bluuebunny/crossref_metadata_2025_split huggingface dataset:
The effect of idiosyncratic risk on firm decisions: under-investment or diversification?
Authors: Deng Kebin , Chen Haoyan , Kong Dongmin 
Published: August 2014

Purpose
– The purpose of this paper is to investigate the influence of idiosyncratic risk on firm decisions.

Design/methodology/approach
– By introducing managerial ownership as a key variable, the paper presents a parsimonious model to describe the consequences of idiosyncratic risk on firm decisions. Then the paper uses data from the Chinese stock market, in which the managerial ownership is very low (around 0.02 percent) to examine the model predictions.

Findings
– The authors find that: first, the negative relation between idiosyncratic risk and firm investment, which is found in prior studies, tends to be insignificant when managerial ownership is very low; second, diversification, as an alternative firm decision to lower risk positively, relates to idiosyncratic risk despite lower managerial ownership; and third, this kind of positive relation is weaker for firms with more managerial incentives when diversification is endogenously modeled.

Originality/value
– This paper provides new evidence to complement existing studies from developed markets, in which executives hold substantial stakes.
An integrative model of internationalization strategies
Authors: Li Xin , Gammelgaard Jens 
Published: August 2014

Purpose– This paper aims to critically review the ownership, location and internalization (OLI) model and the Uppsala internationalization process (UIP) framework. We suggest that the inclusion of concepts such as corporate entrepreneurship, host country institutions and regulatory focus in an integrated framework helps to explain firm internationalization.Design/methodology/approach– This paper is based on a review of the literature on the OLI and UIP models. In addition, it presents a conceptual model that encompasses corporate entrepreneurship, regulatory focus and institutions.Findings– The OLI and the UIP models fail to include corporate entrepreneurship and managerial psychology in their analyses. We suggest that regulatory focus theory unifies the managerial strategic choice between position logic and opportunity logic. In addition, host country institutions affect this managerial choice with regard to internationalization.Practical implications– Regulatory focus theory originates from managerial psychology. The model is, therefore, relevant for managers, and it shows how the outcomes and processes of corporate entrepreneurial activity should manifest themselves in managerial decision-making related to further internationalization. The strength of host country institutions also affects such decision-making.Originality/value– This paper is the first to present the concept of regulatory focus in relation to firm internationalization. In addition, it shows that most entrepreneurship-related models of internationalization focus on international entrepreneurship and start-up firms. In contrast, this paper focuses on corporate entrepreneurship and the internationalization of established firms.
A critical scenario analysis of end-of-life ship disposal
Authors: Cairns George 
Published: August 2014

Purpose
– This paper aims to critically engage with the premise of development at the “bottom of the pyramid” through consideration of the current and potential future status of the workers who dismantle end-of-life ships in the breaking yards of “less developed countries”, here with specific reference to the dynamic situation in Bangladesh.

Design/methodology/approach
– The study applies “critical scenario method” (CSM) to explore different possible and plausible futures for the ship-breaking industry globally and locally.

Findings
– The paper argues that the status of the workers in the ship-breaking industry of Bangladesh can be conceptualised as firmly set at the “bottom of the pyramid”, and that, for most if not all, this situation cannot be changed within any industry future without wider, radical change to socioeconomic and political structures both in the country and globally.

Originality/value
– This paper offers a contribution to the discourse on consumption at the “bottom of the pyramid” as a development process.
Reboot Systems: bridging digital divide – the green way
Authors: Raghavan Srividya 
Published: August 2014

Subject area
Emerging markets – marketing and business strategy; social entrepreneurship; opportunity identification; frugal innovation.

Study level/applicability
MBA; marketing management; specialis ed courses such as entrepreneurship and international marketing. Data rich case, but analytical difficulty is only moderate.

