Rolling drops: Nilkamal Wello Water Wheel

2019 ◽  
Vol 9 (2) ◽  
pp. 1-25
Author(s):  
Varun Elembilassery ◽  
Kalyan Bhaskar ◽  
Divya Aggarwal
Keyword(s):  
Social Impact ◽  
Corporate Strategy ◽  
Stock Exchange ◽  
Corporate Sustainability ◽  
Product Line ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Water Wheel ◽  
Impact Products

Learning outcomes The case will enable students to understand and ponder on how an organization goes about identifying and launching social impact products, how social impact products should be promoted, what the opportunities and challenges in executing a social impact strategy of developing a new product line by a leading industry player are, what is the type of social investment that will generate both social and financial returns and how a sustainable social impact strategy should be aligned with the corporate strategy of the firm. Case overview/synopsis Listed in 1991 on the National Stock Exchange in India, Nilkamal Limited is the largest manufacturer of moulded plastic furniture in the world. In line with their tradition, Nilkamal has now introduced a new range of products, under “social impact products” category, to cater to some of the pressing needs of the society. For this purpose, they have entered into an agreement with a US-based organization, Wello, to manufacture and market their iconic product, the Water Wheel. The euphoria surrounding the new social impact product, Water Wheel, has been immense but its commercial viability is yet to materialize. The case provokes the students to analyse the decision of venturing into social impact products and the challenges associated with it. The case grapples with the issues faced by a business firm that looks to incorporate social impact products as part of regular commercial operations. The key question to be addressed is “How far can social impact products be a good strategy to bring corporate sustainability and what should be the approach in this case?” Complexity academic level Study level: MBA students’ applicability: corporate responsibility and corporate sustainability, social impact strategy Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy

Assessing advantage cluster: the case of Pithampur auto industry

2021 ◽  
Vol 11 (2) ◽  
pp. 1-28
Author(s):  
Pragya Bhawsar
Keyword(s):  
Graduate Students ◽  
Learning Outcomes ◽  
Auto Industry ◽  
Product Line ◽  
Industry Clusters ◽  
Industry Cluster ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Strategic Location

Learning outcomes The learning outcomes of this paper will help students in understanding the dynamics of the formation of industry clusters and the benefits associated with industry clusters. The case will give stimulus towards the cluster competition. Case overview/synopsis The case describes the dilemma of a potential investor of a tyre company that wants to diversify its product line and is searching for a new strategic location. The investor is thoughtful about the Pithampur auto industry cluster for its upcoming investment. The case demonstrates how Pithampur has transformed into an “industry cluster” and the benefits it provides to firms in it. However, Pithampur is not the only auto industry cluster in India, clusters like Chakan-Pune is in competition with Pithampur for attracting investments. This is a cause of worry for the cluster’s stakeholders. The case projects amalgamation of concerns of the stakeholders of the clusters and those of potential investors in evaluating and benchmarking it with other clusters for a competitive future. Complexity academic level Suitable for both undergraduate and post-graduate students (MBA students). Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 11: Strategy.

Bean There: coffee as a vehicle for change

2021 ◽  
Vol 11 (4) ◽  
pp. 1-63
Author(s):  
Richard Thomson ◽  
Katherine Hofmeyr ◽  
Amanda Bowen
Keyword(s):  
Learning Outcomes ◽  
Swot Analysis ◽  
Corporate Strategy ◽  
Business Environment ◽  
Bottom Line ◽  
Content Type ◽  
Academic Level ◽  
Business Model Canvas ◽  
Market Outlook ◽  
A Company

Case overview At midnight on Thursday, 26 March 2020, the South African government ordered a three-week lockdown in response to the COVID-19 pandemic and subsequently extended this lockdown for a further two weeks until the end of April 2020. Among other measures, businesses not classed as “essential” had to cease operation. This meant that Jonathan Robinson, founder of the Bean There Coffee Company had to close his trendy Cape Town and Milpark coffee shops, as well as the company’s hospitality and corporate business. At the same time, Bean There’s costs increased by 25%, as the rand: dollar exchange rate worsened substantially. A glimmer of hope was that the company was able to continue roasting coffee and supplying its retail clients. Unlike most captains of industry, Robinson was not driven by the bottom line and clamouring shareholders. His corporate strategy was driven by a single, simple purpose: to achieve ethical sustainability aspirations while still running a profitable business. The question for him now, however, was how to ensure that his company could survive in the short term, so that it could achieve these goals in the longer term, and whether he could take this opportunity to think about whether his business was best positioned to achieve these goals when things returned to normal. Expected learning outcomes The learning outcomes are as follows: conduct a thorough analysis of a specific company and its industry, including its markets, competitors, and other aspects of the internal and external business environment, using a range of tools, including a Business Model Canvas (BMC), SWOT analysis and PESTLE analysis; analyse and explain the market outlook of a company; identify and analyse a company’s competitors; discuss and explain a detailed implementation plan showing the way forward for a company, considering its current challenges, including integrating a range of conceptual and analytical fields of knowledge to assess a management dilemma, and arrive at a creative and innovative management solution; and be able to present information and defend substantial insights and solutions to a management dilemma in oral and written modes, appropriate in standard for both the academic and business communities to analyse and appreciate. Complexity academic level Postgraduate Diploma in Management, MBA, Masters in Management, Executive Education. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Consequences of corporate sustainability reporting: evidence from an emerging market

