The case of a management institute in India: recrafting the vision and mission

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abhinava S. Singh ◽  
Mayur Dashrathlal Shah
Keyword(s):  
Strategic Management ◽  
Strategic Change ◽  
Mission Statements ◽  
Primary Data ◽  
Internal Environment ◽  
Environment Analysis ◽  
Content Type ◽  
Academic Level ◽  
Emergent Strategy ◽  
Emerging Issues

Theoretical basis The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case. Research methodology The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources. Case overview/synopsis This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings. Complexity academic level Course: Strategic Management Level: Post Graduate Level.

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.

Choice of an authoritative style when implementing a survival urgency-based strategic change

2017 ◽  
Vol 10 (2) ◽  
pp. 168-186 ◽  
Author(s):  
Maheshkumar Joshi ◽  
Sanjeev Jha
Keyword(s):  
Organizational Commitment ◽  
Strategic Management ◽  
Middle Managers ◽  
Strategic Change ◽  
Business Environment ◽  
Future Research ◽  
Organizational Survival ◽  
Content Type ◽  
Method Bias

Purpose Extant research suggests that managing strategic change has become a key managerial function and this duty encompasses changes in organizational product-market boundaries and organizational structure among many related organizational activities. The need to achieve strategic change arises because of major shifts in the external environment and the subsequent need for the organization to remain viable and competitive in the changed environment. Therefore, the purpose of this paper is to investigate if middle managers are likely to adopt authoritative style while implementing strategic change when they sense organizational survival. Design/methodology/approach “Sensemaking” literature led to development of the authors’ hypotheses and these were tested using the responses of 117 middle managers. The authors used survey-based instrument to collect data and used regression analysis to explicate the responses of the middle managers. Findings Results indicate that when middle managers sense that the survival of the organization is at stake, they are likely to choose an authoritative style. The authors also investigated the moderating role of organizational commitment, strategic posture of the top management team, and hostile business environment on the relationship between perception of survival urgency and the choice of authoritative implementation style. Only organizational commitment moderates this relationship. Research limitations/implications The authors’ data collection was survey based and the authors used a single source for each questionnaire and this process may lead to possibilities of mono-method bias. However, steps were taken to reduce the resultant mono-method bias. The respondents are from a variety of industries and future research may focus on one specific industry. Practical implications The first implication of this study allows us to expand research focus on the adoption of authoritative style, a research area that is not explored very much. The second implication of the study is that middle managers tend to focus on their emotions when it comes to implementing strategic changes. Using arguments from sensemaking the authors show that the perception of need for survival or the perception that business environment is hostile will determine how strategic change could be implemented. Middle managers must be treated as more than just the implementers of the directives/fiats/orders/edicts that originate from the top. Social implications Role of middle managers in strategic change management is critical and the authors suggest that the perception of organizational survival at risk leads to choice managerial style by middle managers. Originality/value The authors have combined ideas from both the strategic management and organizational development fields to understand successfully the implementation of strategic change in a survival urgency situation. In the past, the strategic management literature focused primarily on understanding strategy formulation process, and the process of implementation was generally neglected. The respondents are from a variety of industries. The analysis indicate that membership to any one firm was not impacting the results obtained by the authors and as such allows for results to generalized.

Healthcare strategic management and the resource based view

2014 ◽  
Vol 7 (3) ◽  
pp. 251-264 ◽  
Author(s):  
Bita Arbab Kash ◽  
Aaron Spaulding ◽  
Larry D. Gamm ◽  
Christopher E. Johnson
Keyword(s):  
Strategic Management ◽  
Health Systems ◽  
Strategic Change ◽  
Strategic Decision ◽  
Comparative Case Study ◽  
Strategy Formulation ◽  
Resource Based View ◽  
Content Type ◽  
Strategic Initiatives

Purpose – The purpose of this paper is to examine how two large health systems formulate and implement strategy with a specific focus on differences and similarities in the nature of strategic initiatives across systems. The aim is to gain a better understanding of the role of resource dependency theory (RDT) and resource based view (RBV) in healthcare strategic management. Design/methodology/approach – A comparative case study design is used to describe, categorize and compare strategic change initiatives within a children's health and a multi-hospital system located in two competitive metropolitan markets. A total of 61 in-person semi-structured interviews with healthcare administrators were conducted during 2009. Summary statistics and qualitative content analysis were employed to examine strategic initiatives. Findings – The two health systems have as their top initiatives very similar pursuits, thus indicating that both utilize an externally oriented RDT method of strategy formulation. The relevance of the RBV becomes apparent during resource deployment for strategy implementation. The process of healthcare strategic decision-making incorporates RDT and RBV as separate and compatible activities that are sequential. Research limitations/implications – Results from this comparative case study are based on only two health systems. Further, the RBV perspective only takes managerial resources and time into consideration. Practical implications – Given that external resources are likely to become more constrained, it is important that hospitals leverage relevant internal resources, in the identification of competitive advantages and effective execution of strategic initiatives. Originality/value – The author propose a refined healthcare strategic management framework that takes both RDT and RBV into consideration by systematically linking strategy formulation with deployment of resources.

Building, leading, and sustaining a cultural enterprise: Martin Guitar in 2019

2019 ◽  
Vol 15 (4) ◽  
pp. 306-336
Author(s):  
Roland J. Kushner
Keyword(s):  
Family Business ◽  
Management Practices ◽  
Public Information ◽  
Secondary Data ◽  
Primary Data ◽  
Content Type ◽  
Academic Level ◽  
Fourth Decade ◽  
Upper Level ◽  
Owned Company

Theoretical basis The case includes theoretical references to family business, organizational culture, resource-based value and leadership. Research methodology The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants. Case overview/synopsis In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment. Complexity academic level The case is designed for a management course for upper-level undergraduates.

“F*ck off Google”: protest against Google Campus Berlin

2019 ◽  
Vol 15 (6) ◽  
pp. 669-688
Author(s):  
Martin Paul Fritze ◽  
Gertraud Maria Gänser-Stickler ◽  
Sarah Türk ◽  
Yingshuai Zhao
Keyword(s):  
Public Relations ◽  
Strategic Management ◽  
Undergraduate Students ◽  
Consumer Research ◽  
Business Strategy ◽  
Stakeholder Analysis ◽  
Psychological Ownership ◽  
Content Type ◽  
Academic Level ◽  
Trade Offs

Theoretical basis This case applies a stakeholder analysis to examine the trade-offs between the firm’s strategy and the interests of different stakeholder groups. A PESTEL analysis supports an evaluation of the firm’s situation. Consumer behavior theories on psychological ownership and territoriality offer a framework for analyzing the conflicts that arise from the inhabitants’ protests. Research methodology This case relies on secondary sources, including news reports, social media sites and company websites. This case has been classroom tested with undergraduate students in a strategic management course in January 2019 at the University of Cologne, Germany. Case overview/synopsis In November 2016, Google announced its intentions to rent a building in the Kreuzberg district of Berlin to open a Google Campus, a business incubator for tech start-ups that would offer entrepreneurs support, workshops and access to networks. Following the announcement, dissatisfied local communities organized protests, in which leaders complained that “It is extremely violent and arrogant of this mega-corporation, whose business model is based on mass surveillance and which speculates like crazy, to set up shop here” (Business Times, 2018). Berlin’s Government supported the Google Campus plan; inhabitants rejected it with fierce and persistent protests. In face of this challenge, was it still possible for Google to continue its plans in Berlin? Complexity academic level This case qualifies for use in strategic management classes at undergraduate and MBA levels. Its focus aligns well with stakeholder analyses, PESTEL analyses and business strategy. In addition, for courses on organizational communications or public relations, this case provides a way to explore the relationship between Google and its stakeholders, especially protesters, in detail. Moreover, this case is well suited for consumer research and public policy courses (e.g., transformative consumer research) centered on discussions of territoriality.

