Pub Date : 2024-09-14DOI: 10.1177/09728201241268974
Milind T. Phadtare
The case deals with the concept of project risk management and its adoption in a small-sized contracting firm. It demonstrates the dilemma faced by a typical small-sized contracting firm vis-à-vis setting project objectives, defining key elements for structuring the risk management process, number of data points, choice of techniques of different steps involved in project risk management and development of a team to practice the process flawlessly. The case would be suitable for postgraduate students of the management programme as well as participants of management development programmes on project management.
{"title":"Ramanov Contractors: Adoption of Project Risk Management Framework","authors":"Milind T. Phadtare","doi":"10.1177/09728201241268974","DOIUrl":"https://doi.org/10.1177/09728201241268974","url":null,"abstract":"The case deals with the concept of project risk management and its adoption in a small-sized contracting firm. It demonstrates the dilemma faced by a typical small-sized contracting firm vis-à-vis setting project objectives, defining key elements for structuring the risk management process, number of data points, choice of techniques of different steps involved in project risk management and development of a team to practice the process flawlessly. The case would be suitable for postgraduate students of the management programme as well as participants of management development programmes on project management.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"33 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142265081","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1177/09728201241251969
Deeksha Gupta, Rohit Kumar
The case study analyses the competitive scenario of the retail industry in India in 2021. It provides a detailed examination of the turbulence in the retail space due to the acquisition of Future Group’s retail business by Reliance Retail, which displaced DMart from its market leadership position. Before the acquisition, DMart, a retail chain of hypermarkets operated under Avenue Supermarts Ltd, was the largest retailer in India. The case describes the dilemma DMart’s CEO, Neville Noronha, faced in enduring the competition in offline and online retail while retaining its present competitive advantages. This case uses secondary data to examine the retail industry dynamic and DMart’s aspirations, positioning, and strengths. It also analyses the challenges that DMart might face on its path to regaining its position and catching the pace of change in the retail industry.
{"title":"DMart: Will it Regain its Leadership Position in the Indian Retail Industry?","authors":"Deeksha Gupta, Rohit Kumar","doi":"10.1177/09728201241251969","DOIUrl":"https://doi.org/10.1177/09728201241251969","url":null,"abstract":"The case study analyses the competitive scenario of the retail industry in India in 2021. It provides a detailed examination of the turbulence in the retail space due to the acquisition of Future Group’s retail business by Reliance Retail, which displaced DMart from its market leadership position. Before the acquisition, DMart, a retail chain of hypermarkets operated under Avenue Supermarts Ltd, was the largest retailer in India. The case describes the dilemma DMart’s CEO, Neville Noronha, faced in enduring the competition in offline and online retail while retaining its present competitive advantages. This case uses secondary data to examine the retail industry dynamic and DMart’s aspirations, positioning, and strengths. It also analyses the challenges that DMart might face on its path to regaining its position and catching the pace of change in the retail industry.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"23 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142210812","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-30DOI: 10.1177/09728201241259812
Shiv Nath Sinha
ITC, a diversified Indian conglomerate, is a pioneer in corporate social responsibility (CSR) activities in India. CSR has always been a top priority for the company, with significant resources allocated to social responsibilities even before the government mandated it in 2013. Today, ITC is involved in various social activities, including increasing agricultural productivity, improving animal husbandry, upgrading rural youth skills, enhancing rural education, promoting sustainable livelihoods and improving rural sanitation.Despite these efforts, the CSR Head faces challenges in prioritizing different CSR initiatives and deciding on a strategic approach. He must determine whether to focus on projects aligned with stakeholder needs or to follow the range of activities suggested by the government. This decision is critical and complex. Which direction should he choose?
{"title":"Strategic Corporate Social Responsibility at ITC: A Stakeholder Model","authors":"Shiv Nath Sinha","doi":"10.1177/09728201241259812","DOIUrl":"https://doi.org/10.1177/09728201241259812","url":null,"abstract":"ITC, a diversified Indian conglomerate, is a pioneer in corporate social responsibility (CSR) activities in India. CSR has always been a top priority for the company, with significant resources allocated to social responsibilities even before the government mandated it in 2013. Today, ITC is involved in various social activities, including increasing agricultural productivity, improving animal husbandry, upgrading rural youth skills, enhancing rural education, promoting sustainable livelihoods and improving rural sanitation.Despite these efforts, the CSR Head faces challenges in prioritizing different CSR initiatives and deciding on a strategic approach. He must determine whether to focus on projects aligned with stakeholder needs or to follow the range of activities suggested by the government. This decision is critical and complex. Which direction should he choose?","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"9 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142210814","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-30DOI: 10.1177/09728201241262860
Shaji Kurian, Pooja Sutradhar, Sandeep Chowdary
More than 500 million people worldwide are affected by mental, physical or sensory disabilities. These individuals are entitled to the same rights and opportunities as everyone else. This case explores the challenges and opportunities of managing disabilities, particularly regarding employability. It presents two case studies from Indian non-governmental organizations (NGOs), Bhagavatula Charitable Trust and Riya Foundation, highlighting their efforts to address the concerns of differently-abled individuals. It aims to describe the challenges of managing the employability of disabled children, providing insights that can be applied elsewhere for better results. Data were collected during social immersion internships by participants in these two NGOs.
