bluuebunny/crossref_metadata_2025_split huggingface dataset:
Etihad Airways: reputation management – an example of the Eyjafjallajökull Iceland volcano
Authors: Balakrishnan Melodena Stephens 
Published: December 2011

Subject area
Crisis management, reputation and brand management, corporate communication, logistics, organization strategy.

Study level/applicability
Post-graduate and executive education.

Case overview
The Eyjafjallajökull Iceland Volcano erupted on April 14, 2010, causing an estimated loss of US$1.7 billion for the aviation industry. At one stage in this weeklong event, 1.2 million passengers were affected with 100,000 flights being grounded across Europe. This case documents the way Etihad, a leading global airline company managed the crisis and continues to learn for future scenarios.

Expected learning outcomes
Adaptation strategies, reputation management, brand management, crisis planning and implementation, communication and stakeholder management, scenario analysis.

Supplementary materials
Teaching notes.
Jumeirah Group: STAY DIFFERENT™
Authors: Balakrishnan Melodena Stephens 
Published: December 2011

Subject area
Brand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.

Study level/applicability
Post-graduate-level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.

Case overview
Jumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong-regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.

Expected learning outcomes
Creation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.

Supplementary materials
Teaching notes.
Advanced Technology Investment Company (ATIC): a destination, global champion
Authors: Balakrishnan Melodena Stephens , Moonesar Immanuel Azaad 
Published: December 2011

Subject area
Emiratisation, dual bottom-line, destination policy making and strategic development, ecosystem perspective and human capital.

Study level/applicability
This case is suitable for undergraduate and postgraduate students studying policy; strategy and human resources. Practitioners from the human resource industry, government sector and destination marketing may also benefit from the case.

Case overview
ATIC is an investment company with a dual bottom line mandate. This means besides the financial objective it has for its investors (which is largely the Government of Abu Dhabi), it must contribute to socio-economic objectives outlined by the Abu Dhabi Vision 2030. For this perspective, ATIC had developed a unique approach looking at the “Ecosystem” perspective. Some key areas are destination development as an advanced technology hub and human capital development or “Emiratisation”. All these are key to long-term success of the country as the Middle East North Africa region has one of the youngest populations and an increasing unemployment rate. Most government organizations are saturated and it is vital that nationals start working and performing in the private sector. This case outlines the plans and efforts of ATIC towards those goals.

Expected learning outcomes
Management of “Emiratisation” at policy and implementation; scenario planning and strategy management especially looking at advanced technology sector; organizational values – development and implementation at recruitment and marketing; destination marketing and policy looking at the case of Abu Dhabi, stakeholder management.

Supplementary materials
Teaching notes.
Implications for recruitment in a multinational organization: a case study of human resource management in the United Arab Emirates
Authors: Kemp Linzi 
Published: December 2011

Subject area
The case study aims to investigate human resource management issues of national importance, and specific recruitment issues important to the company.

Study level/applicability
Students studying, e.g. Human Resource Management/Developing Human Resources as courses within an undergraduate business degree program. The audience is also targeted through courses that include the study of cross cultural management/diversity.

Case overview
An industrial organization in the United Arab Emirates has a multinational workforce, where many employees are recruited from overseas. The recruitment process necessitates liaison with recruitment agencies at a distance, and locally with the government labor office.

Expected learning outcomes
Students will be able to:

analyze that companies exist in an external environment that impacts on their internal policies;
describe the importance of quality assurance to the HR function in an organization; and
explain how the HR department works closely with all departments in an organization.

Supplementary materials
Teaching notes.
HAIER: “Beat the Heat”
Authors: Michael Ian , Ketait Meerah , Al Qassimi Sarah , Al Nuaimi Azza 
Published: December 2011

Subject area
Marketing, brand management, promotion management and corporate social responsibility.

Study level/applicability
Undergraduate and postgraduate.

