bluuebunny/crossref_metadata_2025_split huggingface dataset:
The transformation process of AGD, Argentina
Authors: Hatum Andres 
Published: April 2011

Subject area
Strategic and organisational change, adaptation responses under competitive pressure and uncertainty and transformational process.

Study level/applicability
For Executive MBAs or MBA programs.

Case overview
Founded in 1948 by Adrian Urquía, Aceitera General Deheza (AGD) transformed itself from a small oil-processing factory into the biggest indigenous firm in the industry. Nowadays AGD is a leading edible oil export company and also one of the frontrunners on the retail market for bottled oil with several successful brands. It ranked 40th among the 1,000 top companies in terms of turnover in Argentina in 1999 (Revista Mercado, 1999), and it is considered the fifth most important exporter in the country (Revista Mercado, 1999).After the changes the country went through in the 1990s, the company was able to adapt and thrive in an industry in which most indigenous businesses did not manage to survive. Nevertheless, the roots of AGD's success do not date from the 1990s but long before, in their thinking ahead about ways of improving technology, scale and cost-effective measures – a trio of decisions that would prove to be the right combination for survival and success.

Expected learning outcomes
An understanding of the process of business transformation: type and pace of change. The study of the transformation process of a firm will be complemented conceptually with the understanding of the adaptation process under the Argentinean context characterised by uncertainty. Students will also examine organisational flexibility. Defining organisational flexibility, the determinants of whether a firm is flexible or not and why we can consider AGD as a flexible firm.

Supplementary materials
Teaching note.
LifeSpring Hospitals: a social innovation in Indian healthcare
Authors: Nanath Krishnadas 
Published: April 2011

Subject area
Bottom of the Pyramid (BOP); social innovation and business modeling.

Study level/applicability
Undergraduate and graduate level management/business school students. It can be taught in marketing management and entrepreneurship/innovation courses.

Case overview
LifeSpring Hospitals Pvt. Ltd is an expanding chain of hospitals that provide high quality health care to lower-income women and children across Andhra Pradesh. It is a 50-50 equity partnership between Hindustan Latex Ltd and the Acumen Fund. LifeSpring has demonstrated exceptional management principles, some of them being the most innovative and attractive ones. The entire focus of LifeSpring is on one particular niche: maternal care. Some argue about its strategy of not adopting diversification, but LifeSpring has proved its point by actually turning out to be a profitable business. The strategy of focusing on one niche has led to reduction in cost in terms of specialized doctors and the range of equipment needed to serve. Adding to the strategic strength of LifeSpring, its operations (management) is perfectly aligned with the organization's vision and quality is achieved via highly standardized procedures for maternal care service.

Expected learning outcomes
This case will cover two important aspects of BOP and social innovation. MBA students will investigate an innovative business model and apply their analytical skills to analyse the sustainability of the model.

Supplementary materials
Teaching notes and exercise for class-based discussion.
Bridging the divide between diaspora investment interest and action
Authors: Riddle Liesl , Nielsen Tjai M. , Hrivnak George A. 
Published: April 2011

Subject areaEntrepreneurship, management and emerging markets.Study level/applicabilityUndergraduate and Graduate courses in Entrepreneurship, Managing in Developing Countries/Emerging Markets, Small Business Management, Social Entrepreneurship, International BusinessCase overviewIntEnt is a business incubator that provides training and other support services to nascent entrepreneurs, helping turn their investment ideas into successful business ventures. But IntEnt focuses on a unique clientele: diasporas, or migrants and their descendants, who dream of establishing a new venture back in their country of origin.The incubator is well known and respected by policymakers and migrants alike. Despite these successes, Mr Molenaar has struggled to grow and diversify IntEnt's funding base. He also is under increasing pressure from the foundation's stakeholders to define and measure the foundation's performance. But Molenaar is committed to expanding IntEnt's operations and continue to bridge the divide between diaspora investment interest and action.Expected learning outcomesTo understand and describe the financial-, human-, and social-capital challenges faced by transnational diaspora business ventures during the business development and launch phase.To explain how business incubators can provide solutions to the specific, unique problems that transnational diaspora entrepreneurs face, particularly in emerging markets. To discuss the governance challenges associated with operating a transnational business venture as well as those of an incubator aimed to support transnational entrepreneurship.Supplementary materialsTeaching note.
Fun 2 fit aerobics: the misadventures of Amy and Azi and a Malaysian start up!
Authors: Rasli Amran , Yusoff Rosman , Tat Huam Hon 
Published: April 2011

Subject area
Entrepreneurship.

