bluuebunny/crossref_metadata_2025_split huggingface dataset:
Global outsourcing - USTC's entry into India: HR issues
Authors: Desai Harsha , Desai Kiran J. , Cox Susie , Patel Sushma , De Vader Christy 
Published: August 2014

Subject area
The case primarily deals with the HR issues confronted by a US telecom company entering India for software development.

Study level/applicability
The case can be used of MBA and BA level courses in human resource management and international management.

Case overview
The focus of the case is on the international HR issues that emerge and how this company goes about solving its challenges of charting an international course. The telecom company establishes an Indian subsidiary, USTC-I, for this purpose and recruits fresh graduates and experienced professionals for USTC-I. The case describes the human resources challenges faced by Todd Johns, an HR Manager with the US company as the company attempts to recruit professional for USTC-I. This case deals with specific HR tools and techniques that can, and perhaps, should be used in identifying, recruiting, hiring and retaining employees.

Expected learning outcomes
Students should be able to: evaluate the current situation of the organization and offer possible remedies and solutions for improving future human resource practices in a global context, identify and analyze the effectiveness of how HR tools (recruiting methods, interviews, selection methods, orientation programs, reward systems) are implemented, develop a plan for improvement of HR recruiting and selection in an international context, explain the factors and problems that can undermine an interview's usefulness, and techniques for eliminating these problems in an international context, explain the pros and cons of background investigations, reference checks, and pre-employment information services in an international context.

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.
Values-based organization – Ritz Carlton Abu Dhabi Hotel
Authors: Alsabbagh Khaleel Ibrahim , Ahmad Syed Zamberi 
Published: August 2014

Subject area
Business management, organization behaviour, organization values, organization culture, customer service.

Study level/applicability
The case study is suitable for undergraduate courses, particularly business management and related areas.

Case overview
Ritz Carlton Hotel is one of the luxurious hotels which has expanded internationally in the last 30 years and recently opened its iconic hotel Abu Dhabi Grand Canal. Ritz Carlton offers unique experiences to its customers, which are driven by the embedded “Gold Standards” and values. It has enabled the Ritz Carlton to redefine the hospitability experience and create a competitive advantage. In this case study, the experience of opening this Abu Dhabi hotel is explored with reflections on their “Gold Standards” and the values which have resulted in the Ritz Carlton being benchmarked as a best service company. This made Ritz Carlton to change the way it redefines its business by not being just a hotel, but rather a company which creates memories and experiences for customers.

Expected learning outcomes
Discussing the essential factors that contribute to the success of companies in the service industry, with a focus on organization values and living these values in order to achieve competitive advantage.

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.
Stakeholder-oriented service excellence: the case of Ajman Free Zone Authority of United Arab Emirates
Authors: Alhubaishi Hajar Saeed Hamad , Ahmad Syed Zamberi 
Published: August 2014

Subject area
Business management, quality management, service quality and customer service in public sectors.

Study level/applicability
This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based on primary and secondary data, and all materials mentioned were taken from real work environments.

Case overview
In contemporary competitive markets, all entities face a growing challenge to retain customers by satisfying them. In this case study of Ajman Free Zone Authority (AFZA), which is a public entity which was started in 1988 with the aim of boosting industrial development in Ajman, it is seen that the entity (AFZA) recognized a competitive advantage by improving service quality. However, AFZA focused on implementing various service quality improvement initiatives for not only customers, but also for other stakeholders as well (e.g. employees, strategic partners, suppliers and society). AFZA sought to understand stakeholders' needs, which led to service excellence. The purpose of this case is to highlight how AFZA differentiated itself by using initiatives that focused on disparate stakeholders to achieve customer satisfaction. The concepts of service quality (SERVQUAL), total quality management (TQM) and continuous improvement offer insights into how to improve organizational performance. It highlights how AFZA used Stakeholder Theory to identify and then collaborate with stakeholders to attain best service quality outcomes. The case study is developed using both secondary and primary sources.