Case overview
How does the “country-of-origin” issue affect brands, and what do brands need to do? The case of unique and small corporate social responsibility (CSR) programs and their impact on creating brand awareness.
Aamer Khan, Managing Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was reviewing their half yearly results. Among the more unconventional strategies they had adopted was one where they used community engagement to get an insight into the local market and develop brand awareness as a caring top quality brand. The CEO of Haier, Zhang Ruimin stressed that “quality is and will remain the essence of business sustainable, whether in the past, present or future”. Aamer was evaluating the effectiveness of the strategy and considering its impact. Should he use a similar strategy next year?
This case deals with the “country-of-origin” issue, an important aspect in branding a key strategy of marketing. The Haier brand and its country-of-origin were investigated among the Emirati (UAE nationals) consumers. This was done as part of a capstone research project by Meerah, Sara and Azza at Zayed University, Dubai. Further, the group created a unique CSR program for the Haier, whereby they invited people to join them in a Walkathon to raise money for a charitable cause. Haier donated various products like refrigerators, air coolers and air conditioners towards this charity. By creating this event, the group raised awareness of the Haier brand among the local population.

Expected learning outcomes
What is:

“Country of origin” (coo) in marketing and its effect on brands?
The role of CSR in corporate marketing communication?
The role of small events in building brands?

Supplementary materials
Teaching notes.
Al Ain Dairy: managing demand and supply
Authors: Balakrishnan Melodena Stephens 
Published: December 2011

Subject area
Marketing strategy, retail/sales management and logistics.

Study level/applicability
Undergraduate and postgraduate.

Case overview
Al Ain Dairy works is in one of the most highly competitive industries in the world – the food industry. In the dairy business, choice, freshness, safety standards, inventory management, supply chain and marketing are key to sustainability. Al Ain Diary explains some key challenges in this industry for managing and planning sales. This case builds on a previous case and can be used to teach marketing strategy, retail management and logistics. The case also gives an idea on the food industry especially the dairy market and some of the challenges associated with it.

Expected learning outcomes
Students can try forecasting and planning sales based on seasonal trends. Since the process complexity increases as the number of stock keeping units increase, the case provides a rich context of a company where inventory management is a key to success. Product portfolio management is another subject area of focus in this case. For market expansion, students can look at current organizational and market constraints, organizational competencies (and their transferability), and market synergies and similarities to recommend strategy.

Supplementary materials
Teaching notes.
Quality Tailors, Textiles and Embroidery (QTTE)
Authors: Kao Diana , Higginson James 
Published: December 2011

Subject area
International business, emerging markets, strategy.

Study level/applicability
Year 3 and 4 university level.

Case overview
Kevin, an Indian citizen living in Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a number of questions, including whether or not to establish a new division, in what direction to take the three existing divisions, and how to work with an organization culture that is resistant to change and reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's sponsor is demanding increased payments, since under Omani law, a foreign-owned company must have an Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and control of the business.

Expected learning outcomes
Upon completing this case, students will practice:

identifying and using proper tools (5-forces, SWOT, VRINE) to analyze the external and internal environments of the company;
identifying key issues in the case, both long- and short-term;
identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and
proposing an implementation plan with a time line.

Supplementary materials
Teaching notes.
SenseHere: a born global start-up based in the UAE
Authors: Rogmans Tim 
Published: December 2011

Subject area
Management, strategy, entrepreneurship.

Study level/applicability
MBA, executive education.

Case overview
The case deals with the challenges of fundraising and location decision making for a high technology start up company based in the United Arab Emirates. Tan Rasab is a Chief Executive and co-founder of Sensehere, a high technology start up company involved in the design and development of semiconductors for wireless sensors. The company has developed a unique technology that allows sensors to dramatically reduce energy consumption and thereby improve battery life of sensors.The company is currently based in the UAE, where it finds the environment highly supportive overall but challenging from the point of view of fund raising. On the other hand in China the company is meeting significant investor interest and several partnerships have been concluded. Despite the advantages offered by the UAE environment, the company is considering moving some or all of its operations to China.

Expected learning outcomes

Familiarise students with the challenges of fundraising for new ventures.
Understand the implications of technological breakthroughs in different application areas.
Develop an understanding for the different considerations to be made when choosing a location for business functions.

Supplementary materials
Teaching notes.
University of Wollongong in Dubai: creating a private university in the public interest
Authors: Whelan Rob , Kratochvil Daniel 
Published: December 2011

Subject area
Higher education leadership and planning.

Study level/applicability
Postgraduate/higher education.

Case overview
Professor Rob Whelan was appointed President of the University of Wollongong in Dubai (UOWD) from the University of Wollongong in Australia (UOW). Professor Whelan brought to the job in Dubai the perspective that public-good benefits flow from a comprehensive institution engaged with the larger community and these are led by academic staff members who produce research that serves the national interest. To apply this model to UOWD meant a thorough analysis of the organization in terms of both its culture and its broader environment. This case explores the various processes through which a new leader takes stock of an existing institution, identifies the potential for development in a particular direction, draws upon a range of stakeholders to refine the vision and develop it into a strategic plan, gains support for the plan, and then implements change through close collaboration with the institution's constituents.

Expected learning outcomes
This case can be used to explore a number of issues in leadership and management including: identifying the various internal and external stakeholders in a complex organization; analysing strategies for mobilization for change, including the assessment of inclusive versus exclusive approaches; reviewing the opportunity costs of change; and assessing types of leadership.

Supplementary materials
Teaching notes.
FieldTurf Tarkett India: challenges and opportunities in new markets
Authors: Raghavan Srividya 
Published: December 2011

Subject area
Marketing, marketing communication and business strategy.

Study level/applicability
Graduate level and some core courses in undergraduate level.

Case overview
The case describes the evolution of a start-up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of the largest artificial sports surface products company – FieldTurf Tarkett. Great Sports Infra was started as a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched brand for playing surfaces in several developed countries around the world. The size, scope and consumer base of the Indian market was vastly different from the mature markets in which FieldTurf was a well established brand. Anil had to find a market for the product in India which was a classic context of “existing product entering a new market” – in this case an emerging market. Identifying new markets and targeting them with a relevant marketing mix and communication mix were the dominant challenges faced by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest strategies for the future growth of the product in this market.

Expected learning outcomes

Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges.
Understanding positioning strategy.
To understand how to extract IMC strategy from business strategy.
Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy.
Understanding the role of 6Ms in designing a communication plan.
Understanding how to identify appropriate media mix.
Understanding the holistic IMC framework.

Supplementary materials
Teaching notes.
Twiga Hosting Ltd – providing affordable information and communication technologies services to small and medium enterprises
Authors: Masele Juma James 
Published: December 2011

Subject area
The case describes the launch of Twiga Hosting Ltd, a company providing information and communication technology (ICT) services to the underserved small and medium enterprise (SME) sector in Tanzania and in a many countries in Africa.

Study level/applicability
This case targets a range of audience from undergraduate students taking both Bachelor of Commerce and those taking Bachelor of Business Administration; and Postgraduate students taking business-related courses. Nonetheless, the case may be used by all other learners of advanced studies in entrepreneurship and innovation management.

Case overview
The case addresses a number of issues including:

Issues to be considered when starting an ICT enterprise.
Strategic management.
Business revenue models.

Expected learning outcomes

To impart/inculcate entrepreneurial insights in ICT and related areas.
To make learners aware of the business growth opportunities in ICT ventures.
The success factors for fruitful ICT ventures.
To enable learners to identify challenges facing entrepreneurs in ICT ventures and the ways to overcome them.

Supplementary materials
Teaching notes.
Marketing of the dark: “Memento Park” in Budapest
Authors: McKenzie Brent 
Published: December 2011

Subject area
Marketing strategy; services marketing; tourism.

Study level/applicability
Upper year undergraduate business/management, MBA, marketing/international business.

Case overview
Memento Park is a large open air museum on the outskirts of Budapest, that houses statues, and related ephemera related to the communist period in Hungary. The park opened in 1993, four years after Hungary had shaken off its yolk of communism as part of the Iron Curtain, in 1989. This case presents a classic example of a business enterprise that sprang from a concept and access to inexpensive materials directly resulting form a changing external environment. The case presents the issues involved in making Memento Park a sustainable part of the Budapest tourist experience.

Expected learning outcomes
This case challenges students to decide how best to determine a sustainable advantage. Arguably the value proposition that is being offered by Memento Park has a number of identifiable benefits to the target consumer. It is not replicable (at least in Hungary), has a truly unique content, and does not have large fixed or variable costs in terms of operations. The question is how to best develop a plan of attack for such a firm?

Supplementary materials
Teaching notes.
EnviroServe: The Green Company in the UAE
Authors: Rodrigues Gwendolyn , Mathew Vineetha 
Published: December 2011

Subject area
Reverse logistics, environment, CSR.

Study level/applicability
Bachelor and Graduate students.

Case overview
This case describes the role played by the company in linking various processes and taking the lead in the development of a unique “circular” flow of recycling activity which includes recovery, reuse and recycling schemes. Traditionally businesses were not held responsible for the product after use by the consumer. But, with growing stakeholder expectations in the area of corporate social responsibility and sustainability, businesses are more conscious about managing their social and environmental impacts. Today businesses are beginning to look at reverse logistics not only in terms of economic impacts but also environmental impacts. While consumers and other stakeholders want businesses to be more responsible in the way the product is produced such as to minimize waste production, the expectations have also changed to recovery of products after use in order to reduce cost and environmental impact of recycling. Businesses are becoming more responsible about collecting, reusing, refurbishing or dismantling used products to minimize environmental damage.

Expected learning outcomes
The case is significant for teachers and students of “environment management”, corporate social responsibility, “supply chain” and “the importance of networks”. It can be used to understand how reverse logistics helps to minimize waste.

Supplementary materials
Teaching notes.
Separation, failure and temporary relinquishment: women’s experiences of early mothering in the context of emergency hysterectomy
Authors: Elmir Rakime , Schmied Virginia , Wilkes Lesley , Jackson Debra 
Published: December 2011

Aim.  To describe the experiences of women who have had an emergency hysterectomy following a severe postpartum haemorrhage and the impact on their early mothering experiences.Background.  Postpartum haemorrhage and subsequent hysterectomy is a traumatic birth event. Traumatic birth experiences have the potential to impact on a woman’s experience of motherhood and her initial relationship with her baby. The relative rarity of this event makes it easy to dismiss the experiences of women having a hysterectomy following childbirth. Little is known about a woman’s early mothering experience in the context of having an emergency hysterectomy.Design.  Qualitative naturalistic inquiry approach.Method.  Data were collected through semi‐structured qualitative interviews from 21 Australian women who had an emergency hysterectomy following a severe postpartum haemorrhage.Results.  Findings revealed three themes in relation to early mothering experiences in the context of having a hysterectomy following a severe postpartum haemorrhage. They were ‘initial separation: lost bonding time’, ‘feelings of failure’ and ‘relinquishing care of the infant’.Conclusions.  This paper highlights the ways undergoing emergency hysterectomy following childbirth can impact on the experience of early mothering in the postnatal period.Relevance to clinical practice.  Greater recognition and attention to the specific needs of women who have an emergency hysterectomy following childbirth is required. Providing women with an opportunity to talk, debrief and ask questions related to their birthing experiences, will help women to reconcile their feelings. Giving women the opportunity to have their infants with them in intensive care unit, together with ongoing emotional support and anticipatory guidance, may also be useful approaches in assisting women during this difficult and traumatic time.
Exploring the perceptions and work experiences of internationally recruited neonatal nurses: a qualitative study
Authors: Alexis Obrey , Shillingford Adeline 
Published: December 2011

Aim.  To explore the perceptions and work experiences of internationally recruited neonatal nurses.Background.  Neonatal nursing and health care are global issues facing developing and developed countries. In the UK, the recruitment of international nurses to address the labour shortage is not a new phenomenon.Methods.  A purposeful sample was drawn from internationally recruited neonatal nurses, working at two teaching hospitals in London. Husserl’s phenomenological approach underpins this study. Thirteen nurses, (all female) participated in the study and semi‐structured face‐to‐face interviews were conducted to capture the unique perceptions and experiences of neonatal nurses at two hospital sites. A qualitative approach was adopted and this study used Colaizzi’s analytical framework to analyse the data.Results.  The analysis of the data resulted in four themes namely the support mechanisms, unfamiliarity with family centred care, feelings of being treated like a child and coping strategies.Conclusion.  It can be concluded that in recruiting internationally recruited neonatal nurses to work in the NHS, there is a need to support them, encourage them to become familiar with family centred care and they should be treated as qualified nurses. Therefore, there is a need to consider these findings in any recruitment process involving neonatal nurses.Relevance to clinical practice.  Internationally recruited neonatal nurses play an important role in caring for neonates in the NHS in the UK however meeting their needs have not always been addressed in the health care setting.