Pub Date : 2024-02-15DOI: 10.1108/eemcs-10-2023-0399
Efe Ünsal
Learning outcomes Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is an ongoing debate between scholars on whether leaders are lonely at the top or not. Leaders might feel lonely because of the great responsibility and exhaustion related to the role. Social support from the leader’s network helps to cope with the loneliness. Thirdly, work motivation and job satisfaction have an impact on employee performance. A leader should pay attention to these concepts for higher organizational performance. Case overview/synopsis In the early 2020s, the world of Turkish football met a new leader: Hakan Karaahmet, the club president who led Giresunspor’s rise to the Turkish Super League. In the summer of 2020, Karaahmet was elected as the president of Giresunspor, which is the most popular football club in Giresun, a small city in Turkey on the Black Sea coast. The club was founded in 1925 and re-formed in 1967 as three other small clubs merged. It played in Turkish Super League (Turkish first league) between 1971 and 1977 and was back in the top flight after a 44-year absence, with the leadership of Karaahmet in the 2020–2021 football season. Even though it was quite a difficult task, the president ensured that the club was not relegated from the super league in the 2021–2022 season. Although Giresunspor made a promising start to the 2022–2023 football season with two wins out of three matches, the team fell behind its rivals regarding squad depth because of financial difficulties. As of 1 February, the consecutive crushing losses pushed the team into the relegation zone. The team, fans and the president were devastated. Karaahmet was faced with the dilemma of resigning from the club or not. Complexity academic level This case study can be taught to undergraduate students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.
{"title":"Loneliness at the top: outstanding success, peace lasting one match","authors":"Efe Ünsal","doi":"10.1108/eemcs-10-2023-0399","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0399","url":null,"abstract":"Learning outcomes\u0000Firstly, leaders are assessed according to a wide variety of criteria. To be an effective leader, one should be aware of these criteria and perform accordingly. Secondly, there is an ongoing debate between scholars on whether leaders are lonely at the top or not. Leaders might feel lonely because of the great responsibility and exhaustion related to the role. Social support from the leader’s network helps to cope with the loneliness. Thirdly, work motivation and job satisfaction have an impact on employee performance. A leader should pay attention to these concepts for higher organizational performance.\u0000\u0000Case overview/synopsis\u0000In the early 2020s, the world of Turkish football met a new leader: Hakan Karaahmet, the club president who led Giresunspor’s rise to the Turkish Super League. In the summer of 2020, Karaahmet was elected as the president of Giresunspor, which is the most popular football club in Giresun, a small city in Turkey on the Black Sea coast. The club was founded in 1925 and re-formed in 1967 as three other small clubs merged. It played in Turkish Super League (Turkish first league) between 1971 and 1977 and was back in the top flight after a 44-year absence, with the leadership of Karaahmet in the 2020–2021 football season. Even though it was quite a difficult task, the president ensured that the club was not relegated from the super league in the 2021–2022 season. Although Giresunspor made a promising start to the 2022–2023 football season with two wins out of three matches, the team fell behind its rivals regarding squad depth because of financial difficulties. As of 1 February, the consecutive crushing losses pushed the team into the relegation zone. The team, fans and the president were devastated. Karaahmet was faced with the dilemma of resigning from the club or not.\u0000\u0000Complexity academic level\u0000This case study can be taught to undergraduate students.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 6: Human resource management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"5 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139774399","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 : 2024-02-15DOI: 10.1108/eemcs-10-2023-0398
Efe Ünsal
Learning outcomes The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted. Case overview/synopsis The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing. Complexity academic level The case study is suitable for undergraduate students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.
