Search results

Property development, the built environment and privatisation.

Undergraduate and MA level property development courses, modules covering privatisation within undergraduate, MBA and MA level management programmes.

Property development is complex and diverse. It involves many agents with diverse roles, strategies and actions that affect the return. In a way, privatisation reduces government's financial burdens and offers ease of procedures to agents. This case study investigates privatisation of property development projects by a local authority in Kuala Lumpur, Malaysia. In particular, the study focuses on modes of privatisation (MOP) and the extent to which it affects the return of the projects. The MOP studied are the land swap, land lease and the joint venture development on 15 selected privatisation projects.

Students are expected to be able to understand the MOP for land development projects using Malaysia as an example; evaluate the strengths and weaknesses of these MOP; assess the benefits and impacts to the local Malaysian authority, landowners and land developers of MOP; and apply suitable MOP to alternative development projects.

Teaching note.

South Africa had formally introduced a policy of inflation targeting (IT) in February 2000. By December 2001, the governor of the South African Reserve Bank, after reading the latest statistics, was concerned with the disappointing economic data. Economic activity had slowed drastically, to the point that the country appeared to be heading for a recession. The gloomy statistics forced the governor to consider whether the country had pursued the right policy. Persistently high unemployment, one legacy of the apartheid era, meant that South Africa did not have the luxury of waiting for new policies to bear fruit. With the inflation forecast to exceed the mandated target, the governor would have to tighten monetary policy, which would further restrict investment. Was it is time for South Africa to change course?

This case describes the evolution of MHFC, a player in the Indian informal housing sector. As a new entrant offering micro home loans to the financially excluded lower income families of urban India in 2008, MHFC had grown to an annual number of 18,000 loans worth INR 8 billion with an average ticket size of INR 0.43 million (USD 6,000).

With a 53.5% purchasable equity stake in MHFC, Chopra and his team were left with certain decisions to make. Should the company on-board a new social investor? Or should it bring on the more readily available and capital-rich private equity investors interested in the lucrative prospects of the microfinance housing sector?

The case discusses two key objectives: (1) to understand the entire entrepreneurial journey of a group of entrepreneurs and how they plan to exit the venture, and (2) to enable classroom discussion on how to develop a business model from scratch, get it funded, achieve scale and then exit.

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about entrepreneurial funding, scaling and the interplay between social entrepreneurial activities and the informal sector.

South Africa’s primary health outcomes do not correspond to the country’s spending on public health, with South Africa ranking among the worst globally in the incidence of tuberculosis, HIV prevalence, infant mortality and life expectancy. In part, this poor outcome can be explained by high inequality in access to healthcare, which reflects South Africa’s grossly skewed income and wealth distributions, with the bulk of the country’s population reliant upon an underfunded, inefficient and poorly managed public health system. This substandard service for the working poor in South Africa’s townships with high population densities offered a profitable entrepreneurial opportunity to provide affordable and effective primary care with vast gains in quality and outcomes improved dignity for patients. After receiving her MBA, physician and entrepreneur Dr Nthabiseng Legoete self-funded the launch of Quali Health in 2017. The business model set out to disrupt healthcare delivery for South Africa’s poorest citizens. Drawing patients from the working poor in Diepsloot, Quali Health’s inaugural site was cash flow positive within five months when the facility hit only 30% of installed service capacity. With quick success, Dr Legoete faced the strategic question of how fast to scale and finance the expansion. She also considered a new micro-insurance product for her clientele.

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about entrepreneurial funding, scaling and the interplay between social entrepreneurial activities and the informal sector.

Teaching notes are available for educators only.

CSS: 3 Entrepreneurship.

Niche products and environmental ethics.

The case is suitable for undergraduate students who have some understanding of competitive advantage in emerging economies, of niche products, the resource-based perspective and environmental ethics.

The case concerns the Indonesian coffee industry, specifically the production of Kopi Luwak, a coffee that involves a type of local wild animal as an essential part of the process. The case outlines a typical problem for a new leader who has to start his tenure with a creditable performance. The company is a resource-based one that has to manage a potential risk of violating environmental ethics.

