize…

Abstract

Synopsis

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications.

Research methodology

Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process.

Relevant courses and levels

This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues.

Theoretical bases

The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.

Details

The CASE Journal, vol. 13 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 7 November 2016

Kenneth M. Mathu and Caren Scheepers

The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable…

Abstract

Subject area

The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable supply chain, corporate social responsibility and sustainability courses.

Study level/applicability

The target audience is includes post-graduate diploma-level or master’s level students, such as in Masters in Business Administration.

Case overview

The case focuses on the dilemma that Phiwokuhle Mhlangu in Mpumalanga, South Africa, faced when his company’s board had not signed off on capital expenditure to improve his colliery’s clean coal technology initiatives. He had to influence his colleagues’ mindsets to adapt to changes in the environment. The case highlights the global coal landscape and South African mining industry’s challenges in terms of infrastructure and strained labour relations, as well as the focus of the South African Government to enhance alternative energy resources. Although a clear business case for investment in clean coal technologies was evident, Mhlangu could still not persuade his colleagues to support these initiatives. A different approach was required […]

Expected learning outcomes

The learning objectives in this case are: gaining insight into the dilemmas of sustainability in coal mining by exploring various interest groups in difficult sustainability situations and enhancing understanding of getting a buy-in from various stakeholders when leading change in the coal-mining sector.

Supplementary materials

A teaching plan and particular teaching methodologies is included. The two learning outcomes are posed as questions for groups to discuss and model answers are provided and to relevant literature.

Subject code

CSS 7: Management Science

Case study
Publication date: 3 July 2017

Tuvana Rua, Leanna Lawter, Jeanine Andreassi and Christopher York

“Jessica’s dilemma: honesty or loyalty” is the true story of a Staff Accountant, Jessica, who discovered embezzlement by the controller, Michael. Jessica worked at a US subsidiary…

Abstract

Synopsis

“Jessica’s dilemma: honesty or loyalty” is the true story of a Staff Accountant, Jessica, who discovered embezzlement by the controller, Michael. Jessica worked at a US subsidiary of a multinational organization. One of the company’s vendors contacted Jessica regarding unpaid invoices. Following up on the inquiry, Jessica found suspicious manual journal entries in the general ledger. When she questioned her boss, Michael, about her findings, he first denied the situation, then blamed another employee, and ultimately tried to intimidate Jessica so that she would not press the issue. Jessica’s investigation led to the discovery that Michael had been embezzling money from the company. To complicate matters, Jessica and her husband had a close relationship with Michael and his wife outside the office. Jessica had to make a choice between being loyal to a family friend and being honest and loyal toward her employer.

Research methodology

The authors obtained the information for this case from the staff accountant and her husband via a series of interviews. The information was verified via publicly available news articles on the presented case. Additionally, legal documents, which were publicly available, were also used for information. The name of the company and the names of the individuals in the case were changed to protect the identities and privacy of the involved parties.

Relevant courses and levels

An instructor can use this case in business ethics, introductory management, human resource law or accounting courses targeting undergraduate or introductory MBA students. This case is best used in the beginning of the suggested courses, as the instructor introduces ethical dilemmas, ethical frameworks, and stakeholder theory. The case is designed so that students do not need a background in business or business ethics to be able to successfully complete the case analysis. Additionally, the case provides a platform to discuss the differences in an ethical vs an unethical manager and how to respond to such a situation.

Theoretical bases

Many employees are afraid to report ethical wrongdoing to upper management, or to engage in ethical dissent. When upper management is receptive to reports of wrongdoing, ethical dissent within the organization to upper-level management has more organizational benefits than when the issue is shared with coworkers or external agencies. This is because upper management has the power to make a difference in the situation and may be able to keep the situation within the organization to eliminate possible reputation problems for the organization. The presented case can be utilized to discuss the importance of feeling safe in an organization as it pertains to reporting wrongdoing within the organization and how organizational culture and leadership can enhance or diminish that feeling.

Case study
Publication date: 6 December 2019

Katherina Kuschel, Francisco Cotapos, Miguel-Ángel González and Nestor U. Salcedo

The purpose of this paper is to study and identify the four core management principles of the POLC management framework: planning, organizing, leading and controlling. In…

Abstract

Learning outcomes

The purpose of this paper is to study and identify the four core management principles of the POLC management framework: planning, organizing, leading and controlling. In particular, students are expected to understand that the classical conceptual frameworks used in strategic management are useful and valid for the planning principle in tech startups.

Case overview/synopsis

This case study presents the story of Tomás Pollak, founder and CEO of Prey, a software company dedicated to tracking stolen mobile devices. It covers a period of six years beginning at the foundation of the company in 2009 and up to 2015, when the company faced the choice of entering into an alliance with a government agency: The Investigations Police of Chile (PDI or Policía de Investigaciones de Chile). Tomás faced the decision of either going through with the alliance, while dealing with the dire need of recruiting and retaining company talent. This case highlights several management challenges and common strategies faced by entrepreneurs and is intended to spark a class discussion about how the relevance of these management concepts in the context of startups.

Complexity academic level

Undergraduate, MBA or Post-Graduate courses: Entrepreneurship, Venture Creation, Tech Ventures / Startups / Scaleups, Management / Corporate Management / Business Administration, Strategy.

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. 9 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of 343