{"title":"How a leader in the footsteps of Atatürk enlightened the lives of thousands of children","authors":"Efe Ünsal","doi":"10.1108/eemcs-10-2023-0398","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0398","url":null,"abstract":"Learning outcomes\u0000The key learning from this case study include the following: first, there are various leadership types that leaders can exhibit, such as servant leadership and transformational leadership, and an individual’s leadership style can be evaluated by analysing his/her traits and behaviours. Second, decision-making is much more critical for leaders than for anyone else, and there are different approaches, such as rational and intuitive decision-making, that leaders can apply when making a decision. Third, in male-dominated work environments such as the sports sector, female executives should carefully weigh the risks and opportunities of leadership positions while being promoted.\u0000\u0000Case overview/synopsis\u0000The UPS Sports and Culture Club was founded in 2003 by Haluk Ündeğer in Zeytinburnu district, one of the most dangerous neighbourhoods in Istanbul that had a bad reputation for being high on crime and drugs. The club’s main goal was to train children from disadvantaged groups to develop a career in sports. Shortly after the club’s founding, Semra Demirer, a physical education teacher who had devoted her life to children’s physical, cultural and personal development, crossed paths with the UPS Club. In 2004, Demirer started to work at the UPS Sports and Culture Club as the general coordinator. She played an important role in the growth and development of many children over the years and helped raise very talented athletes such as Simge Aköz. In 2020, on the heels of financial and administrative difficulties, the club was at the risk of being shut down. Hence, Demirer grappled with the decision of whether to share this information with the employees and players in the club. She deeply considered how she could overcome the conflict between transparency and confidentiality she was experiencing.\u0000\u0000Complexity academic level\u0000The case study is suitable for undergraduate students.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 6: Human Resource Management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"25 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139775388","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 : 2024-02-14DOI: 10.1108/eemcs-09-2023-0324
Sanjeev Ganguly, S. Rai, Shreya Mukherjee
Learning outcomes After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to evaluate the pros-cons and future prospects for the organization post-acquisition; to evaluate from an ethical standpoint the process of mergers and acquisitions using ethical frameworks to understand how, when, to whom and through what processes do mergers and acquisitions qualify the test of being ethical; and to analyse different hostile takeovers, especially through tender offers, proxy contests and toehold bidding strategy in this case. Case overview/synopsis Founded in 2015, Milkbasket was a micro-delivery start-up based in Gurugram (near New Delhi), India. Milkbasket would let its subscribers order till midnight and deliver groceries, milk and other everyday essentials to its subscribers before 7 a.m. next day. It had burnt a lot of cash and was facing difficulty in getting investors; as such they were engaged in discussions with many companies. Two of them – Reliance Retail Venture Limited and BigBasket – were not accepting the proposed valuation, but Milkbasket got term sheets from other two companies. Complexity academic level This case study can be used for graduate courses on strategic management, business ethics and corporate governance. This case study can also be used in corporate finance course to highlight the importance of making ethical/responsible judgements to protect stakeholder interests. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Milkbasket takeover by Reliance Retail Venture Limited: the ethical dilemma","authors":"Sanjeev Ganguly, S. Rai, Shreya Mukherjee","doi":"10.1108/eemcs-09-2023-0324","DOIUrl":"https://doi.org/10.1108/eemcs-09-2023-0324","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to evaluate the pros-cons and future prospects for the organization post-acquisition; to evaluate from an ethical standpoint the process of mergers and acquisitions using ethical frameworks to understand how, when, to whom and through what processes do mergers and acquisitions qualify the test of being ethical; and to analyse different hostile takeovers, especially through tender offers, proxy contests and toehold bidding strategy in this case.\u0000\u0000Case overview/synopsis\u0000Founded in 2015, Milkbasket was a micro-delivery start-up based in Gurugram (near New Delhi), India. Milkbasket would let its subscribers order till midnight and deliver groceries, milk and other everyday essentials to its subscribers before 7 a.m. next day. It had burnt a lot of cash and was facing difficulty in getting investors; as such they were engaged in discussions with many companies. Two of them – Reliance Retail Venture Limited and BigBasket – were not accepting the proposed valuation, but Milkbasket got term sheets from other two companies.\u0000\u0000Complexity academic level\u0000This case study can be used for graduate courses on strategic management, business ethics and corporate governance. This case study can also be used in corporate finance course to highlight the importance of making ethical/responsible judgements to protect stakeholder interests.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"33 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139776936","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 : 2024-02-14DOI: 10.1108/eemcs-09-2023-0324