全世界有 5 亿多人受到精神、身体或感官残疾的影响。这些人有权享有与其他人相同的权利和机会。本案例探讨了残疾管理的挑战和机遇，特别是在就业能力方面。本案例介绍了印度非政府组织 Bhagavatula 慈善信托基金和 Riya 基金会的两个案例研究，重点介绍了他们为解决不同残障人士的问题所做的努力。它旨在描述管理残疾儿童就业能力所面临的挑战，提供可用于其他地方以取得更好结果的见解。数据是这两个非政府组织的参与者在社会浸入式实习期间收集的。
{"title":"Challenges of Managing the Employability of Differently Abled in South India: Experiences of Two Non-governmental Organizations","authors":"Shaji Kurian, Pooja Sutradhar, Sandeep Chowdary","doi":"10.1177/09728201241262860","DOIUrl":"https://doi.org/10.1177/09728201241262860","url":null,"abstract":"More than 500 million people worldwide are affected by mental, physical or sensory disabilities. These individuals are entitled to the same rights and opportunities as everyone else. This case explores the challenges and opportunities of managing disabilities, particularly regarding employability. It presents two case studies from Indian non-governmental organizations (NGOs), Bhagavatula Charitable Trust and Riya Foundation, highlighting their efforts to address the concerns of differently-abled individuals. It aims to describe the challenges of managing the employability of disabled children, providing insights that can be applied elsewhere for better results. Data were collected during social immersion internships by participants in these two NGOs.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"11 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142210813","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-22DOI: 10.1177/09728201241253437
Shazib Ehsan Shaikh, Mudabir Ahmad, Muhammad Abdullah
The Eat Mubarak (A and B) case series begins as a David and Goliath story. Eat Mubarak was a multi-city online food delivery company based in Pakistan, set up in early 2019 by three local entrepreneurs. In Case A, we see how—despite being a late entrant—Eat Mubarak makes successful inroads into the market. In just nine months, it gained a 10% market share against an incumbent (foodpanda) backed by a multi-national giant in the industry (Delivery Hero), easily surpassing the nine-year 2% achievement of Cheetay Logistics. Successful penetration against pre-existing network economies of scale is demonstrated. When expected funding fails to come through, the end of Case A allows us to really dig into the business model fundamentals. Will continued growth hacking pay off, or are we destined to fail as foodpanda will make it a winner-take-all market? In Case B, the CEO exits the online food delivery business market. The need to understand winner-take-all strategies linked to all sides on this multi-sided platform is demonstrated. The application of breakeven analysis in evaluating the path to profitability is also afforded discussion throughout the case. Overall, the case series is rich in data on start-up valuation practices and practical challenges in securing venture capital funding for growth hacking where network economies of scale are at play. The approach to this case study combines field studies in the form of interviews with the CEO of Eat Mubarak and data on events and competitors from public sources, especially newspapers and one McKinsey report. It is written with a layered approach, so the students are given exciting facts at the start (such as an entrepreneur facing business failure) but need to read deeper to understand the business.