Case overview
Reboot Systems was conceived as a reverse engineering/refurbishing company for used computers when Rahul Chowdhury and Subbarao came in contact with Anand Tater who had started a small business in the used computer market. The team recognised the potential of the refurbished computer market in India, which was largely unorganised with penetration of personal computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide, caused by lack of affordability and accessibility, by providing inexpensive “as good as new” used computers to those who aspired to own a computer. Additionally, in extending the life of used computers on a large-scale through “frugal innovation”, they hoped to reduce the extent of e-waste generated in the economy. This case provides a rich description of an emerging market characterised by market heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must tackle these problems at the grass-root level and come up with improvised solutions that address the unique needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges were in building a viable strategic approach to the market and ensuring scalability in a sustainable way.

Expected learning outcomes
An understanding of the characteristics of an emerging market from a macro (environmental) as well as micro (industry specific) perspective, an appreciation of opportunity identification and improvisation in emerging markets as well as differentiating “frugal” innovation from the idea of “Jugaad”, an understanding of the role of strategic vision and mission in accomplishing social and business objectives, an understanding of how to develop sustainability and competitive advantage from a social as well as business perspective.

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.
Zayed Al Hussaini Group: the road ahead for the family business in the UAE
Authors: Shahid Anam , Bodolica Virginia , Spraggon Martin 
Published: August 2014

Subject area
Corporate strategy and family business management.

Study level/applicability
The case is designed for usage in senior-level undergraduate courses of strategic management and managing family businesses.

Case overview
This case study relates the story of the launch and development of Zayed Al Hussaini Group, a family business in the United Arab Emirates (UAE). The business had been established a year after the unionization of the different Emirates by the founder, Zayed Al Hussaini, in partnership with his brother. Following a series of strategic moves, such as acquisitions and divestures, and adverse family-related events, the Group was led solely by the founder himself. Over the years, Zayed Al Hussaini Group has grown to become a successful family business in various industries of its operation, but following the death of the founder's son, the company activities have been struck with chaos. Zayed's nephew, Ahmed, who had left the family business to continue his studies and work at McKinsey & Company in London, has been called back home after eight years to take the lead of the entire Group. However, he is faced with several challenges, such as dealing with the family gap he has developed over time and balancing family and business priorities. Will Ahmed be able to make the right decisions in the role and responsibilities that have been bestowed upon him?

Expected learning outcomes

To analyse the process of launching a family business and making strategic decisions for managing its development over time.
To assess the potential difficulties and challenges which are associated with managing a family-run organization.
To evaluate the effectiveness of decisions with regards to the company's growth and succession management planning.
To apply relevant theoretical concepts to the analysis of complex situations in the specific context of family businesses.

Supplementary materials
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Yogen Früz: it's all about ü
Authors: Alsharji Adel , Ahmad Syed Zamberi 
Published: August 2014

Subject area
Entrepreneurship, entrepreneurialism, marketing strategy, strategic stakeholder engagement.

Study level/applicability
Entrepreneurship policy makers, post-graduate level, practitioners interested in MENA region.

Case overview
Yogen Früz is a leading frozen-yogurt franchising network started in 1986 in Ontario, Canada, as a small business adventure. It then grew to be the largest frozen-yogurt company in the world after acquiring many of its smaller competitors locally and internationally. In 2002, new key players entered the market and set new benchmarks in the frozen-yogurt industry, which led to Yogen Früz losing its dominance and closing many shops. This case study is written to show how Yogen Früz, the world's largest frozen-yogurt chain, was outperformed by new, small-sized rivals in the industry. This case explains the successful strategic move made by Yogen Früz to adopt a rebranding strategy and reintroduce itself with a totally new brand image. Yogen Früz specializes in frozen yogurt and now has more than 100 flavors and 1,300 outlets around the world.

Expected learning outcomes
This case study will expose students to a strategically successful example of expansion and critical thinking beyond the daily operation of a business. The students will be able to apply business process models, SWOT analysis.

Supplementary materials
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Radiance: transaction level pricing in the Indian fireworks industry
Authors: Pandey Neeraj , Singh Gaganpreet 
Published: August 2014

Subject area
Pricing, Marketing Management, Strategic Marketing.

Study level/applicability
The case can be used for pricing course besides Marketing Management and Strategic Management course to MBA students and/or for Management Development Programmes.

Case overview
ABC Fireworks Private Limited, located in Saharanpur, was into business of manufacturing fireworks under the brand name of Radiance. The owner Mr Sudhir Kapoor was satisfied with the present revenue growth and profit margin except that the cash flow was quite intermittent. The consumption pattern of Indian fireworks industry was highly skewed. Approximately 90 per cent of the entire year manufactured stock had retail market of just 5 days ahead of Diwali festival. To cater to this massive demand, the production was carried out for the whole year. Mr Kapoor was planning to restructure pricing policy so as to have regular cash flow throughout the year. To meet this objective, he was considering price promotion strategy as a preferred option which would enable his marketing team to offer specific discounts to stockists using time slab mechanism. The fireworks industry had four channel distribution processes. The product line was broadly divided into three categories, namely, sound, aerial shots and sparkles. The organization was not into manufacturing of aerial shots product category but was planning to make a foray into it. The case provides interesting insights into pricing dynamics prevalent in the Indian fireworks industry. It includes first-hand information about fireworks price, cost break-up and profit distribution among various members of the industry's value chain.

Expected learning outcomes
The case enables students to learn the concept and application of pricing, price-based promotion, discounts and price waterfall analysis in the firework industry.

Supplementary materials
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A Mexican edutainment business model: KidZania
Authors: Castorena David Güemes , Prado José Aldo Díaz 
Published: August 2014

Subject area
Management of technology, technological innovation, business innovation and new product development, innovation, design and strategy, entrepreneurship innovation and leadership strategic planning of technological innovation.

Study level/applicability
MBA.

Case overview
KidZania® is a Mexican company of family entertainment centers, founded in 1996 by Luis Javier Laresgoiti Fernández and fully developed by Xavier López Ancona. An innovative concept inspired in a fusion of nursery and theme park, KidZania®, brings together strong brands as partners to support their own and offer a complete entertainment and educational experience to kids between two and 16 years old. A unique business model, involvement of experts and a committed board of directors has been the key to the innovation of KidZania®. Its managers, by 2011, operate eight centers – two in Mexico, two in Japan and the rest in Indonesia, Portugal, United Arab Emirates and South Korea – and have plans to expand to more countries in Asia, Latin America and Europe in 2011 and finally to the USA. The future of KidZania® seemed bright, and the manager of the company believed that the growth appeared unstoppable because the purpose was to grow on 100 percent. The strategy appeared clear: dominate in the emerging and consolidated markets (big cities) in order to strengthen its competitive position and then, enter the US market with all the muscle and take the lead in the biggest market. But what was the competition going to do about it? What will the moves be for big players like Walt Disney – which had revenues of US$38.06 billion (USSEC, 2010), for example? Will the competitors try to buy the new entrant in order to build it up or to disappear it? Or will they try to imitate KidZania®? What would be the future of this new edutainment business model?

Expected learning outcomes
This case has been used in executive and MBA courses in creating and sustaining innovation, recognizing disruptive technologies, and in identifying effective methods of marketing a new innovative business model. Instructors can use the case to achieve the following two learning objectives: the KidZania® case helps students to refine their understanding of the model of disruption. They are forced to look closely at the product/service and decide whether it is a disruptive innovation or a sustaining innovation. This close examination becomes a helpful tool as students think about what decisions they would make to secure the success of the KidZania® in the entertainment market. The KidZania® case allows students the opportunity to develop their knowledge and understanding of the model “skating to where the money is”. Based on their analysis of the company and product students, must decide whether the KidZania® is a business that will produce sustained revenue and is worth investing in.

Supplementary materials
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Citizen Chen: a challenging test for bilateral diplomacy
Authors: Michalon Barthélémy 
Published: August 2014

Subject area
Diplomatic and consular policies; legal aspects of international relations and Asia regional scenario.

Study level/applicability
Undergraduate.