Sanjeev Ganguly, S. Rai, Shreya Mukherjee
Learning outcomes After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to evaluate the pros-cons and future prospects for the organization post-acquisition; to evaluate from an ethical standpoint the process of mergers and acquisitions using ethical frameworks to understand how, when, to whom and through what processes do mergers and acquisitions qualify the test of being ethical; and to analyse different hostile takeovers, especially through tender offers, proxy contests and toehold bidding strategy in this case. Case overview/synopsis Founded in 2015, Milkbasket was a micro-delivery start-up based in Gurugram (near New Delhi), India. Milkbasket would let its subscribers order till midnight and deliver groceries, milk and other everyday essentials to its subscribers before 7 a.m. next day. It had burnt a lot of cash and was facing difficulty in getting investors; as such they were engaged in discussions with many companies. Two of them – Reliance Retail Venture Limited and BigBasket – were not accepting the proposed valuation, but Milkbasket got term sheets from other two companies. Complexity academic level This case study can be used for graduate courses on strategic management, business ethics and corporate governance. This case study can also be used in corporate finance course to highlight the importance of making ethical/responsible judgements to protect stakeholder interests. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Milkbasket takeover by Reliance Retail Venture Limited: the ethical dilemma","authors":"Sanjeev Ganguly, S. Rai, Shreya Mukherjee","doi":"10.1108/eemcs-09-2023-0324","DOIUrl":"https://doi.org/10.1108/eemcs-09-2023-0324","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to evaluate the pros-cons and future prospects for the organization post-acquisition; to evaluate from an ethical standpoint the process of mergers and acquisitions using ethical frameworks to understand how, when, to whom and through what processes do mergers and acquisitions qualify the test of being ethical; and to analyse different hostile takeovers, especially through tender offers, proxy contests and toehold bidding strategy in this case.\u0000\u0000Case overview/synopsis\u0000Founded in 2015, Milkbasket was a micro-delivery start-up based in Gurugram (near New Delhi), India. Milkbasket would let its subscribers order till midnight and deliver groceries, milk and other everyday essentials to its subscribers before 7 a.m. next day. It had burnt a lot of cash and was facing difficulty in getting investors; as such they were engaged in discussions with many companies. Two of them – Reliance Retail Venture Limited and BigBasket – were not accepting the proposed valuation, but Milkbasket got term sheets from other two companies.\u0000\u0000Complexity academic level\u0000This case study can be used for graduate courses on strategic management, business ethics and corporate governance. This case study can also be used in corporate finance course to highlight the importance of making ethical/responsible judgements to protect stakeholder interests.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"161 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139836482","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 : 2024-02-13DOI: 10.1108/eemcs-05-2023-0188
Pratik Satpute, Gautam Surendra Bapat
Learning outcomes The learning outcomes of this study are to recall the fundamental concept of revenue management in the hotel industry (remembering); explain the various performance measures used to evaluate room revenue in hotels (understanding); use revenue management strategies to improve room revenue in hotel operations (applying); and examine and evaluate the optimal solution for revenue enhancement, considering factors such as capacity management, duration control and differential pricing (analyzing). Case overview/synopsis This case study delves into the challenges faced by Hotel King’s Cross, a business hotel located in Pune, Maharashtra, in the year 2022. A week before Christmas Eve, Soham Dande, the hotel’s revenue manager, sought a meeting with Rohan Chopra, the director of sales and marketing, to discuss “revenue optimization for the hotel.” During their meeting, Dande mentioned that the hotel had fallen behind its budgeted room sales targets for 2022 across various metrics, such as room booking nights, occupancy percentage, average room rate and revenue per available room. Furthermore, the hotel was trailing behind its competitors. The situation was compounded by the management’s decision to raise the targets for 2023 by 5%–7%, factoring in upcoming events, competitive performance and pandemic-related losses over the past two years. Chopra faced the dilemma of formulating an action plan to achieve the ambitious 2023 targets and establish Hotel King’s Cross as a market leader. Complexity academic level Students undertaking executive development programs and graduate-level courses in non-profit hospitality and tourism management, as well as revenue management courses in the executive MBA, management development and graduate MBA programs, may all benefit from this case study. Supplementary materials Teaching notes are available for educators only. Subject code CSS12: Tourism and hospitality.
{"title":"The curious case of Hotel King’s Cross","authors":"Pratik Satpute, Gautam Surendra Bapat","doi":"10.1108/eemcs-05-2023-0188","DOIUrl":"https://doi.org/10.1108/eemcs-05-2023-0188","url":null,"abstract":"Learning outcomes\u0000The learning outcomes of this study are to recall the fundamental concept of revenue management in the hotel industry (remembering); explain the various performance measures used to evaluate room revenue in hotels (understanding); use revenue management strategies to improve room revenue in hotel operations (applying); and examine and evaluate the optimal solution for revenue enhancement, considering factors such as capacity management, duration control and differential pricing (analyzing).\u0000\u0000Case overview/synopsis\u0000This case study delves into the challenges faced by Hotel King’s Cross, a business hotel located in Pune, Maharashtra, in the year 2022. A week before Christmas Eve, Soham Dande, the hotel’s revenue manager, sought a meeting with Rohan Chopra, the director of sales and marketing, to discuss “revenue optimization for the hotel.”\u0000During their meeting, Dande mentioned that the hotel had fallen behind its budgeted room sales targets for 2022 across various metrics, such as room booking nights, occupancy percentage, average room rate and revenue per available room. Furthermore, the hotel was trailing behind its competitors. The situation was compounded by the management’s decision to raise the targets for 2023 by 5%–7%, factoring in upcoming events, competitive performance and pandemic-related losses over the past two years. Chopra faced the dilemma of formulating an action plan to achieve the ambitious 2023 targets and establish Hotel King’s Cross as a market leader.\u0000\u0000Complexity academic level\u0000Students undertaking executive development programs and graduate-level courses in non-profit hospitality and tourism management, as well as revenue management courses in the executive MBA, management development and graduate MBA programs, may all benefit from this case study.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS12: Tourism and hospitality.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"114 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139839700","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 : 2024-02-13DOI: 10.1108/eemcs-07-2023-0248
A. Saldanha, Rekha Aranha, Vijaya Chandran
Learning outcomes After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the implementation of labor regulations applicable to the employment of contract workers by Wistron Corporation; infer the problems associated with rapid expansion in the workforce; analyze the labor regulatory challenges faced by Wistron Corporation; and demonstrate problem-solving skills. Case overview/synopsis The focus of this case study was the crisis faced by Apple’s contract manufacturer – Wistron Corporation due to labor unrest, riots and violence in its production facility located near Bangalore in India. This case study discussed the CEO’s dilemma in resolving the crisis and regaining the confidence of stakeholders, namely, the contract employees, Apple Inc. and the State Government of Karnataka. To give the readers an overview of the crisis – this case discussed in detail the underlying reasons for the labor unrest such as a rapid increase in manpower, unilateral increase in working hours without extra pay, unjustified pay cuts, understaffed and underqualified human resources (HR) department, ill-equipped attendance and payroll system. It also gave an overview of mistakes in labor management that could be avoided by a manufacturing firm. The case also discussed the pressure faced by the Wistron CEO due to probation and a new business freeze by Apple Inc. This case study is suitable for understanding the complexities of labor laws and the legal complications that can arise when a corporation disregards local labor laws while operating in foreign countries. Complexity academic level The case is best suited for postgraduate and executive MBA students studying labor law, industrial psychology and HR management in commerce and business management streams. The authors suggest that the instructor should inform students to read the case study before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.