Eat Mubarak（A 和 B）系列案例以大卫与歌利亚的故事开始。Eat Mubarak 是一家位于巴基斯坦多个城市的在线食品配送公司，由三位当地企业家于 2019 年初成立。在案例 A 中，我们看到了 Eat Mubarak 是如何--尽管进入市场较晚--成功打入市场的。在短短九个月的时间里，它就获得了 10%的市场份额，力压由行业跨国巨头（Delivery Hero）支持的现有企业（foodpanda），轻松超越了 Cheetay Logistics 九年 2% 的市场份额。成功地实现了对现有网络规模经济的渗透。当预期的资金未能到位时，案例 A 的结尾让我们能够真正挖掘商业模式的基本要素。是黑客的持续增长会带来回报，还是我们注定要失败，因为 foodpanda 会让市场赢家通吃？在案例 B 中，首席执行官退出了在线食品配送业务市场。在这个多方平台上，需要了解与各方相关的赢家通吃战略。在整个案例中，还讨论了盈亏平衡分析在评估盈利路径中的应用。总体而言，该案例系列提供了丰富的数据，说明了初创企业的估值实践，以及在网络规模经济发挥作用的情况下，为成长型黑客获取风险资本资金所面临的实际挑战。本案例研究的方法结合了对 Eat Mubarak 首席执行官的访谈形式的实地研究，以及来自公共来源（尤其是报纸和一份麦肯锡报告）的有关事件和竞争对手的数据。它采用了分层的写作方法，因此学生在一开始就能了解到令人兴奋的事实（如面临经营失败的企业家），但需要深入阅读才能了解企业。
{"title":"Eat Mubarak: (A) Battling foodpanda in Online Food Delivery; (B) Pivot to Blinkco.io","authors":"Shazib Ehsan Shaikh, Mudabir Ahmad, Muhammad Abdullah","doi":"10.1177/09728201241253437","DOIUrl":"https://doi.org/10.1177/09728201241253437","url":null,"abstract":"The Eat Mubarak (A and B) case series begins as a David and Goliath story. Eat Mubarak was a multi-city online food delivery company based in Pakistan, set up in early 2019 by three local entrepreneurs. In Case A, we see how—despite being a late entrant—Eat Mubarak makes successful inroads into the market. In just nine months, it gained a 10% market share against an incumbent (foodpanda) backed by a multi-national giant in the industry (Delivery Hero), easily surpassing the nine-year 2% achievement of Cheetay Logistics. Successful penetration against pre-existing network economies of scale is demonstrated. When expected funding fails to come through, the end of Case A allows us to really dig into the business model fundamentals. Will continued growth hacking pay off, or are we destined to fail as foodpanda will make it a winner-take-all market? In Case B, the CEO exits the online food delivery business market. The need to understand winner-take-all strategies linked to all sides on this multi-sided platform is demonstrated. The application of breakeven analysis in evaluating the path to profitability is also afforded discussion throughout the case. Overall, the case series is rich in data on start-up valuation practices and practical challenges in securing venture capital funding for growth hacking where network economies of scale are at play. The approach to this case study combines field studies in the form of interviews with the CEO of Eat Mubarak and data on events and competitors from public sources, especially newspapers and one McKinsey report. It is written with a layered approach, so the students are given exciting facts at the start (such as an entrepreneur facing business failure) but need to read deeper to understand the business.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"44 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142210815","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-12DOI: 10.1177/09728201241254916
Rohit Rajput, Rambalak Yadav, Vikas Chauhan
The backpacking market in the Indian luggage industry is growing steadily, driven by the increasing popularity of adventure travel and backpacking among the younger generation. In 2018, CarryPro entered the Indian market with the intention of focusing on the need for lightweight, durable backpacks. For ultralight luxury travel, CarryPro backpacks were superior. Ankit Agarwal (founder and CEO) has highlighted the competition-related challenges to CarryPro’s growth. Wildcraft, Quechua and Decathlon dominate the backpack market in India. Other brands are also gaining popularity in India, with brands like Thule, Peak Design, and Patagonia becoming more widely available. The competition has heated up because of the growing interest among our rivals in backpacks’ utility. CarryPro, which entered the market with just three products, faced severe competition from established companies with extensive product lines. The company contemplated raising backpack sales by 20%–30% annually. However, they knew carving a niche among backpackers would be challenging without using sound distribution, branding and positioning strategies. The brand strategy and sales and distribution network operated by CarryPro proved to be the company’s deciding elements in the long run. Hence, the founder contemplated various branding, positioning and distribution strategy options.