Pay the bribe or take the high road: dilemma of a young female Tanzanian entrepreneur

2020 ◽  
Vol 16 (1) ◽  
pp. 75-96
Author(s):  
Bella L. Galperin ◽  
Chinenye Florence Enueme ◽  
Deirdre Painter Dixon
Keyword(s):  
Cultural Practices ◽  
Secondary Data ◽  
Young Female ◽  
Primary Data ◽  
Business Climate ◽  
Theoretical Frameworks ◽  
Business Decisions ◽  
Content Type ◽  
Academic Level ◽  
Female Entrepreneur

Theoretical basis The purpose of this paper is to raise the question of whether having ethical values dictate actions at defining moments and builds upon theoretical frameworks in ethics, entrepreneurship and national culture. Three ethical approaches recommended for this case are: ends-based, virtue-based and rules-based. Research methodology The methods of data collection were both primary and secondary. Primary data were collected through face to face and phone interviews with the primary subject. Secondary data were obtained through research journals and articles. Case overview/synopsis This case study illustrates the experiences of a young female entrepreneur in Tanzania, Africa. It investigates the role of cultural practices, unemployment, corruption and ethics in shaping business decisions. The Tanzanian culture and business climate typically view women in traditional roles, while men dominate in corporate roles. These factors limit the ability of women to succeed. Elisa King is determined to pursue her dream to create a business beneficial to her community. To realize her dream, King finds herself in an ethical dilemma brought on by an overall corrupt culture. Complexity academic level This case is appropriate for undergraduate- and graduate-level courses with an ethics component.

Underworked and overpaid

2020 ◽  
Vol 16 (1) ◽  
pp. 97-106
Author(s):  
Juliana Lilly
Keyword(s):  
Organizational Behavior ◽  
Human Resource ◽  
Theoretical Basis ◽  
Psychological Impact ◽  
Primary Data ◽  
Content Type ◽  
Business Courses ◽  
Academic Level ◽  
Actual Experience ◽  
Real Responsibility

Theoretical basis The purpose of this paper is to help readers better understand the psychological impact of employees feeling underutilized in the workplace. Research methodology The case is based on primary data collected from Jonathan and describes his actual experience in the workplace. Mark also provided input on the situation. Because Jonathan and Mark are still employed in the same institution, the names have been disguised to protect their identity. Case overview/synopsis Jonathan is a highly motivated and successful employee who was promoted into a position that had no real responsibility. His manager would not restructure the job to make it more challenging or rewarding, so after three years of frustration, Jonathan has to decide if he should keep trying to fix the job, coast until retirement or resign. Complexity academic level This case is applicable for undergraduate business courses in organizational behavior, principles of management, principles of human resource management or leadership.

Metamorphosis from virtual community to ‘For Benefit’ enterprise: chronicle of PULA and PULA Exclusives Pvt. Ltd.

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leena B. Dam ◽  
Deepa Pillai
Keyword(s):  
Digital Media ◽  
Business Strategy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Virtual Community ◽  
Primary Data ◽  
Content Type ◽  
Team Members ◽  
Postgraduate Students ◽  
Academic Level

Theoretical basis The instructor should discuss the various forms of organization. Particular reference needs to be drawn on “For Benefit” firms. How such firms enable societal development should be stressed upon. Other theories considered are “need achievement theory”, “self-determination theory” and “social cognitive theory.” Research methodology The primary data for the case was from a series of in-depth interviews and interactions with Sonia and her core team members of Bazaar and Approval Teams. Frequent deliberation with the founder and core team led to interesting dialogues on the aspiration to uphold Pune Ladies Association (PULA) Exclusives Pvt. Ltd. as a “For Benefit firm” and developing indigenous women entrepreneurs which was a stimuli for writing the case. Online surveys of the PULA verified sellers were conducted to identify their rationale of starting the venture and also their experiences on the PULA platform. Case overview/synopsis March 2019, the core committee of PULA Exclusives Pvt. Ltd. (the firm) engineered a dialogue. They wanted to expand a new horizon with its mission of “For Benefit”. The firm is an offshoot of PULA, a virtual women’s community in Facebook. Complexity academic level The case may be used for postgraduate students pursuing entrepreneurship and management courses. The case can be used for teaching executive level programs of business strategy and digital media. The case applies to the use of digital media in businesses, social entrepreneurship and innovation strategies.