{"title":"Labor unrest at Wistron Corporation India plant – What went wrong?","authors":"A. Saldanha, Rekha Aranha, Vijaya Chandran","doi":"10.1108/eemcs-07-2023-0248","DOIUrl":"https://doi.org/10.1108/eemcs-07-2023-0248","url":null,"abstract":"Learning outcomes\u0000After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the implementation of labor regulations applicable to the employment of contract workers by Wistron Corporation; infer the problems associated with rapid expansion in the workforce; analyze the labor regulatory challenges faced by Wistron Corporation; and demonstrate problem-solving skills.\u0000\u0000Case overview/synopsis\u0000The focus of this case study was the crisis faced by Apple’s contract manufacturer – Wistron Corporation due to labor unrest, riots and violence in its production facility located near Bangalore in India. This case study discussed the CEO’s dilemma in resolving the crisis and regaining the confidence of stakeholders, namely, the contract employees, Apple Inc. and the State Government of Karnataka. To give the readers an overview of the crisis – this case discussed in detail the underlying reasons for the labor unrest such as a rapid increase in manpower, unilateral increase in working hours without extra pay, unjustified pay cuts, understaffed and underqualified human resources (HR) department, ill-equipped attendance and payroll system. It also gave an overview of mistakes in labor management that could be avoided by a manufacturing firm. The case also discussed the pressure faced by the Wistron CEO due to probation and a new business freeze by Apple Inc. This case study is suitable for understanding the complexities of labor laws and the legal complications that can arise when a corporation disregards local labor laws while operating in foreign countries.\u0000\u0000Complexity academic level\u0000The case is best suited for postgraduate and executive MBA students studying labor law, industrial psychology and HR management in commerce and business management streams. The authors suggest that the instructor should inform students to read the case study before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 6: Human Resource Management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"100 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139781185","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 : 2024-02-13DOI: 10.1108/eemcs-07-2023-0248
A. Saldanha, Rekha Aranha, Vijaya Chandran
Learning outcomes After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the implementation of labor regulations applicable to the employment of contract workers by Wistron Corporation; infer the problems associated with rapid expansion in the workforce; analyze the labor regulatory challenges faced by Wistron Corporation; and demonstrate problem-solving skills. Case overview/synopsis The focus of this case study was the crisis faced by Apple’s contract manufacturer – Wistron Corporation due to labor unrest, riots and violence in its production facility located near Bangalore in India. This case study discussed the CEO’s dilemma in resolving the crisis and regaining the confidence of stakeholders, namely, the contract employees, Apple Inc. and the State Government of Karnataka. To give the readers an overview of the crisis – this case discussed in detail the underlying reasons for the labor unrest such as a rapid increase in manpower, unilateral increase in working hours without extra pay, unjustified pay cuts, understaffed and underqualified human resources (HR) department, ill-equipped attendance and payroll system. It also gave an overview of mistakes in labor management that could be avoided by a manufacturing firm. The case also discussed the pressure faced by the Wistron CEO due to probation and a new business freeze by Apple Inc. This case study is suitable for understanding the complexities of labor laws and the legal complications that can arise when a corporation disregards local labor laws while operating in foreign countries. Complexity academic level The case is best suited for postgraduate and executive MBA students studying labor law, industrial psychology and HR management in commerce and business management streams. The authors suggest that the instructor should inform students to read the case study before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.
{"title":"Labor unrest at Wistron Corporation India plant – What went wrong?","authors":"A. Saldanha, Rekha Aranha, Vijaya Chandran","doi":"10.1108/eemcs-07-2023-0248","DOIUrl":"https://doi.org/10.1108/eemcs-07-2023-0248","url":null,"abstract":"Learning outcomes\u0000After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the implementation of labor regulations applicable to the employment of contract workers by Wistron Corporation; infer the problems associated with rapid expansion in the workforce; analyze the labor regulatory challenges faced by Wistron Corporation; and demonstrate problem-solving skills.\u0000\u0000Case overview/synopsis\u0000The focus of this case study was the crisis faced by Apple’s contract manufacturer – Wistron Corporation due to labor unrest, riots and violence in its production facility located near Bangalore in India. This case study discussed the CEO’s dilemma in resolving the crisis and regaining the confidence of stakeholders, namely, the contract employees, Apple Inc. and the State Government of Karnataka. To give the readers an overview of the crisis – this case discussed in detail the underlying reasons for the labor unrest such as a rapid increase in manpower, unilateral increase in working hours without extra pay, unjustified pay cuts, understaffed and underqualified human resources (HR) department, ill-equipped attendance and payroll system. It also gave an overview of mistakes in labor management that could be avoided by a manufacturing firm. The case also discussed the pressure faced by the Wistron CEO due to probation and a new business freeze by Apple Inc. This case study is suitable for understanding the complexities of labor laws and the legal complications that can arise when a corporation disregards local labor laws while operating in foreign countries.\u0000\u0000Complexity academic level\u0000The case is best suited for postgraduate and executive MBA students studying labor law, industrial psychology and HR management in commerce and business management streams. The authors suggest that the instructor should inform students to read the case study before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 6: Human Resource Management.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"30 13","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139841085","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 : 2024-02-13DOI: 10.1108/eemcs-05-2023-0188
Pratik Satpute, Gautam Surendra Bapat
Learning outcomes The learning outcomes of this study are to recall the fundamental concept of revenue management in the hotel industry (remembering); explain the various performance measures used to evaluate room revenue in hotels (understanding); use revenue management strategies to improve room revenue in hotel operations (applying); and examine and evaluate the optimal solution for revenue enhancement, considering factors such as capacity management, duration control and differential pricing (analyzing). Case overview/synopsis This case study delves into the challenges faced by Hotel King’s Cross, a business hotel located in Pune, Maharashtra, in the year 2022. A week before Christmas Eve, Soham Dande, the hotel’s revenue manager, sought a meeting with Rohan Chopra, the director of sales and marketing, to discuss “revenue optimization for the hotel.” During their meeting, Dande mentioned that the hotel had fallen behind its budgeted room sales targets for 2022 across various metrics, such as room booking nights, occupancy percentage, average room rate and revenue per available room. Furthermore, the hotel was trailing behind its competitors. The situation was compounded by the management’s decision to raise the targets for 2023 by 5%–7%, factoring in upcoming events, competitive performance and pandemic-related losses over the past two years. Chopra faced the dilemma of formulating an action plan to achieve the ambitious 2023 targets and establish Hotel King’s Cross as a market leader. Complexity academic level Students undertaking executive development programs and graduate-level courses in non-profit hospitality and tourism management, as well as revenue management courses in the executive MBA, management development and graduate MBA programs, may all benefit from this case study. Supplementary materials Teaching notes are available for educators only. Subject code CSS12: Tourism and hospitality.
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Pub Date : 2024-02-07DOI: 10.1108/eemcs-02-2023-0067
Kriti Swarup, Anshul Mathur
Learning outcomes This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip students with how entrepreneurs can overcome certain barriers and use technology to achieve product–market fit, taking the Indian laundry sector as an example. The following are the key learnings for the case: start-ups need to continuously assess the product–market fit to organise a highly unorganised sector; market entry and expansion modes require proper evaluation of available entry and expansion modes before pursual; franchising decisions require firm-specific and location-specific considerations; and careful consideration given to celebrity endorsement will result in increased sales. Case overview/synopsis The Indian laundry market was a highly unorganised market and presented an untapped opportunity. While the market opportunity was enormous, the existing solutions comprised local vendors that may not provide end-to-end services (washing, ironing, etc.). The case study described how a young entrepreneur, Arunabh Sinha, overcame certain challenges to achieve a product–market fit for metro cities and later expanded to Tier 2 and Tier 3 cities in India as well. However, the challenges remained, as the firm expanded by using a franchise model, and other modes of business were required to be evaluated as well. Complexity academic level The case study is suitable for students pursuing MBA courses in marketing, service marketing and entrepreneurship development. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.