{"title":"CarryPro Backpacks: Creating a Niche in Backpacking","authors":"Rohit Rajput, Rambalak Yadav, Vikas Chauhan","doi":"10.1177/09728201241254916","DOIUrl":"https://doi.org/10.1177/09728201241254916","url":null,"abstract":"The backpacking market in the Indian luggage industry is growing steadily, driven by the increasing popularity of adventure travel and backpacking among the younger generation. In 2018, CarryPro entered the Indian market with the intention of focusing on the need for lightweight, durable backpacks. For ultralight luxury travel, CarryPro backpacks were superior. Ankit Agarwal (founder and CEO) has highlighted the competition-related challenges to CarryPro’s growth. Wildcraft, Quechua and Decathlon dominate the backpack market in India. Other brands are also gaining popularity in India, with brands like Thule, Peak Design, and Patagonia becoming more widely available. The competition has heated up because of the growing interest among our rivals in backpacks’ utility. CarryPro, which entered the market with just three products, faced severe competition from established companies with extensive product lines. The company contemplated raising backpack sales by 20%–30% annually. However, they knew carving a niche among backpackers would be challenging without using sound distribution, branding and positioning strategies. The brand strategy and sales and distribution network operated by CarryPro proved to be the company’s deciding elements in the long run. Hence, the founder contemplated various branding, positioning and distribution strategy options.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"9 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141940767","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The case narrates a typical business-to-business scenario wherein the customer (Bodha Constructions) calls for a fresh tender for the water heater supply. Universal Heater Industries (UHI), the current vendor, has won the price agreement for three years in the past, and seemingly has done a terrific job. UHI is surprised by the turn of events on the fresh tender, as their previous price agreement gave them an entitlement to a 15% price hike after three years. The new development of a fresh tender with a minor specification change put UHI’s plans in a quandary. The case depicts the tactics played by a large customer in pushing a vendor to align to new expectations despite a pre-agreed price hike.
{"title":"Key Account Management as a Differentiator in Trade-offs: The Case of Universal Heater Industries","authors":"Manoj Gour Chintaluri, Sujit Kumar Patra, Santanu Mandal","doi":"10.1177/09728201241247099","DOIUrl":"https://doi.org/10.1177/09728201241247099","url":null,"abstract":"The case narrates a typical business-to-business scenario wherein the customer (Bodha Constructions) calls for a fresh tender for the water heater supply. Universal Heater Industries (UHI), the current vendor, has won the price agreement for three years in the past, and seemingly has done a terrific job. UHI is surprised by the turn of events on the fresh tender, as their previous price agreement gave them an entitlement to a 15% price hike after three years. The new development of a fresh tender with a minor specification change put UHI’s plans in a quandary. The case depicts the tactics played by a large customer in pushing a vendor to align to new expectations despite a pre-agreed price hike.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"62 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141194593","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-06DOI: 10.1177/09728201241242168
Adnan Zahid, Muhammad Adeel Zaffar
Case (A) introduces the participants to Dr Sultan, who is in a dilemma when a competing university offers him a very lucrative position. The choice is deliberately one-sided. However, the situation is also bereft of any information about the individual. Most of the class recommends taking the offer. Case (B) is a brief biography of Dr Sultan. After reading about the individual, his life goals, and priorities, the class is asked to revisit the dilemma.
{"title":"The Professor’s Dilemma","authors":"Adnan Zahid, Muhammad Adeel Zaffar","doi":"10.1177/09728201241242168","DOIUrl":"https://doi.org/10.1177/09728201241242168","url":null,"abstract":"Case (A) introduces the participants to Dr Sultan, who is in a dilemma when a competing university offers him a very lucrative position. The choice is deliberately one-sided. However, the situation is also bereft of any information about the individual. Most of the class recommends taking the offer. Case (B) is a brief biography of Dr Sultan. After reading about the individual, his life goals, and priorities, the class is asked to revisit the dilemma.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"21 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140883747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case investigates the external consultant’s organizational diagnosis aimed at understanding the imperative for change within Infotics Solutions. It explores various concepts, including the nature of planned change and the resistance exhibited by employees. Emphasis is placed on the necessity of a comprehensive organizational diagnosis before embarking on the change process, highlighting the pitfalls of relying solely on a leader’s intuition and experience to initiate change. Furthermore, the case underlines the implementation of human resource management interventions and their significance from both employee and organizational standpoints. It addresses the protagonist’s recognition of the need for external consultants’ expertise to grasp the problem and devise a strategic change process. The consultants’ methodical approach to planning change across different themes to achieve organizational objectives is elucidated, featuring the importance of employing the right diagnosis technique in situations where the problem is unclear. The case also showcases the consultants’ analytical approach to problem-solving, offering specific solutions tailored to the organization’s needs. Ultimately, it illustrates the challenges faced by organizations that lean heavily on past successes and struggle to adapt to evolving environmental demands. Lastly, the case highlights the importance of analysing survey results and implementing theme-based interventions to address the issues confronting the organization and its employees at Infotics Solutions.