Expected learning outcomes
After reading and analysing this case study, the student will be able to identify stakeholders in a service-based entity; apply Deming's Cycle or SERVQUAL to suggest improvement programmes; describe relationships among all stakeholders; and describe initiatives that contribute to service excellence.

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.
Investment in non-Sharia compliant instruments wrecks TH's noble reputation: a challenge to regain public confidence
Authors: Kasim Mohd Ariff , Mohd Hanafi Siti Rosmaini , Bin Ahmad Syed Zamberi , Halim Norbaini Abdul 
Published: August 2014

Subject areaIslamic Accounting, Auditing, Strategic Management and Accounting Theory.Study level/applicabilityThe case is suitable for graduate and postgraduate business students, particularly those on courses such as Islamic Accounting, Auditing, Strategic Management and Accounting Theory. The case is based on secondary data collection and all the facts are real.Case overviewIn the early 2000s, the Tabung Haji (TH) faced financial difficulty, particularly regarding its returns from investments and, with the intention of helping to improve this situation, the General Manager (GM) of Finance and the GM of Investment decided to accept an investment proposal presented by an investment company. The proposal involved initial and subsequent investment portfolios of RM50 million and RM150 million, respectively. The proposal was presented in a board meeting and was approved by the board. Indeed, the two GMs were delighted to receive a return of RM12.5 million from their RM50 million initial investment – i.e. 25 per cent return. In the process of approving the subsequent investment of RM150 million, the two GMs were informed that their investments were partly for the FOREX market (Foreign Exchange Market/Currency Market). At that time, there was no conclusive decision on the status of investment in the FOREX market regarding whether it complied with Sharia principles. The two GMs contemplated whether they should accept this second investment proposal. The issue was whether they should reveal in the board meeting that this investment was partly in FOREX. What if the board failed to accept the idea of investing in FOREX and rejected the proposal? Indeed, they were dropping an opportunity for lucrative returns. Should the GMs seek technical advice on the status of FOREX investment in Islam and present it to the board?Expected learning outcomes:The case should help students to: understand the concept of Sharia and Sharia financial principles; understand the process involved in TH investment decisions; analyze the issues involved in decision-making and apply the relevant theories to describe the actions; and recommend various alternative course of actions in a given situation.Supplementary materialsTeaching notes are available for educators only. Please contact your library to gain login details or emailsupport@emeraldinsight.comto request Teaching Notes.
Trustee meeting: where did Mukti go wrong?
Authors: Saxena Stuti 
Published: August 2014

Subject area
The case study is apt for the undergraduate as well as the postgraduate students in courses spanning from human resource management and leadership to non-government organizations' management and organizational visioning issues.

Study level/applicability
Management courses.

Case overview
The case veers around an NGO called Mukti, which was established post-Gujarat riots. The NGO seeks to empower the women and the youth by spreading awareness about the basic rights as well as works for the social inclusion of those living at the tangent or far away from the mainstream society. There are serious leadership and manpower management issues in the NGO, which need to be sorted out for the organization to realize its goals and objectives. Mukti is answerable for its performance before the trustees and the funding agency, both of whom are critical about the functioning of the NGO. Therefore, concerns are raised for tackling the issues of employee turnover and leadership structure.

Expected learning outcomes
The objectives of the case are fourfold: to appreciate the challenges in the face of running a NGO or a voluntary organization; to understand the manpower issues, especially among the frontline staff; to study the impact of authoritarian leadership in an organization; to underscore the need for clearly defining the organization's vision, mission, goals and objectives as well as the need for planning in the short-term and long-term for achieving the targets set by the organization.

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.
Musoni Microfinance Kenya: IT-enabled business model
Authors: Acosta Freddie Racosas , Ndonga Samuel 
Published: August 2014

Subject area
Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance.

Study level/applicability
MBA.

Case overview
Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment.