学习成果本案例研究概述了在新兴经济体运营的创业公司所面临的战略和组织问题。本案例研究以印度洗衣业为例，旨在让学生了解创业者如何克服某些障碍，利用技术实现产品与市场的契合。本案例的主要启示如下：初创企业需要不断评估产品与市场的契合度，以组织起一个高度无组织的行业；市场进入和扩张模式需要在实施前对现有的进入和扩张模式进行适当评估；特许经营决策需要针对具体公司和具体地点进行考虑；慎重考虑名人代言将带来销售额的增长。虽然市场机会巨大，但现有的解决方案由当地供应商提供，可能无法提供端到端服务（洗衣、熨烫等）。案例研究描述了年轻的创业者阿鲁纳布-辛哈如何克服某些挑战，实现产品与市场的契合，进而将业务扩展到印度的二线和三线城市。然而，挑战依然存在，因为该公司采用特许经营模式进行扩张，而且还需要对其他业务模式进行评估。复杂性学术水平本案例研究适合攻读市场营销、服务营销和创业发展方面 MBA 课程的学生。
{"title":"UClean scaling up dilemma: towards building a laundromat mosaic in India","authors":"Kriti Swarup, Anshul Mathur","doi":"10.1108/eemcs-02-2023-0067","DOIUrl":"https://doi.org/10.1108/eemcs-02-2023-0067","url":null,"abstract":"Learning outcomes\u0000This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip students with how entrepreneurs can overcome certain barriers and use technology to achieve product–market fit, taking the Indian laundry sector as an example. The following are the key learnings for the case: start-ups need to continuously assess the product–market fit to organise a highly unorganised sector; market entry and expansion modes require proper evaluation of available entry and expansion modes before pursual; franchising decisions require firm-specific and location-specific considerations; and careful consideration given to celebrity endorsement will result in increased sales.\u0000\u0000Case overview/synopsis\u0000The Indian laundry market was a highly unorganised market and presented an untapped opportunity. While the market opportunity was enormous, the existing solutions comprised local vendors that may not provide end-to-end services (washing, ironing, etc.). The case study described how a young entrepreneur, Arunabh Sinha, overcame certain challenges to achieve a product–market fit for metro cities and later expanded to Tier 2 and Tier 3 cities in India as well. However, the challenges remained, as the firm expanded by using a franchise model, and other modes of business were required to be evaluated as well.\u0000\u0000Complexity academic level\u0000The case study is suitable for students pursuing MBA courses in marketing, service marketing and entrepreneurship development.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS3: Entrepreneurship.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"7 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139796724","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 : 2024-02-07DOI: 10.1108/eemcs-09-2023-0331
Pinaki Nandan Pattnaik, S. C. Pandey, Bignya Patnaik
Learning outcomes After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability. Case overview/synopsis The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries. Complexity academic level This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives. In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative effo
{"title":"Kalinga Institute of Social Sciences (KISS): expectations of serving more","authors":"Pinaki Nandan Pattnaik, S. C. Pandey, Bignya Patnaik","doi":"10.1108/eemcs-09-2023-0331","DOIUrl":"https://doi.org/10.1108/eemcs-09-2023-0331","url":null,"abstract":"Learning outcomes\u0000After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability.\u0000\u0000Case overview/synopsis\u0000The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries.\u0000\u0000Complexity academic level\u0000This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives.\u0000In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative effo","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"232 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139857814","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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