Case overview
In April 2012, high-level officials from China and the USA were about to meet in Beijing in the framework of the bilateral Strategic and Economic Dialogue, organized on a yearly basis. The event was always delicate, due to the ambiguous relationship existing between the two countries, which were at the same time rivals and dependent on one another. That time, the tension previous to the meeting increased significantly: a Chinese human rights activist had just sought and obtained diplomatic protection in the US Embassy in Beijing, thus creating an embarrassing situation for both States' foreign departments […] How could they possibly solve this contentious issue without affecting their already sensitive relationship?

Expected learning outcomes
Analytical: to be aware of the political nature of the current Chinese Government; to realize the concrete and practical implications of an Embassy's special status; to balance two contradictory objectives, in a specific situation where none of them can be fully discarded; to contrast and try to combine long-term goals (in this case, to maintain a functioning relationship between two main world powers) with short-term objectives (in this case, how to deal with a Chinese activist that required protection against his own country's security forces); to find a modus vivendi (conciliation) between values and interests; to get convinced that certain kinds of negotiations cannot be conceived through a “win or lose” approach: in this case, the only way out must be respectful of the two parties' core interests; and to take into account that image preservation (“face-saving”) must be included within any country's objectives in any situation involving diplomatic means. Conceptual: the purpose is to familiarize the students with specific concepts, such as: best alternative to a negotiated agreement (BATNA), which is to be mentioned as part of the discussion (it is not included in the case study itself); interdependence; (purported) Group of Two; asylum and refuge; Immunity; and sending state/receiving state.

Supplementary materials
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Selling? That is easy
Authors: Ponce Lizette Huezo , Marrón Moisés Carbajal , Romero Alberto Malpica , Chapa Jorge Velarde 
Published: August 2014

Subject area
Thematic area and related topics. The general thematic area involves the organizational culture of micro-businesses and also addresses the following related topics: entrepreneurship; formation of work teams; organizational development; and strategic planning. Courses where this case study may be applicable: enterprise pre-planning; development of entrepreneurs; and technological entrepreneurs.

Study level/applicability
MBA

Case overview
It puts forward the scenario of a young entrepreneur following a course of study in systems engineering (Nacho), who identified a business opportunity in the area of customized software development. In order to exploit this opportunity, Nacho formed a partnership with a group of colleagues who were engaged on the same course of study; unfortunately however, it soon became apparent that the lack of administrative experience of the members of the partnership would present difficulties. To summarize, the case seeks to illustrate the importance of the evaluation of critical factors in the formation of work teams, using the formation of the OpenGate enterprise as a vehicle. In addition, it seeks to illustrate the administrative challenges facing such enterprises where the founders do not have a formal business background.

Expected learning outcomes
To stimulate reflection on the part of students about the importance of considering the strengths and weaknesses of business partners instrumental in new enterprise start-up. To identify critical factors related to the success of an entrepreneurial team. To identify organizational challenges for start-up businesses. Specific teaching objectives: identification of the following entrepreneurial characteristics: professional characteristics; experience; tolerance of ambiguity; sensitivity to business opportunities; and personal values. Identification of the following elements in the new business start-up team: organizational structure; culture; strategy; client relationships; and provider relationships. To propose organizational alternatives for the business based on an analysis of the aforementioned elements (definition of position profiles). To identify critical points in the management of the business (leadership, culture, organization, etc.).

Supplementary materials
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Recalling Toyota
Authors: Tomas Cynthia Montaudon 
Published: August 2014

Subject area
Quality control in the automobile industry. Supply chain management. Brand reputation. Decision making. Civil responsibility.

Study level/applicability
MBA.

Case overview
In 2004 a Toyota Hilux was involved in a traffic accident in Japan because of a defective rod which cracked. The driver lost control of the vehicle. In Japan, the problem was regarded as negligence, and Toyota implemented a recall program. Toyota's CEO needs to inform to the public how the issues related to the recall were not detected in the design and production process.

Expected learning outcomes
Understand how a problem in quality control occurred and to analyze all the possible causes and solutions. To identify the stakeholders that were involved in the problems, and to evaluate what was at stake for each one of them.

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.