The case reveals the value of the international value chain for a cup of coffee. Through investigating the intersection between business feasibility and conservation issues, students should be able to understand what are appropriate business opportunities with environmental ethics considerations.

Teaching notes are available; consult the librarian for access.

One of the major issues present in this case is whether there is significant industry pressure to internationalize. Yip’s (1989) global strategy drivers are a helpful approach for examining this issue. This case also applies two important marketing concepts – the product life cycle and diffusion of innovation theory – and how differences across international markets impact these concepts. Finally, there are significant cultural issues at play in this case as well. Theoretical models of national culture, such as Hofstede, Hall and others, can be used to examine cultural influences on an industry that is not often associated with culture.

The case is based upon a combination of secondary research and primary research. The lead researcher and a team of graduate students conducted interviews with Louisiana-Pacific Corporation (LP) executives in the USA and Chile in 2017.

This three-part case examines the internationalization of LP into South America. Case A begins in 1999 as LP attempts to decide whether to take its oriented strand board product international. The reader is asked to consider where LP should go in South America. Case B examines the factors LP used to decide to enter Chile and then outlines the key decisions that led to its impressive growth between 2000 and 2015. Case C begins in 2015 as LP now considers whether to expand its markets into Argentina or Colombia.

Given the complexity of issues raised in the case and the need to narrow these issues down to an implementable decision, this case is most appropriate later in the schedule of a graduate or executive-level business course in international business or international marketing.

This case considers the attitudes of stakeholders in a risk management challenge of a major foreign bank operating in an emerging market country in the Mediterranean region. The case provides insights into the task facing an international organisation trying to operate in a sociallyresponsible way in a developing economy, where operating conditions are quite different from the head office environment.

The case is designed for MBA and MSc students studying corporate social responsibility (CSR), international business, emerging markets, country risk (and related subjects).

The case discusses the implications of the actions of a negligent/possibly dishonest lawyer in undermining an international bank's risk management systems. The lawyer did not register the sale of a house, causing it to be repossessed by the bank, thinking that the property still belonged to the vendor, who had allowed a large overdraft to accumulate. By chance, the repossession of the house and subsequent forced judicial sale was averted, but to ensure undisputed ownership the real owner of the house was left with heavy legal bills. There were several players possibly at fault here: the lawyer; the bank; the vendor; the local courts; and the real estate agents (who recommended the dishonest lawyer to the purchaser in the first place).

These include a clearer understanding of the different stakeholder perspectives, and a greater appreciation of the challenges of doing business for aWestern multinational company now operating in emerging markets worldwide.

The concept of CSR in emerging markets is very different from the way CSR is viewed in more developed ones – posing several challenges for international companies (especially banks) in the way they operate. Making assumptions of ethical ways of doing business can cause great problems, as discussed in this case – especially in the way that different stakeholders are impacted.

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

Organisational behaviour; Leadership; Organisational development; Public–Private partnership; Health care management; Public health.

Masters students in Business Administration, Post Graduate Diploma, Clinical Training of Medical Professionals, Health Leadership Programme.

Prof Jannie Hugo, the protagonist in the case, was considering his dilemma of aligning the multiple partners involved in public health care. A high level of collaboration was required of a multitude of stakeholders in developing the Daspoort clinic into a pilot site for the Tshwane district’s implementation of the National Health Insurance system. In addition, the re-engineering of primary health care with the focus on the patient and community orientated approach were launched on this site.

Gaining insight into international and national landscapes and principles of health care systems. Critically analyse the role of technology in delivering innovative health and social services. Present judgment of Prof Jannie Hugo’s contextual leadership effectiveness in enhancing collaboration between the multiple stakeholders and recommend next steps.

2 × DVDs on Vimeo, Slides and teaching plan with discussion or exam questions with model answers.

CSS 7: Management Science.