{"title":"Getting Rid of Organizational Complacency in a Dynamic Environment","authors":"Rekha Aranha, Anil D’souza, Avil Saldanha, Sathiyaseelan Balasundaram, Santosh Basavaraj","doi":"10.1177/09728201241246393","DOIUrl":"https://doi.org/10.1177/09728201241246393","url":null,"abstract":"This case investigates the external consultant’s organizational diagnosis aimed at understanding the imperative for change within Infotics Solutions. It explores various concepts, including the nature of planned change and the resistance exhibited by employees. Emphasis is placed on the necessity of a comprehensive organizational diagnosis before embarking on the change process, highlighting the pitfalls of relying solely on a leader’s intuition and experience to initiate change. Furthermore, the case underlines the implementation of human resource management interventions and their significance from both employee and organizational standpoints. It addresses the protagonist’s recognition of the need for external consultants’ expertise to grasp the problem and devise a strategic change process. The consultants’ methodical approach to planning change across different themes to achieve organizational objectives is elucidated, featuring the importance of employing the right diagnosis technique in situations where the problem is unclear. The case also showcases the consultants’ analytical approach to problem-solving, offering specific solutions tailored to the organization’s needs. Ultimately, it illustrates the challenges faced by organizations that lean heavily on past successes and struggle to adapt to evolving environmental demands. Lastly, the case highlights the importance of analysing survey results and implementing theme-based interventions to address the issues confronting the organization and its employees at Infotics Solutions.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"2013 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140883706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-29DOI: 10.1177/09728201241241175
Rossilah Jamil, Ong Sin Ru, Yeo Swee Lan, Grace Gan Wei Cheng, Lim Hui Yan
The case focuses on the Enabling Academy (EA) team within Yayasan Gamuda, the philanthropic arm of Malaysia-based Gamuda Berhad. Gamuda is recognized as one of the largest Malaysian infrastructure companies and has been acknowledged for its pioneering efforts in neurodiversity employment for white-collar positions in Malaysia. EA provided employment training, job matching and job coaching for adults with autism, aiming for sustainable employment. While the programme initially saw success, its outreach remained limited. Gamuda had a goal to disseminate its best practices and encourage other entities to integrate more individuals with autism into their workforce. The team needed to devise strategies for senior management. This case addresses significant issues related to responsible organizational practices, untapped human potential, neurodiversity employment frameworks, workplace diversity and inclusion, and sustainable human resource management. It illustrates the decision-making process of the EA team under the guidance of the company’s leadership. The framing of the case reflects EA’s non-profit status and its preference for a collectivist management approach.
本案例聚焦于 Yayasan Gamuda（总部位于马来西亚的 Gamuda Berhad 的慈善机构）内部的赋能学院 (EA) 团队。Gamuda 是马来西亚最大的基础设施公司之一，因其在马来西亚白领职位神经多样性就业方面的开创性努力而备受认可。EA 为患有自闭症的成年人提供就业培训、就业匹配和就业指导，旨在实现可持续就业。虽然该计划最初取得了成功，但其推广范围仍然有限。Gamuda 的目标是推广其最佳做法，鼓励其他实体将更多自闭症患者纳入其劳动力队伍。团队需要为高级管理层制定战略。本案例涉及与负责任的组织实践、未开发的人类潜能、神经多样性就业框架、工作场所多样性和包容性以及可持续人力资源管理相关的重要问题。它展示了 EA 团队在公司领导层指导下的决策过程。案例的框架反映了 EA 的非营利性地位及其对集体主义管理方法的偏好。
{"title":"Inclusive Human Capital—Employment Transition Programme for Adults with Autism at Enabling Academy, Yayasan Gamuda","authors":"Rossilah Jamil, Ong Sin Ru, Yeo Swee Lan, Grace Gan Wei Cheng, Lim Hui Yan","doi":"10.1177/09728201241241175","DOIUrl":"https://doi.org/10.1177/09728201241241175","url":null,"abstract":"The case focuses on the Enabling Academy (EA) team within Yayasan Gamuda, the philanthropic arm of Malaysia-based Gamuda Berhad. Gamuda is recognized as one of the largest Malaysian infrastructure companies and has been acknowledged for its pioneering efforts in neurodiversity employment for white-collar positions in Malaysia. EA provided employment training, job matching and job coaching for adults with autism, aiming for sustainable employment. While the programme initially saw success, its outreach remained limited. Gamuda had a goal to disseminate its best practices and encourage other entities to integrate more individuals with autism into their workforce. The team needed to devise strategies for senior management. This case addresses significant issues related to responsible organizational practices, untapped human potential, neurodiversity employment frameworks, workplace diversity and inclusion, and sustainable human resource management. It illustrates the decision-making process of the EA team under the guidance of the company’s leadership. The framing of the case reflects EA’s non-profit status and its preference for a collectivist management approach.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"41 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140835428","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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