Expected learning outcomes
The objective of this case is to illustrate general innovation concepts in a leading microfinance company in Kenya. The case documents the innovation dilemma facing the management of the fledgling microfinance company in determining the pace of innovation and the feasibility of launching of a similar service in Uganda following the successful establishment and growth of the company in Kenya.

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.
Where the process fails …. There, the business learns customer value
Authors: Kumar Dileep , Govindarajo Normala S. 
Published: August 2014

Subject area
Human resource management.

Study level/applicability
Postgraduate and graduate management programs.

Case overview
Watson and Lilly (W&L) Berhad is the subsidiary of Wanger Group of Company, established in 1822 by Wanger Watson Group, and engages with transportation and logistics, communication and media, and electricity storage activities. The company provides freight forwarding by air, sea, and land, warehousing and distribution, industrial logistics, and stevedoring and port services. The case is all about the issues related to operations and human resource management in W&L Berhad, company in Malaysia. The company management observed that there has been an increasing trend on the number of mis-shipment. The investigation report was too worrisome to the Managing Director. The mis-shipment recorded in September 2011 was 5.91 per cent and by the end of first quarter in November 2012, the mis-shipment increased to 6.71 per cent. On the second quarter starting from December 2012, the mis-shipment continues to increase to 6.99 per cent and by February 2013, the mis-shipment was at 7.56 per cent. An independent consultancy was assigned to analyze the root causes of the issues. The agency found that the business having high operating cost due to operational inefficiency, documentation issues and human resource issues. The case study proposed several solutions to enhance the manpower efficiency, operational effectiveness, and achieving customer's satisfaction.

Expected learning outcomes
Learning the nature of business: to explain the nature of freight and forward business and the base of W&L Berhad, Malaysia. Nature of business operation issues: the case can be used to examine the issues of business operations due to mis-shipment in freight and forward companies. Nature of manpower issues: the case can be used to examine the issues of manpower in correlation with a mis-shipment of freight and forward companies. Integrating business and operational issues with customer delight and business loss. Strategic intervention: instructor can explore varied strategic interventions that curb the operational and manpower issues that may lead to business growth and development in freight and forward companies, achieving customer's satisfaction.

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.
Mountain Dew
Authors: Dastidar Surajit Ghosh , Raghavan Srividya 
Published: August 2014

Subject area
Marketing, strategy, and integrated marketing communication.

Study level/applicability
The case is suitable for analysis in an MBA level marketing communication course where the theories of hierarchy of effects (HoE) models, push vs pull strategies as well as positioning strategies can be introduced. The case is suitable for analysis in an MBA level marketing course for the module on marketing communications/advertising and promotions.

Case overview
Sanjay, the regional head of PepsiCo India (eastern region), had been tasked with the preparation of a support plan for a new communication campaign of Mountain Dew, a yellow-coloured drink in PepsiCo's soft-drink portfolio. He had attended a meeting at the headquarters where he had been briefed on the new national campaign roll-out for Mountain Dew – for the first time with celebrity association. While Mountain Dew had been growing its market share in other regions of the Indian market, the Eastern region had been unresponsive to the mass media image building campaigns. During the meeting, the various aspects of Mountain Dew's performance were discussed and Sanjay was asked to prepare a support plan for the national campaign that will help to increase revenues and market share of the brand in the Eastern region.

Expected learning outcomes
To understand the complexities of differential impact of integrated nation-wide communications on various segments of the market due to cultural variations, to understand the role of push strategy vs pull strategy in marketing communications, to understand the role of consistency in image between the trade and consumers perception, to understand the impact of celebrity endorsements, an introduction to the HoE communication models and their applications, to understand limitations of the HoE and Think-Feel-Do models in objective setting and understanding the uses of alternative models, to build a communication plan based on pull vs push 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.
UMW Holdings: sustaining a centennial corporation
Authors: Adham Khairul Akmaliah , Isa Rosmah Mat , Halid Noreha , Khidil Norrana , Masood Adlin , Senik Zizah Che 
Published: August 2014

Subject area
Strategic Management and Organization Theory and Design.