2020 ◽  
Vol 62 (3) ◽  
pp. 243-265
Author(s):  
RMNC Swarnapali
Keyword(s):  
Financial Reporting ◽  
Firm Value ◽  
Stock Exchange ◽  
Emerging Market ◽  
Earnings Quality ◽  
Corporate Sustainability ◽  
Market Value ◽  
Sustainability Reporting ◽  
Content Type ◽  
Sustainability Disclosure

Purpose The purpose of this paper is to discover whether corporate sustainability disclosure has a potential impact on the market value and earnings quality of firms in an emerging market. Design/methodology/approach The data were collected from 220 companies listed in the Colombo Stock Exchange (CSE) in Sri Lanka during the period 2012-2016. Firm value proxies by Tobin’s Q, while earnings quality proxies by discretionary accruals (DAC). The study is premised on value-enhancing theory for firm value and transparent financial reporting perspective for earnings quality. Regression analyses are executed on the panel data to achieve the study objectives. Findings The results reveal a positive relationship between sustainability reporting (SR) and firm market value, accepting the value-enhancing theory while rejecting the value-destroying theory. This finding suggests that investors pay a premium in the financial markets for firms that perform in an environmentally and socially responsible manner, compared to firms that do not perform in a similar manner. In the same vein, the results reveal that sustainability disclosure and DAC are negatively and significantly associated, resulting in high-quality earnings. The result is consistent with the transparent financial reporting hypothesis, which is also in line with the managers’ integrity motivation. Originality/value This is the first study investigating the consequences of SR that is specific to the Sri Lankan context. Owing to the sparse studies on consequences of SR, this study contributes significantly to the extant literature by broadening the geographical coverage to include a developing country setting.

Implementing evaluation for positive organizational changes: IBA-public school Sukkur, Pakistan

2019 ◽  
Vol 9 (3) ◽  
pp. 1-27
Author(s):  
Waheed Ali Umrani ◽  
Rukhman Solangi ◽  
Mumtaz Ali Memon ◽  
Asmaa Hadeesa ◽  
Soonhan Khoso
Keyword(s):  
Public School ◽  
Performance Appraisal ◽  
Learning Outcomes ◽  
Management Control ◽  
Quality Education ◽  
Content Type ◽  
Passive Resistance ◽  
Mba Students ◽  
Academic Level ◽  
To Come

Learning outcomes Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches. Case overview/synopsis After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal. Complexity academic level Case study is applicable for the MBA students. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 7: Management Science.

Asian football: how corruption disrupted marketing value in the game’s largest fan market

2020 ◽  
Vol 16 (5) ◽  
pp. 585-614
Author(s):  
Muralee Das ◽  
Susan Myrden
Keyword(s):  
Organizational Behavior ◽  
Corporate Strategy ◽  
Personal Characteristics ◽  
Strong Impact ◽  
Strategic Decisions ◽  
Content Type ◽  
Governing Body ◽  
Upper Echelons Theory ◽  
Academic Level ◽  
The Impact

Theoretical basis This case is focused on the allegations of corrupt practices within the strategic leadership at the board level of an international sports organization – the Asian Football Confederation (AFC). The theoretical premise is that the practices and decisions of the AFC’s leadership will have a profound impact on the AFC’s performance. However, because the AFC is the continental governing body, the impact is theorized to be far larger, across an entire industry. In writing the case, the authors were guided by upper Echelons theory (UET) (Hambrick and Mason, 1984; Hambrick, 2007; Hambrick et al., 2015), which argues that an organization’s strategic direction is directly influenced by its leader’s values. The authors selected UET for the theoretical framework, as it considered a spectrum of factors from industry, leader characters (values), their choices and the results of their actions. Such a comprehensive theory aligned with the complexities of the AFC and its leadership. In constructing the case roadmap using UET, the authors first adopted an ethnographic methodology. This was motivated by the fact that one of the authors had been embedded for many years as part of the leadership team at the AFC. His career work notes based on direct interactions and observations of these leaders helped in two ways: to identify the complex set of personal characteristics of these leaders (i.e. background, their careers outside football and financial standing) as they originated from 47 different nationalities. UET refers to these as observable factors to better theorize the hidden intentions of their alleged corrupt behaviors. UET identifies this second set of non-observable factors as psychological factors. These two different sets of observations combined helped to theorize their drivers, intentions and strategic decisions (options). For the second methodology, the authors accessed archival, publicly available media news and reports to understand the consequences of their actions to the AFC and the Asian football industry. This completed the final parts of the UET framework (Yamak et al., 2014). Research methodology This case relied on information that was widely reported within international media, press announcements by various organizations, published decisions by tribunals and publicly available information on the AFC. All of the names and positions in this case are actual persons. Case overview/synopsis This case focuses on the role and influence of the AFC as the Asian football governing body. The AFC is a member of the world football governing body – FIFA. With a US$1bn budget, the AFC has a strong impact on the future of football among Asia’s three billion people. Unfortunately, the AFC has been unable to create the value in its sports events or properties that attracts fans and investors. Central to this problem is the issue of corruption and corruption allegations within the AFC, especially with regard to its leadership. This case, therefore, attempts to highlight the various issues, discusses the circumstances around these challenges and brings forth the complexities of leading a truly international organization across 47 countries. Such factors are then tied to the value of the organization’s products or services in the marketplace. Complexity academic level The case is written and designed for a graduate level (MBA) class or an upper level undergraduate class such as corporate strategy, leadership, international management, international marketing, contemporary issues in management, cross-cultural management, sports management and sports marketing. In general, the case will also be a good fit for courses that discuss leadership, organizational strategy, organizational structure, organizational ethics and organizational behavior.

CIAC: adopting postconflict strategies

2019 ◽  
Vol 9 (4) ◽  
pp. 1-21
Author(s):  
Juan Dario Hernández ◽  
Juan Camilo Calderón ◽  
Iván Felipe Rodríguez ◽  
Jaime Andrés Bayona
Keyword(s):  
Corporate Strategy ◽  
Strategic Change ◽  
Organisational Change ◽  
Armed Forces ◽  
Master Of Business Administration ◽  
Military Aircraft ◽  
Peace Agreement ◽  
Content Type ◽  
Academic Level ◽  
The Government

Learning outcomes Identify the influence of contextual variables (i.e. politics) in the strategy of a military organisation. Analyse and evaluate strategic change options of a military organisation. Decide on a strategic change from the resources and capabilities model. Case overview/synopsis Colombia Aeronautics Industry Corporation (CIAC) is a Colombian mixed economy company that commercialises, maintains and repairs civil and military aircraft and aeronautical components. The case presents the decision that the manager must make regarding a change in corporate strategy because of the entry into force of the peace agreement between the Government of Colombia and the Revolutionary Armed Forces of Colombia (FARC). This agreement assumes that the main line of business of the CIAC would be weakened (i.e. repair of military aircraft used in the internal armed conflict with FARC), because in a new peace scenario, the aircraft would not need as much maintenance as in the most critical stages of the conflict. Complexity academic level Master of Business Administration level (suggested courses: strategy, strategic management and organisational change). Undergraduate level (suggested courses: strategy and organisational change). Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Bhuira Jams: changing lanes to break logjam

2019 ◽  
Vol 9 (2) ◽  
pp. 1-31
Author(s):  
Somnath Chakrabarti ◽  
Vijay Chadha ◽  
Rajiv Agarwal
Keyword(s):  
Small Business ◽  
Rural Women ◽  
Consumer Preferences ◽  
Product Line ◽  
Lifestyle Changes ◽  
Indian Society ◽  
Content Type ◽  
Academic Level ◽  
Commercial Enterprise ◽  
Socially Relevant

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 [email protected] to request teaching notes. Subject code CSS 11: Strategy

Chandra Shekhar Ghosh: founding Bandhan

2018 ◽  
Vol 8 (4) ◽  
pp. 1-18
Author(s):  
Surajit Ghosh Dastidar
Keyword(s):  
Social Entrepreneurship ◽  
Social Impact ◽  
Small Time ◽  
Social Entrepreneur ◽  
World Economic Forum ◽  
Content Type ◽  
Academic Level ◽  
World Economic ◽  
Universal Bank ◽  
Global Growth

Learning outcomes To understand social entrepreneurship and a social entrepreneur; to identify a social problem and develop a business idea; to understand the theory of entrepreneurial opportunity recognition; and to understand microfinance and its impact in the lives of the poor. Case overview/synopsis The case traces the journey of its founder Chandra Shekhar Ghosh from being a small time entrepreneur in microfinance to being the owner of a universal bank named Bandhan. Bandhan bank started its operations on August 23, 2015 with 501 branches, 2022 service center and 50 ATMs across 24 states. It had 14.3 million accounts, around 105 billion loan book and 19,500 employees. The founder of Bandhan bank, Chandra Shekhar Ghosh, an Ashoka fellow had won numerous awards such as Entrepreneur with Social Impact Award by Forbes (2014), Entrepreneur of the Year by Economic Times (2014), Skoch Financial Inclusion Award (2011), Entrepreneur of the Year Award (2014) by AIMA to name a few. In 2014, Bandhan was also recognized as Global Growth Company by World Economic Forum. Complexity academic level The case is suitable for analysis in a MBA level course on social entrepreneurship. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

LearnOBots: navigating through uncharted waters

2020 ◽  
Vol 10 (4) ◽  
pp. 1-28
Author(s):  
Sadaf Taimoor
Keyword(s):  
Undergraduate Students ◽  
Social Impact ◽  
Critical Evaluation ◽  
Social Enterprises ◽  
Content Type ◽  
Academic Level ◽  
Business Goals ◽  
Innovation In Education ◽  
Rich Description ◽  
And Mathematics

Learning outcomes In the light of the case and the accompanying case questions, the students should understand the theoretical underpinnings of the Blue ocean strategy. Application and critical evaluation of analytical frameworks associated with the blue ocean strategy. Role of political, socio-cultural and technological factors undermining the success of any endeavor aimed at bringing about innovation in education in Pakistan. The critical balance that social enterprises need to develop between their commercial and social impact goals. Case overview/synopsis Founded in early 2014, LearnOBots was a young social enterprise spearheaded by Shamyl Bin Mansoor and Faisal Laghari. The venture aimed to provide science, technology, engineering, and mathematics-based, tech supported experiential learning to young kids, which would eventually help improve the educational standards in the country. This case presents the complex dilemma of an enterprise, which achieved market traction to its novel business idea but soon faced changing competitive dynamics that posed a challenge to the uncontested blue ocean strategy that the venture attempted to create. The case is a rich description of the idiosyncrasies that an innovative startup faces in emerging markets context. It gives an insight on the balancing act that social enterprises need to achieve between their business goals and social impact aspirations. Complexity academic level This case is geared toward undergraduate students enrolled in courses of strategy and entrepreneurship. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

AmNet

2020 ◽  
Vol 16 (2) ◽  
pp. 215-226
Author(s):  
Timothy Harper ◽  
Barbara Norelli ◽  
Melanie Brandston ◽  
Mary Taber
Keyword(s):  
Organizational Behavior ◽  
Organizational Development ◽  
Organizational Design ◽  
Organizational Level ◽  
Content Type ◽  
Individual Level ◽  
Mba Students ◽  
Organizational Challenges ◽  
Academic Level ◽  
Level Of Analysis

Purpose Micro organizational behavior – an individual level of analysis (i.e. motivation, personality, attitudes, learning, etc.). Meso organizational behavior – team/group level of analysis (i.e. communication, team dynamics, power, politics, etc.). Macro organizational behavior – an organizational level of analysis (i.e. strategy, structure, culture, control, etc.). Marketplace or external environment (PESTEL analysis). Research methodology The research was conducted by a consultant in the role of a participant-observer. Case overview/synopsis The focus of the case is a disguised nonprofit organization, the American-Netherlands Foundation (AmNet), based in Chicago. The organization faced leadership and organizational challenges related to conflicting strategic and operational priorities among the board of trustees, the president and staff. An unexpected contribution of $750,000 increased the salience of these differences. The case provides students an excellent opportunity to apply their analytical skills and knowledge gained in a management and business course. Complexity academic level Organizational behavior; organizational design; organizational development; and organizational theory. Levels – upper-level undergraduate through first-year MBA students.

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