Corporate frauds in India – perceptions and emerging issues

2015 ◽  
Vol 22 (1) ◽  
pp. 79-103 ◽  
Author(s):  
P. K. Gupta ◽  
Sanjeev Gupta
Keyword(s):  
Case Studies ◽  
Financial Institutions ◽  
Research Work ◽  
Corporate Image ◽  
Primary Data ◽  
Due Diligence ◽  
Prevention Policy ◽  
Fraud Prevention ◽  
Content Type ◽  
Emerging Issues

Purpose – The purpose of this paper is to examine the nature and perception of corporate frauds in India and their consequences in the business and economic systems, and it highlights the emerging issues so that existing legal and regulatory obligations can be redefined and structured. Design/methodology/approach – An exploratory research was conducted through a combined mode of literature review; case studies; structured questionnaires from 346 sample companies; and 43 interviews with the corporate professionals, management, investors, government offices and authorities having wide experience. Findings – It was found that the regulatory system is weak, and there is dire need to redefine the role of auditors. Coordination among different regulatory authorities is poor, and after every scam, there is a blame game. Reporting of fraud and publication of fraud prevention policy are missing. Banks and financial institutions are ineffective on due diligence, and there is a lack of professionalism on the board and other executive levels in companies. Research limitations/implications – This study assumes that fraud could be mitigated by proactive and conscious action by auditors, and corporate executives are willing to avoid perpetrating financial fraud despite pressures from investors, government securities regulators and exogenous market fluctuations. The authors relied on the honesty of the respondents during the sample collection and recorded semi-structured interviews. A minimum level of five years’ work experience relative to preventing, detecting or investigating fraud has been considered a valid determinant in selecting the purposive sample. Practical implications – The study suggests mandatory publication of fraud prevention policy; constitution of special purpose corporate offence wing; recognition to companies for improved corporate governance; true adoption of International Financial Reporting Standards; due diligence by banks and financial institutions; compulsory appointment of professionals by shareholders and fixation of responsibility on independent professionals; intellectualisation of audit committee; and more powers to the regulators, especially Securities and Exchange Board of India. Social implications – Prevention of corporate frauds reduces anxiety, improves corporate image and builds up confidence of the investors, which is essential for resource channelling in financial markets. Originality/value – The research work is based on a thorough analysis of regulatory framework and fraud case studies and primary data collected from companies, banks and other government and developmental institutions.

Strategic management of credit card fraud: stakeholder mapping of a card issuer

2021 ◽  
Vol 28 (1) ◽  
pp. 156-169
Author(s):  
Enrico Gianotti ◽  
Eduardo Damião da Silva
Keyword(s):  
Strategic Management ◽  
Credit Card ◽  
Financial Institution ◽  
Secondary Data ◽  
Primary Data ◽  
Credit Card Fraud ◽  
Content Type ◽  
Fraud Risk ◽  
Fraud Risk Management ◽  
Risk Managers

Purpose The purpose of this paper is to set a framework for strategic management of credit card fraud, by mapping its stakeholders within a card issuer and outlining its ideal strategies. Design/methodology/approach The objectives are attained via case study. Primary data was collected by interviewing two fraud risk managers at the card issuer, while secondary data was collected by gathering all investor reports released from 2015 to 2019 by the financial institution. All data were submitted to content analysis and further analyzed using Mendelow’s power/interest matrix. Findings Seven groups of stakeholders were identified, the expectations of each group uncovered and KPIs proposed to measure how well the financial institution meets those expectations. Strategies to deal with and prioritize groups were outlined, while highlighting the need for repositioning stakeholders identified as potential blockers or facilitators of strategic initiatives and pressure factors in times of low performance. Practical implications Strategic management of stakeholders is essential for fraud risk managers and researchers to understand what is relevant and what is not. This paper creates a framework for addressing managerial and academic efforts based on stakeholders mapping. Further initiatives in research and practice should consider the following question: “Which stakeholder expectation will be better satisfied?” In case the answer is “none”, it is advised that the initiative be reconsidered. Originality/value Previous literature focusses mostly on the technical challenges, leaving a gap in both literature and practice for using Strategic Management. For the first time in literature, this research combines theories and terminologies from fraud risk management and strategic management.

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