Study level/applicability
First year undergraduate students in business and management.

Case overview
“The Misadventures of Amy and Azi” case presents a brief historical perspective of two partners' venture into the aerobic and fitness industry. The case discusses the partners' foray into the business world armed with great determination and a one year business plan but without proper understanding of the operational requirements of running a business. Though successful in the launching of the first studio, the initial success had blinded the vision of one of the partners, Azi who wanted to open another branch quickly. After a few months of operation, they realized that the second studio was a failure and had sapped the profit from the first centre. To make matter worse, the two partners are stuck with the second studio and have to find another premise for the first studio due to short-sightedness when signing the rental agreement.

Expected learning outcomes
The case study enables the students to: understand the current business environment of fitness industry in Malaysia, appreciate the need for proper planning and control in starting a business, to be aware of the importance of understanding legal implications in starting a business, the need to conduct proper market research before starting and to understand multi-cultural and multi-religion issues in Malaysia.

Supplementary materials
Teaching note.
Kulula.com, South Africa – a case study
Authors: Iwu Chux Gervase 
Published: April 2011

Subject area
Human resource management; primarily employment law impacting on employment relations.

Study level/applicability
Second year (or 200 level) students up to post graduate programmes in Business Management, Human Resources Management and Law.

Case overview
The world is still fascinated by South Africas transition to democracy; what with stories of massacre (Sharpeville, etc.) of those who dared challenge white supremacy and the battle for prominence between the African National Congress and the Inkatha Freedom Party. Since gaining independence, South Africa has attracted investors from far and wide. Now and again, one hears news stories that report about forms of disgruntlement from whites and blacks, respectively. In some quarters, you may hear stories suggesting the white community has not completely gotten over their resentment of black leadership. In some other quarters, you are likely to hear the blacks insist that the South African land space belongs to them and as a result they should be in charge of the distribution of wealth, one must understand that much of the wealth of the South African land still resides with the Whites. In what is considered as a fair attempt to integrate all the citizens of the republic, the new government of Nelson Mandela came up with a constitution that is hailed as perhaps the best in the world. Carved out of the United Nations Human Rights Charter, it proposes a free society that recognizes all its inhabitants regardless of colour. Within the world of work, the constitution identifies seven very important statutes that not only give effect to and sustain the republics membership of the International Labour Organisation, but also help to realize and regulate the fundamental rights of workers and employers.

Main learning objective
Test students understanding of the legal statutes that pertain to employment relations and human resource management in South Africa.

Expected learning outcomes
Understand the legislation affecting management and staff. Understand and apply the principles of recruitment and selection of staff. Identify and apply the options open to managers in staff training and development. Identify and apply the appropriate performance management systems. Understand and apply the strategic human resource planning process.

Supplementary materials
Teaching note.
Namibia's Damara culture center: a case study
Authors: Wright Norman , Miller Douglas 
Published: April 2011

Subject area
Tourism development, emerging market entrepreneurship.

Study level/applicability
This case may be used in lower or upper division courses. Lower division courses may want to focus on the elementary issues of project planning, business plan development, and marketing. Upper division courses will find opportunities to enhance the discussion with ethical dilemmas and more advanced business plan development.

Case overview
The case takes place in a nature conservancy in Namibia. A local villager wants to open an attraction portraying local customs, traditions, art, and dance for tourists. This case can be used as an introductory strategy case study in at least three types of classes, strategic management, entrepreneurship, or hospitality management. The case presents many opportunities for students to analyze various business topics, including start-up financing, competitive and industry analysis, questions of pricing, product, and promotion, government relations, tourism development, and ethics. It is designed to be taught in either a 1 hour class or a 1.5 hour class with student preparation taking between 2 and 3 hours depending on the questions assigned. If students are asked to complete a business plan the preparation and discussion time will be longer.

Expected learning outcomes
Students will demonstrate ability to prepare a business plan, conduct market research, and evaluate potential business idea using Porter's five forces. Students will also demonstrate depth of understanding ethical dilemmas in an emerging and foreign market.

Supplementary materials
Teaching note.
Renewal of Fijian post and telecommunications: challenging the organizational change option
Authors: Sharma Umesh 
Published: April 2011

Subject area
Organizational change.

Study level/applicability
Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change.

Case overview
This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL.

Expected learning outcomes
FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country.

Supplementary materials
Teaching note.
Culture, career and more: the case of Dilip Roy at IHI (India) Pvt. Limited, a subsidiary of Itsun China
Authors: Parikh Margie 
Published: April 2011

Subject area
Leadership development, career planning and management, management of start-ups, construction industry in India.

Study level/applicability
Post graduate management courses, executive training programs/modules in leadership development; organizational culture and construction management.

Case overview
This case illustrates the shortcomings of both the management and leadership at a start-up business within a growing industry. The rapidly growing construction equipment manufacture and renting activity in India and the lack of structure, systems and resources characteristic of start-ups are complicated more by the fact that Itsun Heavy Industry India Pvt. Ltd (IHIIPL) was in India while its head quarter was in China. In exploring the diverse human, organizational and operational problems shadowing IHIIPL and their causes, students cannot only diagnose what went wrong and why for Dilip, but also sense how he could have handled these issues more effectively.

Expected learning outcomes
Dilip's case cautions managers against issues common to many industries and organizations and students will examine: self assessment and career choices: the case raises question of the gap between what was needed at IHIIPL and what skills and qualities Dilip brought to the job; leadership and leadership challenge: the case raises question of what kind of attitudes and actions constitute effective leadership; and managing the company performance for a start-up: Dilip faced a constant stream of operating problems: lack of procedures and systems, a non-supportive headquarter in China, inexperienced staff, shortages of resources and material and internal conflicts.

Supplementary materials
Teaching note.
From traditional manufacturing towards virtual servi-manufacturing: Gabriel's journey
Authors: Waehrens Brian Vejrum , Slepniov Dmitrij 
Published: April 2011

Subject area
Operations strategy/global operations/value chain.

Study level/applicability
BA/Master level – the case can be applied to support operations strategy discussions related to the link between context, configuration and capabilities, and particularly to discuss internationalization strategy and global operations.

Case overview
The case examines how Gabriel, a Danish textile company, transformed itself from being a traditional textile manufacturer to becoming an innovative virtual servi-manufacturer. The case covers the main milestones in Gabriel's recent history, explores the main reasons for the transformation that started in the late 1990s and studies how this transformation towards becoming a virtual servi-manufacturer was dealt with. The case closes with the sections examining the role of innovation activities in the newly transformed company.

Expected learning outcomes
The case is expected to build an understanding of the organisational and operational implications of the journey towards the virtual production company. While the case is broad in its scope, it provides an opportunity to go into details on a number of interrelated topics: operations strategy; global production networks; communication and coordination; interdependencies; and outsourcing and offshoring. The story of Gabriel illustrates a highly successful globalization journey and its underlying dynamics. The case highlights how the operations configuration and the relationships between key parties do not stay constant over time. They rather shift and adapt to internal and external stimuli. The case explores these stimuli in retrospect and describes how the company attempts to reconcile market requirements with its operations configurations and capabilities.

Supplementary materials
Teaching note.
Kulula.com: now anyone can fly in South Africa
Authors: Townsend Stephanie , Bick Geoff 
Published: April 2011

Subject area
Marketing.

Study level/applicability
This case can be used in a principles of marketing course, at Introductory, Executive or MBA level, it is particularly suitable as a case on promotions policy as one of the 4-P's, to illustrate the role of marketing communications as part of an integrated marketing strategy, or to illustrate the building of a service brand.

Case overview
The case illustrates a number of practical marketing issues: the marketing challenges of launching a budget airline: gaining high visibility and awareness with a relatively low share of voice; the relationship between an organisation and its advertising agency; the requirement to maintain a consistent marketing strategy over time, but to adapt the execution as market dynamics impact the consumer. Given the dynamics of most industries, kulula.com cannot afford to be complacent, as new entrants are always on the horizon. The dilemma facing Gidon Novick and his team is to rethink the sustainability of its current strategy, how to grow and protect its position, as well as the relationship with its advertising agency and its communication strategy – is a more relevant campaign or a new agency required to keep the marketing communications interesting and current?

Expected learning outcomes
The expected learning outcomes are: to analyse the success of communications campaigns; to explore the issue of client/agency relationships; to understand brand building strategies, how to create a distinctive position, and how to build a services brand; To understand the key success factors for a low-fare niche positioning strategy, and to examine the sustainability of this low-fare strategy; and to identify some product line extension opportunities for kulula.com.

Supplementary materials
Teaching note.
King's Biscuits Berhad: crafting the next move?
Authors: Tan Boon-In , Tan Garry Wei-Han , Ooi Keng-Boon 
Published: April 2011

Subject areaManagement, marketing and branding and strategy.Study level/applicabilityUndergraduate and postgraduate management courses.Case overviewThis is a real-life case involving a confectionery manufacturer in Malaysia where it has grown over the years. As the market becomes more competitive, more challenges are confronting the company. Although there is still profit to be made, the margin is declining. Hence, the management of King's Biscuits Berhad must embark on the marketing environment scanning to prepare the company for future challenges and to ensure continued existence. As in the case of most strategy cases, little guidance was available for the students to reflect upon.Expected learning outcomesWith the completion of this case study; student will be able to familiarize with the exercise of marketing environment scanning, determine the branding, product lines and positioning issues, adopt the marketing mix concept into real practice, and have the opportunity to visualize a true business scenario and simulate their minds and thinking towards managing a business.Supplementary materialsTeaching note.
Piping hot dogs: a case of a Malaysian franchise
Authors: June Sethela , Abdul-Talib Asmat-Nizam 
Published: April 2011

Subject area
Internationalization, entrepreneurship, franchising, international marketing.

Study level/applicability
First year undergraduate students of Management courses.

Case overview
This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets.

Expected learning outcomes
After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works.

Supplementary materials
Teaching note.
Conglomerate diversification through cross-continent acquisition: Vedanta weds Cairn India
Authors: Nangia V.K. , Agarawal Rajat , Sharma Vinay , Reddy K. Srinivasa 
Published: April 2011

Subject area
corporate policy and strategy – mergers and acquisitions.

Study level/applicability
Post graduation (MBA and other management degrees). It includes courses on Strategic Management, Business Environment and International Business.

Case overview
Markets are becoming highly connective, accessible and communicative and reaching maturity at a very high phase. Acquisition is a choice to enhance the emerging and diversified markets. This case paper presents insights on Vedanta – Cairn India cross-border acquisition deal in Indian oil and exploration industry. This case synchronizes the gap between strategic planning and outcome of actions. The study exclusively evidences the reaction of stocks of all attached parties against acquisition announcement and compares with market performance.

Expected learning outcomes
Strategic mapping of business negotiations, while in-organic choices, further the impact of economic, political, legal and regulatory factors on cross-border mergers and acquisitions (M&A), deliberate deal financing mechanism and leadership diplomacy. It proposes from the viewpoint of corporate in-organic alternatives and to strengthen the upcoming research field of strategy & policy.

Supplementary materials
Global M&A market, shareholding pattern, income statement and balance sheet of Cairn India Ltd, financial figures of Vedanta Resources, tabular data on stock and index performance, deal structure and teaching note.
Newly empowered: experiences of young leaders in Vietnam
Authors: Trang Tran Thuy , Wongsurawat Winai 
Published: April 2011

Subject area
Leadership, psychology.

Study level/applicability
Organizational behavior, international business, gender and society at Undergraduate level.

Case overview
This short case describes a qualitative investigation on the dynamics of power between young business leaders and senior supervisees in Ho Chi Minh City, Vietnam. Views from both the supervisors and supervisees on current working relationships are presented.

Expected learning outcomes
After reading and discussing the case, participants are expected to be able to identify key concepts from organizational behavior theory, including stereotyping, leadership styles, and influence tactics. Participants should also become sensitized to gender roles and their influence on workplace behavior.

Supplementary materials
Teaching notes.