Study level/applicability
Advanced undergraduate and MBA students taking courses in Strategic Management and Organization Theory and Design.

Case overview
By the end of 2011, five years short of its centennial anniversary, UMW Holdings was one of the biggest corporations in Malaysia, registering revenues of RM13.5 billion (US$4.5 billion), and net profit after tax of RMI billion (US$0.33 billion). By that time, it had 110 subsidiaries, operating in four core businesses of automotive assembly and distribution of Toyota lines of products, automotive components and lubricants original equipment manufacturing (OEM) and replacement equipment manufacturing (REM), heavy equipment, and oil and gas drilling service. In September 2011, the company had targeted its Toyota automotive business to contribute to 50 percent of its revenues, while the other 50 percent would come from its other three businesses, by the year 2015. However, as of the first quarter of 2012, Datuk Syed Hisham Syed Wazir, the Group CEO and his management team realized that, at 72 percent, the automotive business was still the main contributor to the Group's revenues. As the company's Toyota assembly operation was limited exclusively to the Malaysian market, plus in the face of greater competition within the automotive industries, the company needed to set strategies to achieve its 50:50 plan. The case stimulates discussion on strategy formulation of a mature corporation, involved in diversified business portfolio.

Expected learning outcomes
Understanding the process of industry analysis, as well as the formulation and implementation of business-level and corporate strategies, enables case analysts to extend the concepts to many business situations.

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.
Maruti Ertiga launch in India by new category creation
Authors: Rath Badal B. 
Published: August 2014

Subject area
Marketing. Sub subjects: customer segmentation, targeting, positioning and new product launch strategies.

Study level/applicability
This case can be taught at degree and master level management programmes including distance education mode in business schools having marketing management as one of the subjects.

Case overview
Maruti Suzuki a leading global Japanese car manufacturer recently launched a new multi utility passenger car with the brand name Ertiga. Ertiga was launched by Maruti Suzuki as life utility vehicle (LUV) using lifestyle categorization instead of using car categorization to position Ertiga using LUV theme. This new category created called LUV is in car categorization between high end hatchbacks and multi utility vehicles/sedans. This case highlights how Maruti Suzuki through effective market research was able to identify a new category and also create and offer a car to the Indian market. This case covers some of the innovative promotional strategies like in film promotions and brand placements which was used to promote Ertiga in India.

Expected learning outcomes
The case is designed to enable students to understand the concept of segmentation, targeting, and positioning about the various products launch strategies companies adopt in the emerging markets. Also this case covers the marketing mix concepts and how it was adopted during the Ertiga launch in India.

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.
Economics behind the internationalization of Biocon India Ltd
Authors: Jain Palakh 
Published: August 2014

Subject area
Economics, business management

Study level/applicability
The case study is relevant for MBA, Master's and under graduate (economics, international and business economics) students.

Case overview
Biocon is one of the top 20 companies from India in the Forbes list of “Best under a Billion” companies. It has emerged from being an enzyme-producing firm to a biotech powerhouse under the guidance of Ms Kiran M. Shaw. It is an innovative company with a varied scientific skill base and progressive manufacturing facilities for developing and commercializing biopharmaceuticals. This study attempts to explore the international foray of Biocon using the eclectic OLI framework. Entrepreneurship, need for integrated business model, innovation, quality control, etc. constituted the ownership (O) factors, important for Biocon to earn the more than compensating advantage in the overseas market. The locational factors were less important in case of Biocon as the global expansion was driven by a motive of either market seeking or cashing in on the cost advantage of its operations. The dominant mode of entry has been the joint ventures. The overseas patterns exhibited by Biocon can be captured fully by the O-L-I framework.

Expected learning outcomes
To understand the economic theory of OLI and the ownership, locational and internalisation advantages, link the OLI framework with the international foray of Biocon, Biocon's internationalization journey, major overseas deals signed and the economic rationale behind the deals.

Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes.